Status of the FANR-Policy Analysis Network

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

Region

COMESA

Region

SADC

The Complex Regional Agenda(typology of interventions)

Summation

Country C

Country B

Country A

Weakest link

Best shot

CAADP – An agenda in need of speeding up

CAADP Timeline

2002 2003 2004 2005 2006 2007 2008

2002:

CAADP preparedthrough FAOFacilitation

July 2004:

Companion documentintegrating sub-sectorsof forestry, fisheries andlivestock submitted toAU Summit.

Early 2005:

NEPADSecretariatacceleratesimplementation- 5 regionalCAADPimplementationmeetings

2007:

Country Round TableProcess begins(Mali, Niger, Rwanda &Zambia)

October 2008:

Progress reviewscheduled

July 2003

CAADP endorsed byAfrican Heads of State

at AU Summit inMaputo

October 2004:

Implementationroadmap approved byAfrican PartnershipForum

May 2005:

High level 'wrap-up'meeting in Accraproduces 'Post-AccraAction Plan'(roles for countries,RECs & NEPADSecretariat.

June 2008:

Four+ countriesexpected to havesigned CAADPCompacts

Rwanda YZambiaNigeriaGhanaMalawiUganda

February 2004:

Extraordinary Summit(Sirte, Libya) Confirmscommitment toallocate 10% to agric.

October 2005:

CAADP Retreat onAccra Action Planimplementation

June 2006:

Regional Action Plansdue

November 2006:

Agreement on rolesand cooperationarrangements betweenAUC, NEPAD and RECs

June

2007:

20 CRTsExpected

March

2008:

Estimated 12CRTs inprogress

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

A role in a crowded field?

AU NEPAD

ACF&CILSS

FARA

CMAWCA

Univ. of Zambia & CILSS

ASARECA

SADC-FANR

CORAF/WECARD

NASRO

SADC

COMESAECOWAS

MS1

MS9

MS7MS10MS2

MS4

MS6

MS8

MS13

MS11

MS3

MS12

MS14MS5

Sub-Regional Organisations (SROs)

Pillar Coordinators

RECsReSAKSS

US -IEHA

RIUAAA

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

FARA

NASRO

ASARECA

CCORAF/WECARD

CARDESA

NAR NARNAR

NARNAR

Agric. Prod. Plan

Zim

Multi-CAgric.Prod.Plan

AU-IBARAU-SAFGRAD

IAPSC+++

Expert Reference Group

National CAADP Roundtable

Regional CAADP Roundtable

NAR

CAADP Partnership Platform

CAADP Focal Person

REC

Country A

Continent

Pillar 4 Leadership and operations

Pillar 4 Leadership and operations

IFPRI(Coordinator)

ICRISAT

IITA ILRI

•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 theimplementation process and track progress.

IWMI

Country SAKSS

Regional SAKSS

Regional Nodes

ReSAKSS OperationsReSAKSS Operations

Farmers

Researchers

Government

Civil Society

FANRPAN in the CAADP Picture

FANRPAN in the CAADP Picture

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)

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

Policy networks and Policy ProcessStage of policy

processObjectives Network roles

Agenda setting • Convince policymakers that the issue does indeed require attention

Marshall evidence to enhance the credibility of the argument

Extend an advocacy campaign Foster links among researchers, CSOs and

policymakers

Formulation • Inform policymakers of the options and build a consensus

Collate good-quality representative evidence and act as a ‘resource bank’

Channel international resources and expertise into the policy process

Build long-term collaborative relationships with policymakers

Bypass formal barriers to consensus

Implementation • Complement government capacity

Enhance the sustainability and reach of the policy Act as dynamic ‘platforms for action’

Evaluation • evidence and channel it into the policy process

Provide good-quality representative evidence and feedback

Link policymakers to policy end-users

Underlying • Capacity building for CSOs aiming to influence policy

Provide a dynamic environment for communication and collaborative action

Provide support and encouragement Provide a means of political representation

Source: Perkin and Court, 2005

Internal requirements for performance

• Governed by a Steering committee

• Steering Committee elected by Members

Inclusive Active Country Nodes

Regional Secretariat

The FANRPAN Family

• Board• Technical Advisory

Committee• Secretariat• Nodes

MoU

Possible roles

Coordination

ConnectivityLinks members, facilitates exchange of information, interactions, etc

AlignmentFacilitates the development of common positions on issues

ProductivityEngaged in bring about specific changes in policies and practices

Node Host Assessment …Partner Institutional Viability Assessment

(PIVA)

Office space

Financial and accounting systems

Operational resources for node

Management systems

Coordinator

The Coordinator is multi-skilled

WeaverCreates/facilitates linkages

FundraiserFinds resources to support network activity

StewardKeeps network in good form

OrganiserBrings people together

FacilitatorLinks people with common interests

Coach Guides other staff on maintenance and development of network

Addressing capacity to meet expectations 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

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?

Summary – 3Cs

Concept Commitment Competence

Role

ValuedHigh expectations

Committed Members and leadership

Limited investment in capacity

Alignment and productivity weakly supported

Role in regional policy through recommendations

Need recognition of network as being about both outputs and underlying relationships

Need recognition of specialist skills requirements for network organisation

Need recognition of capacity limitations

Need investment in capacity development

Need strategies to overcome donor hesitation in supporting network development

Skills for policy work

Thank You!