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Meeting the Demand for Effective Food , Agriculture and Natural Resources Policy Analysis in Southern Africa. FANRPAN’s STRATEGIC PLAN 2007 – 2015 and BUSINESS PLAN 2007-2012 By Lindiwe Majele Sibanda (Ph.D.) Chief Executive Officer - FANRPAN www.fanrpan.org. Policy Context: FANRPAN. - PowerPoint PPT Presentation
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Meeting the Demand for Effective Food , Agriculture and Natural Resources Policy Analysis in Southern Africa
FANRPANs STRATEGIC PLAN 2007 2015and BUSINESS PLAN 2007-2012
By Lindiwe Majele Sibanda (Ph.D.) Chief Executive Officer - FANRPANwww.fanrpan.org
Policy Context: FANRPAN Vision: Productive agriculture as a basis for widely shared food security and prosperity using natural resources sustainably in Southern Africa
Mission: To promote, influence and facilitate quality agricultural and natural resources analysis and dialogue at national regional and global levels
POLICY INSTRUMENTS Southern African Countries endorsed the following strategies to address agricultural challenges; - SADC Dar es Salam declaration- SADC - RISDP, COMESA- NEPAD - CAADP
Operationalisation and implementation of these policy designs and instruments is a challenge in the region
CHALLENGES Majority of regional population are poor and depend largely on agriculture for subsistence
Continued government intervention against weak and uncompetitive private sector engagement weakens privatisation initiatives
The major water resources are transboundary in nature requiring regional agreements for equitable exploitation
Lack of coherent policies and effective institutions to meet different objectives for the sector
WHY FANRPAN The need
to harmonize agricultural policies throughout the region
for research to advance understanding of common national policy challenges across different SADC countries
to promote dissemination of information on research results across the region
to improve the depth and quality of agricultural policy analysis for SADC, COMESA and member states
ROLE OF FANRPAN Research and dissemination of information across the region
Improvement of the depth and quality of agricultural policy analysis
Collaboration and networking within the region and internationally on agricultural and natural resources policy issues
FANRPAN: The Story From 2002 FANRPAN was formally registered with the aim of:Encouraging exchange of skills, information and experiences
Coordinating comparative research
A constitution and 5 year strategy were developed and FANRPAN was registered
NEED FOR CHANGEThe current policy environment has seen a growing continentalisation of agricultural development strategies stemming from; MDGs, NEPAD, CAADP, COMESA, SADC RISDP and FARA.
This presents an opportunity for FANRPAN to expand Africa-wide through strategic partnerships and collaboration
NEED FOR CHANGEResearch and networking environment has grown with organisations such as AERC, SATPRN, SARPN, FEWSNET, Re-SAKSS and others
FANRPAN inherent weaknesses are;Isolated Individual expertise Lack of coherence in node managementFailure to maintain permanent secretariatResearch based, with limited engagement in the policy cycle
Four new members; Lesotho, Swaziland, Mauritius and Angola have been incorporated
POSITIVE SYNERGIES IN RESPONSE TO DEMANDS Over the years FANRPAN has acquired experience and capacity in collaborating with regional and international institutions, such as the CGIAR system, SADC, COMESA, AU and others
To effectively respond to growth internally and the policy demands, FANRPAN finds itself facing the challenge of;Funding a permanent administrative structure
Articulating and implementing a programme that enhances policy analysis capacity
THE CHANGE PROCESS The process involves;Review of FANRPANs mission and mandateA review of stakeholders needs and expectationsDiagnosis of internal and external environments for policy researchSWOT analysisDiscussion of alternatives for FANRPAN evolution
THE PROPOSED FANRPAN STRATEGIC PLAN FRAMEWORK FANRPANs three strategic areas;
The Research Strategy
The Capacity Building Strategy
The Voice Strategy
RESEARCH STRATEGY Research the FANRPAN perspective;
Large cross country studies investigate impact of identified factors on the sector and derive lessons
Action research projects that incorporate evidence gathering on selected interventions with on-going policy dialogue
Research advisory services offer services to officials and/or senior executives drawing upon already existing evidence
RESEARCH STRATEGY The Research Thrusts for 2007-2012;
Promoting regional economic integration
Positioning Southern Africa for a competitive international trade environment
Creating a conducive agriculture policy environment for reducing poverty and vulnerability
Management of impact of innovation and adaptation
CAPACITY BUILDINGCountry nodes are central, will focus on;
Capacitating nodes
Partnerships
Short term training
Monitoring, review/learn and evaluation
CAPACITY BUILDINGNode structure will be determined by specific local circumstances;
Positioning of policy research
Nature of representative structures
Relationship between government and the agricultural industry
CAPACITY BUILDINGRequirements to ensure effectiveness of nodes;
Engagement with wide range of stakeholders
Ability to convene high level policy engagements
Staff and facilities to maintain good communications with stakeholders and the rest of the FANRPAN network
Capacity to secure and effectively manage grants and contracts on behalf of FANRPAN
THE VOICE Focus - Enhancing FANRPANs voice in national and regional policies. The VOICE strategy;
Improved information flows (print, electronic and personal engagements)
Improved capacity to use research based evidence
More effective positioning of FANRPAN and intense engagements with Governments, SADC secretariat, SADC - MAPP, COMESA, FARA and AU-NEPAD.
THE VOICEThe thrust of the Voice strategy;
Development and use of the website and portals
Building contacts databases
Using multimedia for disseminating information on food, agriculture and natural resources issues
Arranging exhibitions of FANRPANs products at major conferences
IMPLEMENTING FANRPAN STRATEGYElements critical to FANRPANs strategy;
Effective node leadership
Eminent governors with ability to mobilise resources
Adequately staffed nodes and regional secretariat
Continuous development of partnerships
Regular contacts with policy makers at secretariat level
A revised constitution to take into account new developments that have led to an expansion of the mandate
Sufficient and assured core funding to support full implementation of the strategy
IMPLEMENTING FANRPAN STRATEGYNode development;
Assisting national nodes to define policy priorities
Raise awareness amongst members of important national and region-wide policy issues
Facilitate training for policy makers and analysts
Lead discussions within the membership
Promote the engagement of previously under-represented small farmer interests
IMPLEMENTING FANRPAN STRATEGY Node development - financial implications;Budget Per Node
- Projected minimum budget- $100,000 - Duration- One year
- Coverage- Full-time officer, - Half time administrative assistant - Office running costs
For a fully functional node the projected expenditure is $1,000,000 per year and this includes the core business of research, capacity building and voice
IMPLEMENTING FANRPAN STRATEGY Developing the secretariat - roles to be strengthened;
Research leadership, co-ordination and quality control
Technical and administrative support to the nodes
Information synthesis and dissemination
Representation and leadership in regional discussions
Promoting regional and international policy research
Capacity building in policy research and advocacy
Resource mobilisation and management
Monitoring and evaluation
IMPLEMENTING FANRPAN STRATEGYStaff establishment to ensure effective implementation of the strategy a CEO, a Director of Research a Director of Communication,Support: Finance and Administration function Overall leadership is provided by an 8 member Board of GovernorsSupreme body is the membership - the nodes
IMPLEMENTING FANRPAN STRATEGYThe development of the secretariat into a fully functional unit is projected to cost $2,900,000 in the next five years
Development of country nodes into fully functional units will cost a total of $9,400,000 over five years
Multi-year funding is required to ensure continuity and institutional stability
Models that the secretariat can consider include setting up a trust fund or the CGIAR system model of securing core or unrestricted funding
IMPLEMENTING FANRPAN STRATEGYSecretariat staff is expected to secure portions of their salaries from participating in other projects;Research Director- 50%
Chief Executive Officer- 25%
Communications Director- 25%
The operations of the trust have to be clearly defined from inception to ensure security of funds and transparency in grant management
FINANCING THE IMPLEMENTATION Projected cost - $12,300,000
Direct expenditure (Nodes)- $ 9,400,000
Direct expenditure (Secretariat)- $ 2,900,000
Duration- 5 years
FANRPAN COST STRUCTURE 2007-2012 (US$ 000)
FINANCING THE IMPLEMENTATIONAssumptions;
15% allocation of research costs in year 1 & 2 are taken by the secretariat. This reduces as the nodes become more self sustaining
As more nodes are established the cost of capacity building and the cost to the secretariat increases. This is set at 20% of capacity building expenditure
Voice costs will be attributed to both nodes and the secretariat
Thank You