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Status of the FANR - P olicy A nalysis N etwork

Status of the FANR - P olicy A nalysis N etwork. Business Plan. Status of business plan. Good news Doing well on programme component Bad News Limited investment in institutional development Not operating anywhere near potential of the network. FANRPAN in the Regional Agenda. Country A.

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Status of the FANR - P olicy A nalysis N etwork

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  1. Status of the FANR-Policy Analysis Network Business Plan

  2. Status of business plan • Good news • Doing well on programme component • Bad News • Limited investment in institutional development • Not operating anywhere near potential of the network

  3. FANRPAN in the Regional Agenda

  4. Country A Region SADC Region COMESA Country B Country C The Complex Regional Agenda(typology of interventions) Weakest link Best shot Summation

  5. CAADP – An agenda in need of speeding up

  6. FANRPAN as partner for CAADP process • Already has capability to convene in 12 countries and at regional level • Country node hosts (policy institutions) have expertise in policy and do it • One-stop partner for 12 countries and the region – ease of management and accountability • Cross country information sharing and learning would be easy • Already interacting at various levels where coordination would be necessary • Performing such role in Zambia CAADP process

  7. US -IEHA Pillar Coordinators RIU AU NEPAD AAA Univ. of Zambia & CILSS RECs FARA ReSAKSS ECOWAS ACF&CILSS CMAWCA COMESA SADC Sub-Regional Organisations (SROs) CORAF/WECARD MS8 MS11 MS7 MS12 ASARECA MS2 MS10 MS13 MS6 MS9 SADC-FANR NASRO MS14 MS1 MS4 MS3 MS5 A role in a crowded field?

  8. CAADP Pillars • Four • Pillar 1:Land and water management • Pillar 2: Rural infrastructure & Rural trade--related capacities for market access • Pillar 3: Increasing food Increasing supply & reducing hunger • Pillar 4: Agricultural research, technology dissemination & adoption • Includes policies for sustainable agriculture

  9. Continent AU-IBAR AU-SAFGRAD IAPSC +++ FARA CAADP Partnership Platform Expert Reference Group Multi-C Agric. Prod. Plan CCORAF/ WECARD NASRO REC CARDESA ASARECA Regional CAADP Roundtable Agric. Prod. Plan Zim CAADP Focal Person NAR NAR Country A NAR NAR NAR NAR National CAADP Roundtable Pillar 4 Leadership and operations

  10. IFPRI (Coordinator) • Facilitate: • peer review, • benchmarking, • adoption of best practices, and • mutual learning among member countries to improve policy and program planning, implementation, and outcomes. • Regional nodes work with existing regional research organizations and networks • Are linked with country knowledge systems to generate the necessary technical information to inform the • implementation process and track progress. IITA ILRI ICRISAT IWMI Regional Nodes Regional SAKSS Country SAKSS ReSAKSS Operations

  11. Farmers Researchers Government Civil Society FANRPAN in the CAADP Picture

  12. What should FANRPAN do? • Assist CAADP focal persons to broaden awareness of CAADP and knowledge of processes • Mobilise stakeholders for engagement at country and regional level • Provide multi-stakeholder platforms for partnerships for ReSAKSS activities • Provide multi-stakeholder platforms for pillar specific interventions of a policy nature • Provide a platform for the coordinating and integrating inputs and processes of various pillars and specialised projects • Offer the same type of support for the African Green Revolution agenda (including, ensuring discussion within the CAADP framework)

  13. Why is such a role important? • Organising stakeholder participation (meaningful) requires continuous engagement and relationship building • Multiple organisers duplicate effort, reach different individuals and commitment is more difficult to build • Effective network building requires skills and time commitment (technical expertise in a field network development and management ability) • An active network of informed stakeholders creates demand for action which can lead to reduction of delays • The need to deepen participation is best addressed by those that spend more time mobilising and organising for participation • Investing in organising skills of existing relevant networks more efficient

  14. Policy networks and Policy Process Source: Perkin and Court, 2005

  15. Internal requirements for performance

  16. Farmers Government Researchers Node Host Civil Society Inclusive Active Country Nodes • Governed by a Steering committee • Steering Committee elected by Members

  17. Farmers Farmers Farmers Farmers Farmers Farmers Farmers Farmers Farmers Farmers Farmers Farmers Government Government Government Government Government Government Government Government Government Government Government Government Researchers Researchers Researchers Researchers Researchers Researchers Researchers Researchers Researchers Researchers Researchers Researchers Regional Secretariat Node Host Node Host Node Host Node Host Node Host Node Host Node Host Node Host Node Host Node Host Node Host Node Host Civil Society Civil Society Civil Society Civil Society Civil Society Civil Society Civil Society Civil Society Civil Society Civil Society Civil Society Civil Society The FANRPAN Family MoU • Board • Technical Advisory Committee • Secretariat • Nodes

  18. Connectivity Links members, facilitates exchange of information, interactions, etc Alignment Facilitates the development of common positions on issues Productivity Engaged in bring about specific changes in policies and practices Coordination Possible roles

  19. Node Host Assessment …Partner Institutional Viability Assessment (PIVA) Coordinator Management systems Operational resources for node Financial and accounting systems Office space

  20. The Coordinator is multi-skilled WeaverCreates/facilitates linkages FundraiserFinds resources to support network activity StewardKeeps network in good form Organiser Brings people together FacilitatorLinks people with common interests Coach Guides other staff on maintenance and development of network

  21. How? Implementation of the current business plan Node level strategic plans? What? Funding for more alignment and productivity work Stronger coordination capacities at regional and node levels Addressing capacity to meet expectations Implementation challenges • Requires long-term investment • No promise of specific-policy changes • Capacity of FANRPAN has not been a donor priority. Policy change is. • Policy change resulting from research?

  22. Summary – 3Cs Concept Commitment Competence Committed Members and leadership Skills for policy work Role High expectations Need recognition of specialist skills requirements for network organisation Valued Limited investment in capacity Need recognition of network as being about both outputs and underlying relationships Alignment and productivity weakly supported Need recognition of capacity limitations Role in regional policy through recommendations Need investment in capacity development Need strategies to overcome donor hesitation in supporting network development

  23. Thank You!

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