FARA Secretariat Medium Term Operational Plan 2014–2018 … · 2019. 11. 18. · 5.7 Climate...

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FARA SecretariatMedium Term Operational Plan

2014–2018

Implementing FARA’s 2014–2018 Strategic Plan

Enhancing African innovation capacity for agricultural transformation

FARA SecretariatMedium Term Operational Plan

2014–2018

Implementing FARA’s 2014–2018 Strategic Plan

Enhancing African innovation capacity for agricultural transformation

Forum for Agricultural Research in Africa

12 Anmeda Street, Roman Ridge

PMB CT 173, Accra, Ghana

2013

Citation: FARA, 2013. FARA Secretariat Medium Term Operational Plan 2014–2018. Implementing FARA’s 2014–2018 Strategic Plan: Enhancing African innovation capacity for agricultural transformation. Forum for Agricultural Research in Africa (FARA), Accra, Ghana.

FARA encourages fair use of this material. Proper citation is requested.

Editing and design: www.bluepencil.in / Print: www.pragati.com

Forum for Agricultural Research in Africa (FARA)


PMB CT 173, Accra, GhanaTel: +233 302 772823 / 302 779421 Fax: +233 302 773676Email: [email protected] Website: www.fara-africa.org

ISBN 978-9988-8438-3-7 (print)

ISBN 978-9988-1-1213-8 (pdf)

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Contents

Foreword 0

Executive summary 0

1 Introduction 0

2 Background 0

3 FARA’s changing context for a new MTOP 0

3.1 Changing demands for services by FARA’s clients 0

3.2 Adapting to change in African agricultural research 0

3.3 The Africa transformation agenda and CAADP 0

3.4 Involving private enterprise more effectively 0

3.5 African foresight capacity and recognition of young professionals 0

4 Core functions of FARA 0

5 Guiding operational principles and general considerations 0

5.1 General approaches to addressing core Strategic Priority issues 0

5.2 Pro-poor and growth-oriented approaches 0

5.3 Stakeholder consultations and partnerships 0

5.4 Agricultural innovation system approaches 0

5.5 Gender and age demographics 0

5.6 Environmental sustainability 0

5.7 Climate change 0

6. Delivery of results 0

6.1 FARA’s theory of change and impact pathway (2014–2018) 0

6.2 Strategic Priority 1: Visioning Africa’s agricultural transformation – with foresight, strategic analysis and partnerships 0

6.3 Strategic Priority 2: Integrating capacities for change – by connecting and learning 0

6.4 Strategic Priority 3: Enabling environment for implementation – by advocating and communicating 0

6.5 Assumptions and risks concerning the delivery of MTOP results 0

7 Monitoring and evaluation 0

8 Communication 0

9 Stakeholder collaborative arrangements 0

9.1 FARA stakeholder support and hosting arrangements 0

9.2 Arrangements, instruments and mechanisms for collaboration 0

9.3 The subsidiarity principle 0

10 Governance 0

10.1 FARA Africa Agriculture Science Week 0

10.2 FARA Board of Directors 0

11 Secretariat structure and organization 0

11.1 Functions 0

11.2 Organization 0

11.3 Transition to an integrated structure 0

11.4 Resource mobilisation 0

ANNEXES 0

Annex 1. FARA Secretariat staff and their core responsibilities 0

Annex 2. Mechanisms of implementation and staffing 0

Annex 3. FARA MTOP 2014–2018 Results Framework 0

Annex 4. FARA 2014–2018 budgets 0

Annex 5. Table of activities segregated by scenario 0

Abbreviations 0

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This Medium Term Operational Plan (MTOP) sets out how the FARA Secretariat will fulfil its mandate and responsibilities for ensuring the successful implementation of the Forum’s new 2014–2018 Strategic Plan.

African agriculture is changing with increasing speed and there are exciting prospects for even more rapid change arising from new science and technologies. To remain relevant, FARA must adapt to the changed circumstances in which it functions and take advantage of the lessons it has learned while implementing its mandate; in particular, its rewarding experience as the Lead Institution for Pillar IV of the Comprehensive Africa Agriculture Development Programme (CAADP).

FARA’s role in CAADP has changed because the country CAADP teams now know what support they need to advance their Agriculture and Food Security Investment Plans (AFSIPs). There is no longer a need for designated Pillar Lead Institutions, but – as the continental apex institution for agricultural research with a large social capital – FARA is still committed to providing leadership for research and other, related aspects of CAADP.

The success of CAADP depends on a comprehensive mix of capacities across agricultural value chains, including (but not limited to) farmer organizations, research, extension, education, trade and agribusiness. FARA has been remarkably successful in promoting and supporting continental organizations to lead each of these aspects: the Pan African Farmers Federation (PAFFO) for farmer organizations, sub-regional research organizations (SROs) for research, the African Forum for Agricultural Advisory Services (AFAAS), the Tertiary Education for Agriculture Mechanism (TEAM-Africa) for education, the Pan-African Agribusiness and Agro-Industry Consortium (PanAAC) for agribusiness and agro-industry and the Pan-Africa Non-Governmental Organization Consortium (PANGOC). But it does not end there. FARA continues to play a vital role, not only to provide the further assistance some

Foreword

2 FARA Secretariat Medium Term Operation Plan (2014–2018)

organizations may need until they are fully established, but also (most importantly) to ensure that they add value to each other so that their collective contribution to Africa’s agricultural innovation capacity will be greater than the sum of their individual efforts.

FARA must also act on the wise advice it has received from various internal and external reviews, so that it can move forward with renewed confidence that it is on the right track to advance its purpose of generating wide-scale, equitable social and economic development. With the strengthening of the SROs and the other institutions mentioned above, many of the tasks set out in FARA’s 2007–2016 Strategic Plan in respect to Networking Support Functions - in the areas of: (i) advocacy and resource mobilisation; (ii) access to knowledge and technologies; (iii) regional policies and markets; (iv) capacity strengthening; and (v) partnerships and strategic alliances – are due to be handed over to other organizations in compliance with FARA’s commitment to the subsidiarity principle.

In these changed circumstances, the Board of FARA commissioned this new strategy to ensure that FARA keeps its focus solely on what it can do, what it can do best and where it can add most value to Africa’s capacity for agricultural innovation. This strategy recognises that FARA has itself become a stronger institution and is now better able to fulfil its role as the apex organization for African agricultural research aligned to the African Union Commission.

Stakeholder consultations concluded that to fulfil its role in leading agricultural research on the continent, FARA must be able to: (i) envision the agricultural transformation that Africa wants and how to achieve it; (ii) ensure that Africa has sufficient human and institutional capacity integrated to implement its agricultural ambitions; and (iii) make sure that policy makers get the evidence-based information they require to create enabling policy environments and that their constituents are well informed and support the changes. These vital roles have been distilled into three Strategic Priorities: (i) visioning Africa’s agricultural transformation; (ii) integrating capacities for change; and (iii) enabling environment for implementation.

FARA is building its new strategic priorities on its past successes and, most importantly, on the invaluable comparative advantage and social capital that it has accumulated among its different stakeholder interest groups. FARA recognises that the stakeholders are the FARA Forum. The new strategy reflects their demands and, equally, depends on their commitment and engagement for its success.

Dr Tiémoko Yo Prof. Monty P. Jones Chair, FARA Executive Board FARA Executive

Director

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Background

This MTOP sets out how the FARA Secretariat will fulfil its mandate and responsibilities for ensuring the successful implementation of the Forum’s new 2014–2018 Strategic Plan.

The cornerstones of the plan are the strategic statements that will guide FARA in its operation. While the vision, mission and the general objective remain largely the same as in FARA’s 2007–2016 Strategic Plan, a major strategic re-orientation is indicated by FARA’s new value proposition: Strengthening Africa’s capacity for innovation and transformation by envisioning its strategic direction, integrating its capacities for change and creating an enabling policy environment for implementation.

This MTOP is consistent with FARA’s commitment to contributing to the success of the CAADP, which provides goals and objectivesand identifies what needs to be done to achieve the African Vision of six percent annual growth in agricultural production. It will also advocate for and facilitate compliance with the FAAP principles to guide the processes for ensuring that agricultural research and development initiatives contribute to the CAADP vision.

FARA also remains committed to supporting the agendas of the African Union Commission, the regional economic communities (RECs), the SROs and continental education and extension institutions. However, whereas in the past FARA focused on creating regional institutions that were required to fill gaps in Africa’s agricultural innovation systems, as these institutions grow in strength and confidence, FARA’s focus will be more on keeping them connected and integrated programmatically in order to avoid debilitating fragmentation of the innovation system.

FARA’s new approach is aligned with the transformative phase of the CAADP, within its ‘sustaining CAADP momentum’ agenda. FARA is also aware of the need to involve private enterprise more effectively. There is an urgent need for Africa to develop a capacity for forward thinking

Executive summary


and proactive preparation for emerging opportunities and threats with an approach that nurtures the emergence of young talent to play a role in preparing for and shaping the future. FARA strives to ensure that planning for African agricultural development is consistent with Africa’s capacity to deliver and that action is taken to strengthen capacity for more ambitious public and private agricultural development initiatives. This commits the FARA Secretariat to working with research, extension and education institutions and organizations to build and strengthen knowledge, information and skills (KIS) capacities.

The general approach to implementation of this MTOP will be, to the maximum extent possible, to embed strict adherence to the FAAP principles and emphasise: (i) subsidiarity; (ii) food security and nutrition; (iii) a poverty focus; (iv) the integrated agricultural research for development (IAR4D) approach; (v) capacity strengthening; (vi) the use of monitoring and evaluation (M&E) criteria that ensure compliance with both FARA’s core principles and the manner in which cross-cutting issues are addressed; (vii) resource mobilisation; (viii) stakeholder consultations and partnerships; (ix) consideration of gender and age demographics, HIV/AIDS, environmental sustainability and climate change; (x) partnerships; (xi) private sector involvement.

FARA will focus more intently on: (i) improving agricultural trade and marketing, especially for exploiting intra-African opportunities and (ii) supporting and enabling private-sector actors, from small-scale producers along the supply and value chains all the way to consumer markets, in order to improve efficiency, reduce waste and lower transaction costs. The imperative is to improve the livelihoods of the majority of the poor at both ends of the chains (i.e., resource-poor producers and low-income consumers).

FARA’s services to its clients

The stakeholders of FARA are the SROs, the national agricultural research systems (NARS) and farmers, as well as the sub-regional and national agricultural education, extension/scaling, business-promotion and policy-formulation institutions.

Strategic Priority 1: Visioning Africa’s agricultural transformation – with foresight, strategic analysis and partnerships

Objective

The FARA objective in Visioning Africa’s Agricultural Transformation is to enable the continent to determine the future of its agriculture with proactive approaches to exploiting opportunities in agribusiness, trade and markets, taking best advantage of emerging sciences, technologies and risk mitigationand utilising the combined strengths of public and private stakeholders.

The specific objectives are:

1. To keep track of thematic developments, initiatives, investments, opportunities, challenges and emerging threats

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2. To guide the direction of agricultural research and innovation through foresight and other techniques

3. To develop an African science agenda for agriculture to guide African transformation

4. To broker strategic alliances and empower partners to harness opportunities for improving agricultural research, innovation, business and trade to enhance the competitiveness of African agriculture.

The launch pads will be the complementary ongoing activities in this area, such as the Sub-Saharan Africa Challenge Programme (SSA CP); the Platform for African–European Partnerships for Agricultural Research and Development (PAEPARD); and the Africa–Brazil Agricultural Innovation Marketplace.

Results and activities

Key result: African agricultural stakeholders determining how the sector should be transformed and establishing the needed collective actions in a gender-sensitive manner.

Result 1.1. High-level stakeholder ownership of gender-disaggregated evidence-based information and policy recommendations derived from strategic analysis and foresight studies.

1.1.1. Developing and piloting the use of new gender-sensitive integrated planning tools for assessing risks and opportunities for agricultural transformation.

1.1.2. Convening continental think tanks to analyse gender-sensitive policy options for longer-term agricultural transformation.

1.1.3. Facilitating gender-sensitive foresight platforms (including private sector bodies such as individual farmers, government and knowledge institutions) for developing alternative scenarios at sub-regional and continental levels.

Result 1.2. Functional partnerships and platforms among African stakeholders (intra-continental) and between them and northern and southern partners (Africa–South, Africa–North and Africa–South–North) for agricultural research and innovation.

1.2.1. Identifying and disseminating gender-sensitive innovations (institutional, policy, market, technological) and best practices for catalysing learning among agricultural innovation actors.

1.2.2. Advocating for the adoption of innovation systems approaches – specifically for IAR4D – relative to conventional approaches in various African contexts.

1.2.3. Establishing and maintaining a portal and facilitating gender-sensitive communication platforms and multi-stakeholder exchanges to share lessons and experiences.

1.2.4. Mobilising wide stakeholder buy-in from African partners for an African-led science (and innovation) agenda for transforming agriculture.

Result 1.3. Wide and high-level stakeholder ownership and commitment to a common African science and innovation agenda.

1.3.1. Systematising a joint priority setting for determining advances and investments in science and technology.


1.3.2. Formulating an African-owned and Africa-led agricultural science agenda to serve as an organising framework for Africa’s agricultural science and technology programmes (research, extension and education) with those of the CGIAR and other partners.

1.3.3. Facilitating the alignment of the CGIAR and other international agricultural research centres in implementing the commitments and priorities elaborated in the CAADP Agriculture and Food Security Investment Plans (AFSIPs).

1.3.4. Facilitating the Steering Committee of the Dublin Process to actively pursue options for funding and support of the key outcomes.

1.3.5. Establishing African Chapter of the GFAR Global Foresight Academy ; supporting study teams at the continental and SRO level

Strategic Priority 2: Integrating capacities for change – by connecting and learning

Objective

The FARA objective for the strategic priority on Integrating Capacities for Change is to connect institutions and match capacity supply to demand in order to create consolidated, high-capacity and effective African agricultural innovation systems. The specific objectives are:

1. To identify and develop mechanisms for interactions and collaboration among different stakeholders (farmers, research, education, extension, trade and agribusiness and policy)

2. To improve the responsiveness and relevance of African institutions (research, extension, educational, trade and policy) to fulfil capacity demands from different stakeholders

3. To facilitate and improve the development, design and implementation of research and development (R&D) programmes to build synergies and increase impacts

4. To advocate and promote holistic institutional capacity-strengthening approaches.

The launch pad for Strategic Priority 2 will be the ongoing time-bound activities (TBAs) that are already piloting ideas in the same area. These include the Universities, Business and Research in Agricultural Innovation (UniBRAIN) initiative, which brings university education, research and business together in agribusiness innovation consortia to support business start-ups and small- and medium-sized enterprises (SMEs), improve the delivery of agribusiness education and ensure that the innovations are taken to scale.


Key result: Strengthened and integrated continental capacity responding to stakeholder demands within the agricultural innovation system in a gender-sensitive manner.

Result 2.1. Functional interactions and partnerships for creating capacity among farmers, research, education, extension, trade and agribusiness organizations.

2.1.1. Supporting and promoting commercialisation of agribusiness innovations.

2.1.2. Facilitating tertiary educational institutions to produce agribusiness graduates with the potential to become efficient entrepreneurs through linkages, attachment of students and so on.

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2.1.3. Sharing and scaling up innovative outputs, experiences and practices.

2.1.4. Ensuring the African Forum for Agricultural Advisory Services (AFAAS) remains involved with other regional research, education and farmer organizations so that its programmes will be integrated as part of the whole agricultural innovation system.

2.1.5. Catalysing new partnerships and connecting with the private sector for ‘agripreneurship’ and business.

Result 2.2. Adopted mechanisms for articulating demand and strengthened capacity to respond to demand.

2.2.1. Establishing a knowledge bank of expertise and capacity both within and outside Africa for African organizations to draw upon.

2.2.2. Developing a regional mechanism for information exchange and the sharing of teaching and learning experiences using FARA’s existing information systems such as the Regional Agricultural Information and Learning System (RAILS).

2.2.3. Strengthening capacity to enable optimal use of information and communications technology (ICT) as a teaching and training aidand establishing and facilitating the e-Capacities platform and knowledge centre.

2.2.4. Matching and forecasting supply and demand in agricultural innovation research and capacities.

Result 2.3. Communities of practice addressing identified capacity deficits (in the design and implementation of R&D programmes) in a gender-sensitive manner.

2.3.1. Identifying, compiling and analysing ongoing and planned research and capacity-strengthening initiatives.

2.3.2. Facilitating interactions between stronger and weaker institutions through twinning, internships, industrial attachments, mentoring, etc. and improving teaching curricula to improve the quality of education.

2.3.3. Identifying and promoting suitable teaching, learning and knowledge-sharing approaches that are user-friendly and gender-sensitive in rural communities.

2.3.4. Supporting capacity strengthening for countries, RECs and SROs in the design and implementation of CAADP compacts and investment plans.

2.3.5. Mobilising and matching capacities of all players in R&D (e.g., CGIAR and other international agricultural research centres) to support countries in their CAADP processes.

Result 2.4. Strengthened human, organizational and institutional capacities for gender-sensitive agricultural innovation.

2.4.1. Conducting strategic analyses to generate evidence to support increased investments in capacity strengthening.

2.4.2. Conducting holistic institutional analyses, reviews and monitoring of NARS to help them become more competitive and market-driven to encourage gender equity.


2.4.3. Reviewing current approaches for strengthening capacities of end users for introduction and uptake of new technologies.

2.4.4. Developing, validating and popularising methodologies for monitoring institutional change.

2.4.5. Establishing learning platforms at national, sub-regional and continental levels to promote lessons and best practices for institutional change.

2.4.6. Catalysing development, testing and scaling up of new approaches for human and institutional capacity strengthening.

Strategic priority 3: Enabling environment for implementation – by advocat-ing and communicating

Objective

The FARA objective for this strategic priority is to create an enabling environment for implementation of African agricultural innovation based on FAAP principles enhanced by evidence-based advocacy and reinforced by widespread stakeholder awareness and engagement. The specific objectives are:

1. To facilitate policy analysis and advocacy of overarching priority and emerging issues that affect agricultural innovation in Africa

2. To mobilise, strengthen and connect African policy and economic research institutions, systems and processes to deliver evidence-based policy support to the CAADP processes

3. To advance and integrate agricultural research, advisory services/extension, education and training in CAADP planning and implementation processes

4. To promote and coordinate evidence-based advocacy for better-quality and increased investment in Africa’s agricultural innovation and knowledge systems

5. To promote and facilitate access to knowledge and innovation.


Key result: Enabling environment for increased agricultural research for development investment and implementation of agricultural innovation systems in a gender-sensitive manner.

Result 3.1. Evidence-based policy formulation, decision-making and investment.

3.1.1. Establishing and facilitating the use of continental platforms such as eRAILS and the African Food and Agricultural Policy Platform (AFAPP), for communicating advocacy messages to policy makers at all levels.

3.1.2. Undertaking strategic policy studies to capture, analyse and articulate successes and failures in African agricultural research and development to enhance the evidence-based CAADP policy-making process.

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3.1.3. Undertaking studies to monitor the quantity, level and harmonisation of investments in African agricultural innovation.

3.1.4. Disseminating policy research outcomes widely through various channels, including ministerial and parliamentary conferences, workshops and publications.

Result 3.2. FAAP principles and guidelines embedded in all aspects of CAADP planning and implementation.

3.2.1. Facilitating the integration of FAAP principles and guidelines into national and sub-regional CAADP Compacts.

3.2.2. Monitoring and evaluating the extent of countries’ and RECs’ adherence to FAAP principles and guidelines in the development of Agricultural Productivity Projects (APPs).

3.2.3. Coordinating the activities of the CAADP national Technical Groups of Experts (TGEs) and providing technical support to the review of AFSIPs and CAADP processes.

Result 3.3. Information and knowledge for learning exchange in agricultural innovation knowledge systems available and used.

3.3.1. Facilitating and managing the continental knowledge-exchange platform (RAILS and FARA portal).

3.3.2. Facilitating Africa-wide learning and innovation platforms (e.g., Dissemination of New Agricultural Technologies in Africa).

3.3.3. Facilitating linkages between knowledge-exchange platforms based on emerging issues.

3.3.4. ‘Opening access’ to knowledge resources for African agricultural research, extension, education, farming communities and trade.

3.3.5. Identifying and recommending systems and tools to capture, package and disseminate agricultural knowledge and innovation.

3.3.6. Developing guidelines for knowledge management in agricultural research for development.

Result 3.4. Critical mass of policy makers and advocacy agents avoiding duplication and filling critical gaps at the continental level.

3.4.1. Identifying and validating the needs and constraints associated with the implementation of effective intra-continental and inter-regional innovation platforms.

3.4.2. Identifying, publishing and disseminating knowledge of the best practices, including institutional changes necessary to enhance agricultural innovation in Africa.

3.4.3. Spearheading the development and mobilisation of resources for new pan-African agricultural research-for-development initiatives that will emerge in response to demand expressed by FARA’s constituents.

Result 3.5. Effective communication strategies and systems, including ICT, for disseminating and building constituencies for policy changes.

3.5.1. Facilitating the use of ICTs in organising information and knowledge among the agricultural knowledge systems for scaling technologies, facilitating trade and building constituency.


3.5.2. Establishing M&E systems for inter-linked and complementary communication strategies and systems for agricultural development in Africa.

3.5.3. Systematically and dynamically assessing the demands for communication among agricultural knowledge systems for Africa’s agriculture.

Resource mobilisation

The bulk of the Secretariat’s funding still comes from Africa’s development partners in the form of contributions to the FARA Multi-Donor Trust Fund (MDTF). The Secretariat values the MDTF as a source of funds that enables it to consistently implement its priorities. This is in contrast to project funding, which tends to be driven more by donor priorities, which can change without notice. Compliance with the conditions for MDTF funding will therefore continue to be a top priority.

However, FARA’s long-term sustainability and ability to pursue African priorities depends on attracting funding from African sources. The fact that this has proven so difficult indicates a need for a different approach. FARA needs champions who can influence financing decisions and such persons need to be more involved with FARA to get a better appreciation of the value their presence adds. These prospective champions must understand how the Secretariat serves the Forum to make best use of available African talent and capacities. Thus, the Secretariat will seek to increasingly involve the best African scientists and experts in representing the Forum, rather than in undertaking the tasks themselves. In view of the huge number of events to which FARA is invited there is ample scope to involve Forum members who would then become more effective champions in their spheres of influence. In other words, FARA’s resource-mobilisation strategy will be more closely integrated with the manner in which FARA’s business is conducted.

Changes in the way FARA conducts its business will also be directed at attracting private-sector funds. First, by becoming more proactively involved with the private sector through demonstrable value addition and second, by adopting a more business-like approach to the way it conducts and presents itself in relations with third parties. To that end, each strategic priority will develop a well-articulated business model that sets out who it is serving, what it is offering, how it is reaching them, how it will keep them, what has to be done, what contribution its partners will make, what it will do itself, what its activities will cost and how they will be financed.

Assumptions concerning delivery of MTOP results

The scale and scope of FARA’s activities expose it to a large number of external variables over which it has limited control. In stating the results that this MTOP will deliver and the impact that will accrue from them, FARA assumes that:

• Political and socio-economic conditions are enabling

• Steps are taken to prevent and mitigate the socio-economic effects of HIV/AIDS, malaria and tuberculosis mortality and morbidity rates do not negate benefits or further undermine the ability of the African labour force to engage in agriculture

• Complementary and enabling policies and legal frameworks exist and are implemented

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• Sufficient or adequate incentives exist to convince the private sector and youth to engage in agriculture as a positive opportunity for income generation

• Farmers have access to adequate financial and natural resources (in particular, land and water)

• Effective partnerships with the CGIAR, advanced research institutions and research institutions in emerging economies are in place

• There is comprehensive implementation and delivery of CAADP objectives

• Potential for market expansion exists and is realised and gains are accessible and beneficial to the poor and disadvantaged

• Strengthened human capacity is retained in Africa

• Coping strategies for dealing with climate change are effective.

Monitoring and evaluation

The Secretariat has a fully-fledged M&E unit led by an experienced expert. Because it is not an implementing agency, the Secretariat will, in the main, collect relevant information and data related to the performance of the three strategic priority areas from the relevant actors. FARA’s M&E system will therefore be linked to other M&E systems that have been or are being developed to monitor and evaluate different aspects of CAADP and the Millennium Development Goals (MDGs).

The M&E unit will generate information and data to meet the Secretariat’s reporting requirements in relation to the Executive Board, the MDTF and donors, the General Assembly and its stakeholder organizations.

Communication strategy

FARA’s communication strategy sets out ways of reaching and informing specific high-level decision makers and their constituents to help disseminate the products of FARA’s programme and secure and sustain support for the Forum from its stakeholders and investors. A case in point is the need to raise appreciation for the way in which FARA helps to keep CAADP priorities for agriculture and agricultural research, extension and education properly embedded in national and REC investment plans, the African science agenda for agriculture, Poverty Reduction Strategy Papers and AFSIPs.

FARA’s communication strategy is based on a mix of pre-planned strategic multi-media products, such as newsletters and policy briefs and presentations at key forums, in particular the Global Conference on Agricultural Research and Development (GCARD) and FARA’s Africa Agriculture Science Week. This is reinforced by a capacity to take timely advantage of such opportunistic events as United Nations or G20 meetings that address topics in FARA’s mandate areas. An increasing number of online consultations provide opportunities for FARA’s stakeholders to be heard at all levels. For its communication, FARA uses its website – the [fara-net] weekly update, which has over 2000 subscribers – as well as newsletters, published reports, printed briefs, journal articles, conferences and social media.


Stakeholder collaborative arrangements

FARA’s stakeholders look to the Secretariat for support in various ways that are related to FARA’s mandate. These include, for example, setting up governance and management systems and hosting of stakeholder staff, including supporting their participation in relevant conferences, training programmes and workshops. The Secretariat will continue to provide this support on a cost-recovery basis, provided that the human-resource demands are commensurate with the mutual advantage that the particular collaboration will bring to the concerned FARA Strategic Priority or unit and is possible while maintaining FARA’s commitment to sustaining a lean Secretariat. Hosting will be guided by the policy FARA puts in place for this specific purpose.

Governance and management

The FARA General Assembly is the apex governing body of FARA and approves the Forum’s main governance, management and operational plans. Between the General Assemblies, the governance of the Forum is entrusted to an elected Executive Board made up of representatives from FARA’s major stakeholders (SROs, scientific partners, farmers, non-governmental organizations and the private sector), with development partners as observers. The primary function of the Executive Board is to oversee – directly or through subcommittees – the plans and performance of the Secretariat.

Activities are managed by the Secretariat, led by the FARA Executive Director, who reports to the FARA Executive Board. The Executive Director’s office has a small staff to deal with such core activities as legal, procurement and communication issues. The Deputy Executive Director and the Directors of Administration and Finance report to the Executive Director. The Directors of the three Strategic Priorities will report to the Deputy Executive Director, as will the gender and M&E specialists.

Secretariat financing 2014–2018

It is a goal of FARA’s advocacy and resource-mobilisation functions, during the term of this Plan, to increase the contributions from African sources. However, the MDTF, managed by the World Bank, will continue to be the primary source of funds throughout the plan period. The Secretariat will continue to give the highest priority to compliance with commitments made to the MDTF and bilateral donors.

Based on historical levels of donor support and stakeholder advice, a set of integrated activities has been developed for this MTOP that are necessary for the achievement of FARA’s mission. These would require an expenditure of USD 121,371 (Scenario 1) over five years (2014–2018). Of this, USD 62,871 is anticipated from the MDTF and USD 58,500 from bilateral funding.

The summary total budget allocation by unit is displayed in Table 1.0:

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Table 1.0

Unit USD'000Executive Directorate 11,552 Strategic Priorities (SP) 102,051Deputy Executive Directorate 8,416Strategic Priority 1: Visioning Agricultural Transformation 23,500Strategic Priority 2: Integrating Capacities for Change 34,489Strategic Priority 3: Enabling environment for implementation 35,646 Finance 3,068 Human Resources & Administration 4,700Grand Total 121,371

Without prejudice to FARA’s determination to raise the full amount, it was deemed prudent to assess the consequences of potential shortfalls in the amount of funding that may be received. Two alternative scenarios were therefore developed, assuming budget ceilings of about 80 percent and 60 percent of the target total, i.e., USD 98 million (Scenario 2) and USD 70 million (Scenario 3), respectively.

Analyses of Scenarios 2 and 3 indicate that FARA’s programme would be severely impaired if there is a substantial shortfall in funding for the planned activities.


MTOP 2014–2018 sets out how the FARA Secretariat will fulfil its mandate and responsibilities for ensuring the successful implementation of the Forum’s new Strategy for the period 2014–2018. It builds on the achievements of the 2007–2012 MTOP; however, whereas the previous MTOP focused on the Networking Support Functions of its constituent members, the current MTOP seeks to chart new strategic directions that will enable the Secretariat to position itself to respond to the continental imperatives of the Forum. In this regard, it will take on board the emerging issues confronting the agricultural research and development community in Africa.

This MTOP should be read alongside the revised FARA Strategic Plan for 2014–2018. The cornerstones of the plan are held in the following strategic statements that will guide FARA in its operation.

Goal:

To contribute to the sustainable reduction of food insecurity and poverty in Africa while enhancing the environment.

Purpose:

To contribute to generating high, broad-based and sustainable agricultural growth in Africa.

Value proposition:

‘Strengthening Africa’s capacity for innovation and transformation by visioning its strategic direction, integrating its capacities for change and creating an enabling policy environment for implementation.’

The value proposition will be achieved through the FARA Secretariat’s endeavours to be recognised as:

• The service provider of choice in the provision of KIS to countries and RECs.

1. Introduction

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• The continental convenor in the development and implementation of the agricultural science agenda for Africa – especially in the alignment of the CGIAR to CAADP priorities.

• The coordinator of regional platforms for enabling agricultural research and development actors to align and streamline their actions.

• The convenor and integrator of research, extension and education by advancing common interlinking and reinforcing strategies.

• The mainstreamer of evidence-based agricultural policy.

• The intelligence arm for detecting changes in CAADP and other continental initiatives and facilitating the alignment processes.

Objectives:

FARA will achieve its purpose by accomplishing the following objectives:

• To enable Africa to determine the future of its agriculture, with proactive approaches to exploiting opportunities in agribusiness, trade and markets, taking best advantage of emerging sciences, technologies and risk mitigation and using the combined strengths of public and private stakeholders.

• To integrate capacities by connecting institutions and matching capacity supply to demand to create consolidated, high-capacity and effective African agricultural innovation systems.

• To create an enabling environment for sustainable implementation of programmes for African agricultural innovation through evidence-based advocacy and widespread stakeholder awareness and engagement.

Statement of principles:

Achievement of FARA’s objectives articulated in the Strategic Plan 2014–2018 will be governed by the following principles:

• Shared responsibility – for complementarity and joint actions with members of the FARA Forum and other stakeholders and partners

• Subsidiarity – for multi-layered participation and involvement of Forum members in FARA’s actions

• Responsiveness – sensitivity to stakeholder demands and aspirations and emerging sectoral demands and changes

• Sublimity – harmonisation of FARA’s actions with regional (African) and global efforts in agricultural research and development.

Core values:

FARA’s core values constitute the fundamental beliefs that will drive its actions in implementing the 2014–2018 Strategic Plan. These are:


• Quality – ensure adoption of and adherence to systems, processes and procedures that guarantee provision of services to meet the expectations of stakeholders

• Teamwork – nurture a participatory approach in the conduct of affairs, both within the Secretariat and between members of the Forum

• Professionalism – ensure and maintain the highest standards in the discharge of responsibilities and delivery of services

• Accountability – demonstrate and take responsibility in all actions and decisions

• Innovation – adapt and utilise appropriate and state-of-the-art technology and benchmarked practices to achieve efficiency and effectiveness in service delivery

• Dynamism – demonstrate initiative and responsiveness to changing trends in service provision

• Commitment to excellence – uphold the highest standard in the delivery of services.

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Agricultural development is essential for Africa’s socio-economic growth because it provides one-third of the continent’s gross domestic product (GDP), 40 percent of its export earnings and has the highest multiplier effect in terms of jobs created. Each percent increase in agricultural productivity reduces poverty by 0.6 percent. African agriculture has improved factor productivity by 2.5 percent annually over the past decade. However, 2.5 percent growth is inadequate for agricultural production to outpace Africa’s population growth rate. Faster growth is required, despite the need to cope with environmental degradation, civil conflict and debilitating endemic diseases, such as malaria, tuberculosis and HIV/AIDS.

The core challenge for agricultural research and development is to focus on the entire value-chain continuum, going beyond increasing productivity and to make food accessible to all. This is underpinned by inadequate human and financial capacity to manage resources and increase production to satisfy demand. The absence of enabling pro-poor policies that support business, trade, sound management of natural resources and gender equity are further challenges.

The way forward is to ensure sustained improvement in human and institutional capacity and policies and infrastructure that encourage, support and sustain innovation in all aspects of agriculture and related industries and services. This must involve all actors in the input–supply–production–consumption value chains, including policy makers, Africa’s development partners and the private sector. The FARA Secretariat is appropriately positioned to lead efforts that address these challenges at the continental level, while supporting its constituent members to lead the process at their respective mandate levels.

This MTOP has been developed with a view to providing guidance for the implementation of actions that address these challenges as outlined in the FARA Strategic Plan 2014–2018.

2. Background


The problem-tree analysis undertaken during the strategic planning process identified the key problems and broke them down into sub-problems that are amenable to action by FARA. The outcomes that would be derived by resolving these problems were then followed to ensure that the ultimate outcome would be a resolution of the original key problem. This resulted in determining the following three Strategic Priorities (SPs):

1. Visioning Africa’s agricultural transformation – with foresight, strategic analysis and partnerships: To enable African agricultural stakeholders to determine how the industry should develop and plan how to get there, based on evidence and the combined strength of all stakeholders.

2. Integrating capacities for change – by connecting and learning: Making the different actors aware of each other’s capacities and contributions and helping them to exploit their relative collaborative advantages to mutual benefit, while strengthening their own human and institutional capacities.

3. Enabling environment for implementation – by advocating and communicating: Generating enabling policies and mechanisms to ensure the stakeholder support that is required for their implementation.

Stakeholder consultations confirmed that action in specific areas of these priorities reflect FARA’s comparative advantages in complementing and adding value to the strategies and programmes of partner institutions. They also conform to FARA’s commitment to using its continental vantage point to promote value-added intra-African, Africa–South, Africa–North and triangular Africa–South–North collaboration to obtain maximum advantage from research, extension, education and scaling capacities wherever they can be found.

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3.1 Changing demands for services from FARA’s clients

The 2007–2016 FARA Strategic Plan focused on supporting networking of its stakeholders in order to build critical mass, avoid duplication and fill major gaps through five NSFs. Over time, FARA’s comparative advantage relative to that of the SROs and other clients has changed. The services now demanded of FARA revolve around providing strategic leadership and foresight, facilitating collective action on priority areas that require regional solutions and strengthening the capacity of national programmes in order to make them more effective partners in solving regional issues.

3.2 Adapting to change in African agricultural research

The need for a new strategy was also occasioned, in part, by the fact that the SROs have grown in number with the addition of the North African Sub-Regional Organization (NASRO) and the Centre for Coordination of Agricultural Research and Development for Southern Africa (CCARDESA). In addition, the SROs have acquired the experience and confidence to re-define their mandates and comparative advantages in contributing to agricultural research and the complementarities between them and FARA have been clarified. Furthermore, the CGIAR has undergone a major reform process that has culminated in the adoption of a multi-centre approach in the CGIAR Research Programmes (CRPs). FARA, therefore, has to adhere to the principle of subsidiarity in order to add value to the research conducted by the SROs, CGIAR and other African agricultural, natural-resources and policy research institutions, including Icipe, the Centre Regional de Formation et d’Application en Agrométéorologie et Hydrologie Opérationnelle (AGRHYMET), Regional Centre of the Permanent Interstate Committee for Drought Control in the Sahel and the Food, Agriculture and Natural Resource Policy

3. FARA’s changing context for a new MTOP


Analysis Network (FANRPAN). The aim is to enable FARA to focus on its continent-wide actions and allow other organizations to do what they are best suited to do at other levels.

3.3 The Africa transformation agenda and CAADP

The Sixth Joint Annual Meeting of the United Nations Economic Commission for Africa (UNECA), the Conference of African Ministers of Finance, Planning and Economic Development and the African Union (AU) Conference of Ministers of Economy and Finance in March 2013 agreed on the need for a refocused programme for UNECA that supports the transformation agenda for Africa. The reconfigured programmes will focus on conducting research and normative work to support African member states in transforming their economies from low-income to middle-income status. Programming will emphasise the central role of regional integration in African development by promoting the nexus between trade, industry, agriculture, land, infrastructure, investment, intra-Africa trade and participation in international trade. The programming will also feature: (i) social development, including adjusting to such mega-trends as urbanisation and shifting demographics; and (ii) the systemic socio-cultural barriers and their impact on limiting the capacity of member states to put in place legislative, policy and institutional changes that promote gender equality and women’s empowerment. In line with the global trend, UNECA will undertake and facilitate research and analytical work on the use of innovations and technological systems as engines of economic growth. Since the launch of CAADP and especially over the past five years, essential foundations for implementing the Transformation Agenda have been put in place. FARA has a new Memorandum of Understanding (MoU) with the AU Commission, under which FARA will continue to provide technical assistance to the Commission and its technical agencies to sustain the momentum of CAADP.

3.4 Involving private enterprise more effectively

Private firms are increasingly becoming vital development partners. FARA has to recognise this and provide leadership on behalf of African agriculture to create the enabling environment in which the private sector can realise its potential for contributing to economic development. This is in accord with the goals of the New Alliance for Food Security and Nutrition that was formed by the G8 in May 2012.

3.5 African foresight capacity and recognition of young professionals

Africa must develop the capacity for forward thinking and proactive preparation for emerging opportunities and threats. This capacity must nurture the emergence of young talent so that the next generation has a role in preparing for and shaping its own future. Africa needs a strong endogenous foresight capacity so that it becomes proactive in determining how to achieve the agriculture it wants, rather than being driven by external perceptions of the future of the continent.

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The FARA Strategic Plan 2014–2018 responds to changing demands for services by articulating three core functions through which the services will be delivered. These are:

1. Facilitating collective action around the promotion of innovations in Africa.

2. Capacity strengthening to enhance the functionality of agricultural innovation systems in Africa.

3. Intellectual leadership for agricultural research and development in Africa.

FARA’s comparative advantage for performing its core functions is derived from:

1. Its continental mandate – derived from its constituents and conferred by the AU Commission – equips it to play a pivotal role in synchronising methodologies and data standards and improving access to knowledge and technologies that accelerate innovation across the continent and provide continental-level policy and market analyses.

2. FARA’s social-capital convening power and mobilisation of African ownership.

3. FARA’s observational scope and strength.

4. Core functions of FARA


5.1 General approaches to addressing core Strategic Priority issues

The revised Strategy identifies FARA’s core principles, the changes that necessitated its revision and the cross-cutting issues that FARA is expected to address in its operations. In general, these aspects will be addressed in the implementation of the MTOP by:

• Strict adherence to the FAAP principles in the formulation of operational and work plans for FARA, the SPs, initiatives and projects

• Development of innovation platforms that incorporate stakeholders with a direct interest in, knowledge of and skills in these issues

• The integrated agricultural research for development (IAR4D) approach espoused by FARA, which has had positive outcomes in integrating productivity research with other thematic areas such as markets, policy, natural resources management, gender, product development and nutrition

• Targeted sensitisation of and support to stakeholders through capacity-strengthening initiatives on cross-cutting issues

• The use of M&E criteria to ensure compliance with both FARA’s core principles and the manner in which cross-cutting issues are addressed

• Resource mobilisation.

5.2 Pro-poor and growth-oriented approaches

Potential impacts of interventions under the SPs will be assessed ex ante and ex post to ensure that they are consistently pro-poor and that the policies and innovations that they promote favour the disadvantaged segments of communities. This approach will be applied equally to

5. Guiding operational principles and general considerations

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FARA’s support to the private sector to ensure that outcomes will not create disadvantageous competition for resources or markets for smallholders.

5.3 Stakeholder consultations and partnerships

FARA’s stakeholders include all those involved in African agricultural research and development. These include farmer organizations, extension and education institutions and practitioners, the private sector, civil society organizations and development partners. Participation will be fostered through facilitated interaction among the stakeholders in meetings, workshops and conferences on key issues requiring their attention.

5.4 Agricultural innovation system approaches

FARA interventions will be conducted in ways that seek to create the conditions and capacities that will encourage innovation processes and systems to be established or strengthened. It will build on the experiences it has gained through the validation of the approaches to IAR4D adopted in the Sub-Saharan Africa Challenge Programme (SSA CP) and the innovation platforms adopted for the Dissemination of New Agricultural Technologies in Africa (DONATA) project.

5.5 Gender and age demographics

The FARA strategy and plan of action for mainstreaming gender into its operations will guide the design and implementation of interventions under the SPs. The plan is designed to overcome gender inequalities and enhance equal participation by both sexes in all aspects of CAADP. The Secretariat will continue to address gender issues through:

1. Incorporating a gender and youth perspective into its dialogue with its stakeholders continent-wide, sharing good practices in gender-related actions and supporting analyses and advocacy for policies that are gender-sensitive.

2. Fostering the production and marketing of high-value agricultural commodities that increase returns to investments by women.

3. Strengthening capacity for entrepreneurship by women in agribusiness.

4. Improving women’s access to information and knowledge for improving their livelihoods.

5. Promoting and supporting research and extension services that serve the needs and interests of women and young farmers.

6. Collecting and analysing gender- and age-disaggregated data for evidence-based policy formulation and decision-making. Collaborating with capacity-development organizations to promote the involvement of women and youth in science by providing competitive awards.


7. Incorporating gender considerations in the Secretariat’s recruitment and human-resource policies.

8. Developing tools for mainstreaming gender into the operations of the FARA Secretariat and its partners.

5.6 Environmental sustainability

The FARA Secretariat will advocate for the application of new interactive approaches and tools that allow multi-scale analysis of issues in support of environmental sustainability. FARA aims to provide strategic continental and global networking services to support the development and dissemination of environmental best practices through all three of its SPs.

5.7 Climate change

FARA programmes and activities will incorporate measures to ameliorate the impact of climate change. Attention will be paid to adoption of recommendations and innovations that increase smallholders’ and pastoralists’ resilience, preparedness and coping ability. To the maximum extent possible, interventions under the SPs will be designed with the following outcomes in mind:

• Development of coherent responses to climate challenges in agriculture

• Making contributions to the establishment of well-founded positions on international negotiations on climate change issues

• Harnessing finance opportunities related to mitigating or adapting to climate change

• Building African capacity in the Clean Development Mechanism (CDM) and other climate change-related issues

• Adopting policies and practices that promote adoption of climate-smart agricultural innovations

• Integrating Green Growth concepts into policies that promote resource-use efficiency.

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6.1 FARA’s theory of change and impact pathway (2014–2018)

The SPs reflect FARA’s emphasis on:

• integration and harmonisation of processes

• continuously observing the dynamics of the agricultural research and the development landscape

• visioning through foresight and analysis to provide strategic directions that guide new and future actions

• connecting individuals and stakeholders with different capacities to bring the needed change in institutional arrangements for collaboration among the stakeholders

• communicating the best practices and policy options based on evidence

• forming and strengthening partnerships and strategic alliances to create synergies in response to the needs of clients

The causal logic underpinning the delivery of results under the SPs is FARA’s ‘Theory of Change’ which is embodied in the results chain (Figure 1) and elaborated in FARA’s Strategic Plan (2014–2018). The targeted impact (goal) reflects the MDGs’ emphasis on reducing food insecurity and poverty while enhancing the environment. FARA will contribute to this goal by working towards the outcome (strategic objective/purpose) of sustainable, high and broad-based agricultural growth in Africa. The purpose captures the spirit of improving productivity, competitiveness, market access and penetration as well as increasing the participation and contribution of numerous actors in service delivery and sharing of benefits. Each SP has an overarching key result directed at this outcome. The key result is broken down into a set of lower-level results, for which each SP will be held accountable through the relevant interventions. The intervention areas were set out in the Strategic Plan. This MTOP

6. Delivery of results


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elaborates what will be accomplished under each SP intervention area and articulates the indicators at all levels (impact, outcome, key results and results) in an M&E Framework/Strategic matrix (Annex 3).

The scale and scope of FARA’s activities expose it to a large number of external variables over which it has limited or no control. In stating what it will deliver through the activities and results, FARA assumes that certain variables will have no significant negative influence on its performance. The assumptions, which may be considered at the results level and outcome/purpose level, are listed in Section 6.5.

FARA’s progress along the impact pathway will be continuously assessed using a robust M&E system (Section 7). Interpretation of the M&E results will take into consideration the fact that individual results rarely bring about change on their own and, even when they do, that change will sometimes take years to become evident. Evaluations and reporting on results will focus, therefore, on plausible attribution or credible association.

6.2 Strategic Priority 1: Visioning Africa’s agricultural transformation – with foresight, strategic analysis and partnerships

Strategic objectives

The strategic objective is to enable more productive engagement between the public and private sectors in all aspects of supply and value chains. This will lead to the ‘creation’ of an integral agricultural innovation system along with improved trade (especially intra-Africa trade) and marketing. As a result, consumer prices will fall and farm household incomes will rise.

Specific objectives

The priority action areas will be based on the following specific objectives:

1. To keep track of thematic developments, initiatives, investments, opportunities, challenges and emerging threats

2. To guide the direction of agricultural research and innovation through foresight and other techniques

3. To develop an African science agenda for agriculture to guide the transformation of the African scene

4. To broker strategic alliances and empower partners to harness opportunities for improving agricultural research, innovation, business and trade to enhance the competitiveness of African agriculture.

Outputs

The resulting outputs will be: (i) high-level stakeholder ownership of gender-disaggregated, evidence-based information and policy recommendations derived from strategic analysis


and foresight studies; (ii) functional partnerships and platforms for agricultural research and innovation among African stakeholders (intra-continental) and between them and northern and southern partners (Africa–South, Africa–North and Africa–South–North); and (iii) wide, high-level stakeholder ownership and commitment to a common African science and innovation agenda.

Interventions

The interventions in this SP will focus on the vast opportunities within African agriculture through the following interventions.

Tracking emerging opportunities and risks and providing foresight and guidance to agricul-tural research and innovation

SP1 will promote new models that are sufficiently open and resilient enough to cope with future risk and uncertainty and able to accommodate socio-political discontinuities. The models must allow for anticipation and proactive input, leading to the development of robust investment planning. FARA will underpin this by promoting analyses to guide internal and external private and public investment.

FARA will host the African Chapter of the Foresight Academy that will enable and encourage African decision makers, organizations and experts to use foresight systematically as a strategic tool. This will help them make better decisions concerning research, policies and investments in relation to ARD. The Foresight Academy will:

• Put ‘African foresight’ into operation by stimulating, catalysing, encouraging and enabling foresight studies on issues of importance led and executed by African teams.

• Provide a platform for young African professionals, which acknowledges their abilities as subject matter experts and allows them to participate in policy-making processes at the highest level.

• Support the development of African foresight capabilities at individual and organizational levels in all African countries and sub-regions.

FARA will also facilitate the formation of foresight platforms at the sub-regional level and, through the SROs, national platforms in various countries. The private sector will be engaged by providing access to think tanks that analyse options for longer-term research and investment in agriculture.

Strategically prioritised foresight studies will help to determine the future through the African Vision for Agriculture. These will take a sustainable and equitable approach as well as take advantage of emerging opportunities, technologies and sciences. This will involve mobilising teams of relevant stakeholders including, but not limited to, policy makers, researchers, farmers, the private sector, modelling experts, systems analysts and experts from within and outside Africa.

To strengthen its contribution to the AU Commission and the New Partnership for Africa’s Development (NEPAD) Planning and Coordinating Agency (NPCA), FARA will become more

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engaged with the AU Commission’s political/collaborative frameworks. This includes providing evidence for decision-making on ARD at AU Ministerial Conferences (e.g. Conference of African Ministers of Agriculture, CAMA); AU Heads of States and Governments (HSG) Summits; the CAADP Partnership Platform; Africa-European Union Joint Strategy; Africa–India, Africa–Brazil, Africa–China and Africa–Australia and the Africa–Arab research exchange in the context of the Joint Action Plan on Agriculture and Food Security.

Spearheading the African science agenda for agriculture

FARA will continue to fulfil its mandate by spearheading and facilitating the Dublin Process for developing the African science agenda for agriculture. In this process, FARA will ensure that African regional institutions – such as, but not limited to, the SROs, African Network for Agriculture, Agro-forestry and Natural Resources Education (ANAFE), Permanent Interstate Committee for Drought Control in the Sahel (CILSS), Centre internationale de recherche-développement sur l’élevage en zone subhumide (CIRDES), ICIPE, International Trypanotolerance Centre (ITC), the Regional Universities Forum for Capacity Building in Agriculture (RUFORUM) and Tertiary Education for Agriculture Mechanism (TEAM-Africa) – are brought into the science agenda and enabled to contribute and build Africa’s self-reliance in agricultural sciences.

Brokering strategic alliances and empowering partnerships

Partnerships and satitrategic alliances are critical to attaining the set goal of sustainable reduction in food insecurity and poverty in Africa while enhancing the integrity of the environment. The Secretariat hopes to continue to determine, develop and strengthen the kinds of partnerships and strategic alliances required to ensure agricultural growth today and in the years to come. FARA will work to establish and strengthen partnerships that bring together the relevant expertise and constituencies needed to achieve its goals and objectives. These partnerships will draw on the resources and expertise of all FARA stakeholders, African and non-African, depending on the task in hand.

Additionally, FARA will continue to promote intra- and inter-continental platforms and partnerships, building on experiences from the North–South and South–South partnerships that have developed over the last ten years.

FARA will also promote, strengthen and backstop the platforms and partnerships required to accelerate innovations at the grassroots level, building on the success and experiences of the SSA CP. It will continue to analyse hindrances to partnerships at the grassroots level, which include institutional constraints and their effects on the implementation of IAR4D. These activities will serve as lessons and lead to better understanding of procedures and innovations at the level required for the transformon agenda.


6.3 Strategic Priority 2: Integrating capacities for change – by connecting and learning

Strategic objective

The strategic objective of SP2 is to advocate, catalyse and facilitate the strategic reforms, processes and mechanisms that will connect and combine the capacities of actors within the knowledge system. This will also strengthen human, organizational and institutional capacities for agricultural innovation.

Specific objectives

The specific objectives for SP2 are:

1. To identify and develop mechanisms for interaction and collaboration among different stakeholders (farmers, research, education, extension, trade and agribusiness and policy)

2. To improve the responsiveness and relevance of African institutions (research, extension, educational, trade and policy) to fulfil capacity demands from different stakeholders

3. To facilitate and improve the development, design and implementation of research and development (R&D) programmes to build synergies and increase impacts

4. To advocate and promote holistic institutional capacity-strengthening approaches.

Outputs

The outputs resulting from the above objectives will be: (i) functional interactions and partnerships among farmer, research, education, extension, trade and agribusiness organizations; (ii) mechanisms adopted for articulating demand and strengthening capacity will respond to demand in order to stem declining interest in agriculture careers; (iii) Communities of Practice will address identified capacity deficits (in the design and implementation of R&D programmes) in a gender-sensitive manner; and (iv) strengthened human, organizational and institutional capacities for gender-sensitive agricultural innovation. FARA proposes an integrated capacity-development approach that matches capacity supply and demand, strengthens and sustains capacity pools and learning and monitors consolidated institutional change.

Interventions

FARA’s interventions will address the need for better regional representation of research, extension and education, policy and business in the implementation of CAADP. The interventions will include:

Integration of capacities of actors in the knowledge system

FARA will strengthen interactions and partnerships among farmers’, research, education, extension, trade and agribusiness organizations. It will continue to support such recently established regional organizations as the African Forum for Agricultural Advisory Services

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(AFAAS), CCARDESA, NASRO, the Pan-African Farmers Forum (PAFFO) and TEAM-Africa, until they become fully established. It will also continue to encourage and foster links between these organizations and others, including ANAFE, CILSS, CIRDES, ICIPE, ITC, Pan-African Agrobusiness and Agro-Industry Consortium (PanAAC), Pan Africa NGO Consortium (PANGOC), RUFORUM and the specialised agencies of the AU, such as the Inter-African Bureau for Animal Resources (IBAR), the Inter-African Phyto-Sanitary Council (IAPSC) and the Semi-arid Food Grain Research and Development (SAFGRAD) project. It will also spearhead the identification and redefinition of skill sets as demanded by public and private sector actors.

FARA will work to empower rural communities and individuals through learning, with a special focus on women and the youth. This will include promoting the sharing of information and experiences and drawing on the findings and outcomes of the different approaches for promoting rural learning that have been tested and adopted in Africa. There will be special interest in sharing and learning about gender-sensitive approaches to innovation, teaching and learning methods and what approaches succeed best with farmers’ organizations, communities and service providers. This will help the communities and individuals adjust to emerging global challenges and take advantage of the opportunities and dynamism in the agriculture sector.

Linking research, education and business for agricultural innovation

FARA will undertake activities to strengthen Africa’s ability to build capacity. Particular attention will be paid to creating entrepreneurs by establishing appropriate courses and including soft skills, internships and industrial attachments. FARA will therefore deepen its engagement by creating the appropriate conditions for the involvement of the private sector in research, extension and education. This should enable the private sector to become a genuine partner in terms of setting the agenda, carrying out research and investing in research. These actions will make graduates and research products more fit-for-purpose in Africa’s present and future agricultural industry and lead to faster dissemination and uptake of new technologies. Since smallholder producers and farmers – particularly women – constitute the largest sub-sector within the private sector, particular attention will be paid to their needs, extending beyond access to information to empowering their learning and acquisition of knowledge.

Improving the responsiveness and relevance of African institutions by matching capacity supply to demand

FARA’s mandate spans boundaries, connecting the national, sub-regional, continental and global actors involved in agricultural research, development and capacity strengthening. This confers a comparative advantage to FARA to encourage, catalyse and facilitate the awareness, recording and analysis of capacity deficits, particularly among universities, colleges and technical and vocational training centres. These deficits are also identified in the Agriculture and Food Security Investment Plans (AFSIPs) and related initiatives. Being able to integrate both the demand- and supply-side functions gives FARA a unique leadership role in the creation of incentives. This will encourage both parties to provide the information needed by planners, allowing them to better match the supply of capacities and skills to the demands of the present


and the future. FARA is well positioned to create and manage interactive continental databases which will enable stakeholders to input and access relevant information, analyse the deficits and prioritise their investments.

Strengthening and sustaining capacity pools and stemming the decline of interest in agricultural careers with an emphasis on youth and gender

FARA will support the development of partnerships between countries, institutions and local programmes as a means to enhance capacity strengthening, while bringing together the critical mass needed to undertake complex agricultural training and advisory tasks. In particular, partnerships will use stronger national systems to support weaker ones, providing intellectual leadership in the development of CAADP Compacts, Investment Plans and programmes and establishing regional centres of excellence. For example, a centre of excellence providing strong specialised courses in one sub-region may be encouraged to welcome students from other sub-regions, or share their systems and best practices. In this way, FARA will help to consolidate the efforts of the sub-regional and continental centres of excellence, harmonise professional development systems and facilitate mobility among African agricultural research scientists within Africa. FARA will also use its vantage point to disseminate and facilitate actions that address imbalances in the opportunities provided to youth and women. Reforms are required in capacity-development institutions to redress the declining interest in agricultural careers, a decline that has lowered the quality of aspiring students. FARA will therefore support professional advancement by providing access to information and lifelong learning and mentorship, especially for junior professionals, to encourage them to take up careers in agriculture through the Junior Professional Programme.

Improving the development, design and implementation of R&D programmes to build synergies

FARA’s facilitation of continental-level lesson learning aims to capture and promote positive spill-over by forming communities of practice for learning, monitoring and consolidating institutional change within the context of the CAADP agenda. FARA will provide TEAM-Africa with critical linkages and support through its relationship with ANAFE, the AU Commission, NPCA, RECs, RUFORUM, SROs and other key partners. The establishment of the Africa Agriculture Joint Capacity Development (AAg-JCD) Group will provide leadership in establishing continental and global strategic alliances and partnerships, thereby supporting learning and consolidation of institutional capacity and change.

Strengthening human, organizational and institutional capacities for agricultural innovation

The utility of FARA’s knowledge centre will be reinforced through the selection of supporting activities that exploit FARA’s continental perspective by networking, coordinating and harnessing the strengths of its stakeholders. The knowledge centre will undertake analysis and validation of the approaches and processes currently in place for strengthening human, institutional and organizational agricultural innovation capacity across all components of the national agricultural research systems (NARS). This will involve holistic institutional analyses

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of NARS institutions and development and implementation of other relevant initiatives. FARA will also play a role in setting norms and peer-review in support of SROs and NARS, as they engage in change management processes and work to strengthen their institutional capacity for agriculture value chains.

Where critical weaknesses are prevalent across the continent, FARA will advocate for increased investment and pilot or upscale corrective measures. FARA will continue to support mainstreaming of the approach pioneered under Strengthening Capacity for Agricultural Research and Development in Africa (SCARDA) for basing institutional capacity strengthening on holistic systems analyses. It will also support the UniBRAIN technology and agribusiness incubators initiative, which responds to general weaknesses in agribusiness education and involves the private sector in research and education. FARA will catalyse and facilitate the collection and analysis of evidence on which advocacy and enabling policies for such continental activities will be based.

6.4 Strategic Priority 3: Creating an enabling environment for implementa-tion – by advocating and communicating

Strategic objectives

The strategic objective for pro-agricultural development advocacy is to convince African governments that strong agricultural innovation systems are the linchpins of economic development and food security and that they must invest more themselves and rely less on donors.

Specific objectives and outputs

The specific objectives in this regard are:

1. To facilitate policy analysis and advocacy of overarching priority and emerging issues that affect agricultural innovation in Africa

2. To mobilise, strengthen and connect African policy and economic research institutions, systems and processes to deliver evidence-based policy support to the CAADP processes

3. To advance and integrate agricultural research, advisory services /extension, education and training in CAADP planning and implementation processes

4. To promote and coordinate evidence-based advocacy for better-quality and increased investment in Africa’s agricultural innovation and knowledge systems

5. To promote and facilitate access to knowledge and innovation systems

Outputs

The expected outputs from pursuing the above objectives are: (i) evidence-based policy formulation, decision-making and investment; (ii) FAAP principles and guidelines embedded


in all aspects of CAADP planning and implementation; (iii) information and knowledge for learning exchange in agricultural innovation knowledge systems available and used; (iv) critical mass of policy makers and advocacy agents avoiding duplication and filling critical gaps at the continental level; and (v) effective communication strategies and systems, including ICT, for disseminating and building constituencies for policy change.

Interventions

The creation of an enabling environment for increased ARD investment and implementation of agricultural innovation systems will be achieved through the following interventions:

Facilitating policy analysis and advocacy of overarching priorities and emerging issues that affect agricultural innovation in Africa

FARA will: (i) maintain a knowledge hub to support strategic agricultural policy formulation and improve the performance of agricultural markets; and (ii) work within the framework of the AFAPP and with other such existing African and non-African economic policy research and trade institutions as the International Food Policy Research Institute (IFPRI), the Food, Agriculture and Natural Resources Policy Analysis Policy Network (FANRPAN), the Regional Network of Agricultural Policy Research Institutes (ReNAPRI), the UN African Institute for Economic Development and Planning (UN-IDEP), the Policy Analysis and Advocacy Program (PAAP), the Economic Policy Research Center (EPRC), the Center for International Food and Agricultural Policy (CIFAP) of the University of Minnesota and the European Center for Development Policy Management (ECDPM) in relation to stakeholder-identified priorities for the policy and market analyses needed to inform policy decisions.

Advocating for and communicating FAAP principles in the implementation of CAADP

FARA’s advocacy will focus on promoting evidence-based enabling policy options and encouraging and facilitating increased and sustained investments in agricultural science and innovation, embedding FAAP principles in CAADP country AFSIPs. This will involve supporting the integration of research, extension and education aspects of Pillar IV in CAADP country and regional investment plans, enhancing the scale and quality of investments in ARD and strengthening the alignment and coordination of financial support to ARD. It will also involve supporting the Dublin Process for aligning the CGIAR CRPs to the CAADP research agenda, as well as promoting the development and implementation of an Agriculture Science Agenda for Africa. These efforts will be supported by an effective communication strategy that reaches out to stakeholders at all levels.

Catalysing and connecting African policy and economic research institutions, systems and processes to deliver evidence-based policy support to the CAADP processes

FARA will create a network of appropriate policy analysis institutions and encourage them to work synergistically in undertaking policy analysis and market research based on their different comparative advantages. This will entail putting in place ‘think tanks’ for these institutions,

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thereby creating an intellectual base for informed opinion and expert advice to support policy formulation and decision-making. It will also entail providing a forum and space (AFAPP) to debate and discuss regional food and agriculture policy issues as well as to disseminate policy research results and best practice policy options among policy makers.

The Secretariat will promote networking and facilitate engagement among the economic research community and policy makers concerning strategic policy issues affecting agricultural development in Africa. It will also promote the exchange of economic policy research results and the sharing of best practice policy options among policy research institutions, policy makers and the broader community of CAADP stakeholders through several avenues, including workshops, seminars, conferences and publications.

Promoting evidence-based advocacy for increased and better-quality investment in Africa’s agricultural innovation and knowledge systems

FARA leads the movement for Coherence in Information for Agricultural Research for Development (CIARD), which supports access to agricultural information and knowledge across Africa. This will empower all actors, especially farmers. FARA will build on its existing networks of policy makers and the information hubs created through AFAPP and the Regional Agricultural Information and Learning System (RAILS) across the continent. The main interventions will focus on strengthening the capacities of people and organizations engaged in knowledge management and information sharing. Such interventions will improve the performance of African institutions by making available information and opportunities for learning exchange and enhanced use of knowledge. This way, FARA will raise the profile of agriculture and agricultural research to the continental level, widen continental perspectives and global linkages and broaden the scope and range of policy and institutional reforms required to achieve the agricultural research goals.

Enhancing knowledge management and access to knowledge and innovation

FARA will focus on strengthening regional and national capacity for knowledge management. This is a powerful catalyst for economic development and essential for the mitigation of emerging issues. It will also build knowledge systems that enhance the ability to identify, adapt and use the most appropriate information.

6.5 Assumptions and risks concerning the delivery of MTOP results

The SPs use FARA’s human and physical resources to deliver a series of results (see section above and the Results matrix in Annex 3) attributable to FARA’s MTOP and, ultimately, to FARA’s Strategic Plan. The scale and scope of FARA’s activities expose it to a large number of external variables over which it has limited or no control. In stating what it will deliver through the activities and results detailed in this MTOP, FARA assumes that these variables will have no significant negative influence on its performance. As far as possible, such threats will have been


brought under FARA’s direct control by addressing them in the design of the Strategic Plan. Such mitigable threats include the activity-level assumptions, which must hold if FARA has to realise the intended results. These include, for example: (i) the assumption that donors adhere to FAAP and the Paris Declaration on Aid Effectiveness and the Accra Declaration; that SROs have the resources and institutional capacity to be effective; that African governments and institutions support FARA’s initiative; and that enabling policies are implemented effectively at the appropriate levels.

However, FARA is aware that certain risks are beyond the realms of its control and will carefully monitor their importance and the likelihood of the assumptions in these respects failing to hold. Appropriate action will be taken when necessary to address any threats to successful implementation of this MTOP. The assumptions may be considered at two significant levels and are summarised below.

Output-level assumptions: The first level consists of the key assumptions that have to be met in order for the results to create the anticipated benefits at the purpose/outcome level. The results-level assumptions include: (i) that political and socio-economic conditions are enabling and do not negate efforts; and (ii) that steps are taken to prevent and mitigate the socio-economic effects of HIV and AIDS, malaria and tuberculosis and that mortality and morbidity rates do not negate benefits or further undermine the ability of the African labour force to engage in agriculture.

Outcome-level assumptions: Once adoption has occurred and there are noticeable outcomes, there are several assumptions that have to hold in order for FARA to be able contribute to the ultimate impact. These include those mentioned above as well as the following: (i) sustained commitment to Sustainable Development Goals (SDGs); (ii) national and international political and socio-economic conditions do not negate gains; (iii) contribution of improved rural infrastructure and access to traders and markets is sufficient to support the benefits achieved by FARA (CAADP Pillar II); (iv) responses to such natural calamities as famine support the benefits achieved by FARA (CAADP Pillar III); (v) strengthened human resource capacity is retained in Africa; and (vi) national and international political and economic environments do not negate gains.

37

A functional M&E system provides the strategic information needed to make good decisions for managing and improving programme planning and performance as well as for formulating policy and advocacy messages. It also generates data to satisfy accountability requirements.

FARA needs a robust M&E system for tracking and reporting progress and achievement of results. Its core functions are to lead and facilitate collective action on priority areas that require regional solutions and to strengthen the capacity of national programmes so they can become more effective partners in solving regional issues. Consequently, the actions outlined in the sections above will be implemented largely through partnerships and alliances between and within Forum members, the Secretariat and external partners. This mechanism of delivering results through a network of implementing partners, over whom the FARA Secretariat has no direct control, requires an M&E framework and plan that facilitates collective responsibility, harmonises guidelines and processes and integrates standard and customised performance indicators. Accordingly, although FARA has adopted the log-frame approach as the planning Performance/Results Monitoring Framework (PMF), the archetypal M&E system for a typical investment project is not appropriate for the FARA Secretariat. An all-inclusive stakeholder consultation process helped define the institutional architecture and operational modalities for the FARA M&E system in 2011. The two long-term objectives of this system continue to be: (i) enhancing FARA’s accountability to stakeholders; and (ii) enhancing FARA’s performance as an apex organization for strengthening capacity in agricultural innovation and creating enabling environments for implementation. Action will be centred on tracking and reporting performance against activity milestones and output, outcome and impact indicators and synthesising key lessons from implementation processes, impact assessments and programme reviews to inform programme design and implementation.

7. Monitoring and evaluation


Accountability to stakeholders will be enhanced by conducting ex-ante evaluations through appraisal, tracking and reporting on the state of the implementation of various initiatives. By so doing, FARA will provide timely information to its investors on the likely returns on their investment. Likewise, by analysing and documenting the outcomes and impacts of investment in its work, FARA will provide investors with information on actual returns.

FARA will enhance its performance through regular identification, review and adjustment of the result areas of organizational performance and their associated indicators. By focusing on organizational performance rather than service delivery, the Secretariat’s analyses will draw lessons for performance improvement. The lesson-learning activities will inform the design of new interventions by the Secretariat and other members of the Forum, in addition to catalysing the necessary adjustments to ongoing activities outlined in Chapter 4 and the PMF to enhance efficiency and effectiveness. The M&E activities for facilitating the implementation of the MTOP are organised around three result areas.

1. Establishing appropriate M&E systems at all levels: A detailed performance-monitoring plan (PMP) will be developed on the basis of the indicators and targets specified in the results matrix (see Annex 3) as part of an embedded performance monitoring system at continental, sub-regional and national levels. Through the process of indicator integration, the standard and custom indicators identified for the MTOP (in accordance with the CAADP M&E framework) will be further discussed and refined with input from stakeholders. Tracking these indicators will allow comparative analysis of trends in performance across countries and sub-regions. At the same time, data on the custom indicators will provide critical information on specific country and sub-regional parameters. The PMP will provide protocols for data collection, analysis and reporting. Additionally, FARA will support the continental organizations in developing effective structures and systems for data collection, analysis and reporting. Similarly, an automated data collection, analysis and reporting system will be developed and promoted among key institutions participating in the African agriculture innovation system.

2. Strengthening the M&E capacity of CAADP knowledge, information and skills institutions: The FARA M&E system is designed to work in harmony with the CAADP mutual accountability framework and focuses on developing the ability to track implementation and progress in building and using capacity for agricultural innovation in Africa. Together with the continental organizations, NARS and other stakeholders, a targeted and comprehensive capacity improvement plan will be developed and implemented.

3. Establishing outcomes and impacts of MTOP investments: The primary M&E function is to establish the outcomes and impacts of the investments associated with this MTOP. FARA will focus on developing a comprehensive framework for tracking the outcomes and impacts of its investments. Specific targeted studies will be used to analyse outcomes and impacts of selected initiatives. FARA recognises that credible and objective impact evaluations are demanding, in terms of both data and analytical rigour. To the extent possible, FARA will partner with reputable think tanks and advanced research institutions to undertake the impact and outcome assessment studies.

39

In undertaking the routine M&E functions, FARA will rely on strategic partnerships and alliances to support data collection and analytical work. The FARA M&E system will, therefore, have the following three functional elements.

(i) Tracking the implementation of budgets and work plans: FARA will track progress towards achievement of stated outputs/results based on the activity milestones and output indicator targets outlined in the results framework. Typically, implementation monitoring will assess the degree to which the implementation process complies with work plans and budgets in order to ensure timely delivery of outputs. All the data and information will be generated by the implementing agencies/units following well-defined reporting formats. Significant efforts will be put into refining the Key Performance Indicators (KPIs) in the results framework, so that implementers report on milestones on a regular basis. The Secretariat will establish baseline and target indicators at each level, based on evidence generated through survey instruments and desktop reviews, to inform the process of determining realistic standard and custom indicators.

(ii) Tracking the outcomes and impacts of interventions: FARA is committed to contributing to agricultural growth performance. Consequently, indicators have been set at the purpose level in the results framework to link FARA outputs to this anticipated benefit. Data capture and analysis will demonstrate the immediate changes being wrought by FARA interventions in the form of: (a) performance of the agriculture sector in the continental and national economies; (b) the trends that may need to be reversed/accelerated; and (c) the current course of action that might improve the performance of agriculture within the economy. The objective of the CAADP is to improve the productivity of agriculture to attain an average annual growth rate of 6 percent, focusing especially on small-scale farmers in order to raise rural incomes and reduce hunger and poverty in Africa. To achieve the main objective of CAADP through these targets, the African countries have committed to investing at least 10 percent of their national budgets in agriculture as dictated by the Maputo Declaration. FARA has set targets that indicate major milestones towards the attainment of the CAADP goals by building capacity for African agricultural innovation.

(iii) Facilitating organizational lesson-learning: FARA will synthesise the information from M&E initiatives as a means of drawing key lessons for strategy, programme and project formulation and reporting. Periodically, a team of external experts will be contracted to conduct in-depth evaluations and reviews. Likewise, implementing units will prepare discussion and occasional papers on key lessons from both implementation and outcome/impact monitoring and evaluation. The lesson-learning will enable FARA to respond more proactively to the changing needs of its stakeholders and therefore remain a relevant and viable entity in a constantly changing environment. More importantly, the indicators and lessons will not only form a basis for evaluating progress towards agricultural and capacity development targets, but also help to adjust and fine-tune policies, thereby meeting the planned targets by linking programmes, goals, objectives and strategies of various programmes with agricultural growth performance at continental, sub-regional and national levels.


The FARA communication strategy will be translated into an operational plan that outlines the key messages to be conveyed, the key target groups and the media and other channels for communicating with these target groups. Each of the three SPs will be facilitated to formulate its own communications strategy nested within the overall FARA communications operational plan. Both the corporate and the SP plans will serve to:

• Clearly convey FARA’s vision and value proposition to stakeholders and partners

• Distinguish between the roles and responsibilities of the Secretariat and the Forum

• Specify what the Secretariat and the Forum members will do in order to achieve the stated goals

• Set out efficient ways to reach and inform specific high-level decision makers and their constituents about the Forum’s purpose, functions and achievements

• Link the various stakeholder groups within the FARA Forum so that they reinforce each other’s identities and actions

• Catalyse the coordination of FARA communications and engage support for communications within the FARA Forum

• Encourage a focus on major issues for contemporary and future focus, based on collective actions

• Integrate communications activities within FARA actions from the beginning, making communications a dynamic and interactive part of FARA’s work rather than an afterthought

• Tell compelling stories to showcase impacts by describing how FARA’s actions are transforming people’s daily lives

• Scale up the use of ICTs to build capacity in communications, mainstream knowledge management and target agro-focused content delivery to specific interest and age groups.

8. Communication

41

The emerging global focus on agriculture and changes in CAADP present an opportunity for FARA to position itself as an apex regional organization acting as the catalyst in the achievement of Africa’s vision for agriculture. Communications will occupy a strategic place in the Secretariat and among the Forum members engaged in implementing FARA’s strategic priorities.

Based on the multi-layered nature of Africa’s agricultural research and development architecture, FARA – as an apex organization – maintains a lean Secretariat human resource base to steer its functions. Generally, implementation of FARA’s actions is devolved to appropriate Forum agencies based on the principle of subsidiarity, with the Secretariat exercising a coordinating role and providing intellectual leadership. As such, it is imperative to have concrete stakeholder collaborative arrangements defining clear roles and responsibilities, as well as channels for exchange of resources and information.


9.1 FARA stakeholder support and hosting arrangements

FARA’s stakeholders look to the FARA Secretariat for support in various ways. Those involved in initiatives, programmes and projects consistent with FARA’s mandate and principles may, for example, be hosted in the Secretariat offices in Accra. Another means for stakeholders to gain added value is to link them to FARA’s SPs through collaboration in planning and coordination.

FARA has already entered into several arrangements involving hosting projects and these will continue. They include the Ghana office of the Japan International Cooperation Agency (JICA). FARA has drawn up a policy to guide future hosting arrangements and to ensure transparency and even-handedness among the projects it hosts. As this policy is implemented, it will ensure decisions to host further institutions or projects will be guided by the extent to which the institution or project will contribute to FARA’s programmes and mandate and by the availability of space at the Secretariat. FARA is committed to maintaining a lean Secretariat and will therefore not expand the offices just to accommodate hosted projects. Furthermore, hosting will include recovery of all costs involved.

The Secretariat usually contributes on a cost-recovery basis, provided that the time demands are commensurate with the mutual advantage that the particular collaboration will bring to the collaborating SP or unit. FARA Secretariat personnel currently serve on the executive committees of the Platform for African Livestock Development and Sustainable Economic Growth (ALive) and the Advisory Committee on Science and Technology for African, Caribbean and Pacific Agricultural and Rural Development. They also provide support for the secretariat of the Coalition for African Rice Development (CARD).

As a Forum, FARA takes the lead in high-priority areas identified by its constituents and stakeholders, with whom it continually consults to gather their views and feedback on issues related to African agricultural research, extension and education. Stakeholders and Secretariat staff are supported to attend conferences, meetings and workshops and the Secretariat convenes and hosts meetings on priority topics.

9. Stakeholder collaborative arrangements

43

9.2 Arrangements, instruments and mechanisms for collaboration

FARA’s actions traverse the three knowledge domains of agricultural research, education and extension with a multi-layered spectrum of collaborative actors (i.e., members of the FARA Forum) in both the public and private sectors. Specific and unique stakeholder collaboration arrangements will be put in place for joint implementation of each of the three strategic areas. To facilitate this, prior to entering into collaboration it will be imperative to identify the relevant stakeholders or actors who will be affected by each of the strategic priorities and ensure their roles, behaviour and patterns of interactions are fully understood.

Participatory engagement and coalition building in the design and implementation of activities under each of the three strategic priorities will encourage stakeholder ownership. Coalitions, supported by formalised ‘nested’ organizational support systems, will be used as the vehicles for managing interaction among multiple and diverse stakeholder organizations. The fostered coalitions among stakeholders will be underpinned by communication and information sharing, creation of common knowledge, continuous lesson learning and progress evaluation and shared decision-making. Such coalitions may include the formation of foresight groups for horizon scanning on topical issues identified under SP1. Specific instruments (e.g., MoUs or letters of agreement) will be used to formalise collaborative arrangements and facilitate apportioning and exchange of resources for programme implementation under each of the SPs.

Previous experiences have highlighted the advantages of using management information and decision support systems for coordinating the multi-stakeholder groups implementing FARA’s regional interventions. Innovations along these lines will continue to enhance management efficiencies, especially for actions under SP2. In addition, innovation platforms – the success of which have been proven by FARA under the concept of IAR4D – will be employed as viable stakeholder engagement mechanisms under all SPs. Overall, stakeholder collaborative engagements will be based on a process approach for collective learning and reflection (e.g., via specific communities of practice) to inform planning.

9.3 The subsidiarity principle

The FARA Secretariat’s commitment to the subsidiarity principle will be realised by devolving accountability and decision-making to the members of the stakeholder network that are best placed – by virtue of having the competencies required – to make the most diligent use of the related resources. The aim is to increase stakeholder ownership and accountability and thereby to improve efficiency and reduce costs. Care will be taken, however, to ensure that decision-making is not delegated inappropriately to lower levels at the cost of losing larger or more important spill-over benefits that would be captured if decisions were taken at higher levels (such as at sub-regional or continental levels). Essentially, because a range of actors will participate in the implementation of any one of FARA’s initiatives, programme management, comprising of interlinked operational and financial components, would be based on a quarterly cycle of planning and reporting at different management levels. The devolved coordination structure will enable local innovations for greater efficiency in planning and lesson-learning.


FARA is a stakeholders’ forum and the FARA Secretariat was established to coordinate the implementation and achievement of its objectives by facilitating networking. This takes place among diverse stakeholders in African agricultural research, extension and education and is based on the mandates and comparative advantages of actors at different geographical levels. This is recognised in the Secretariat’s agreements with the AU and NPCA and in FARA’s organization structure.

10.1 FARA Africa Agriculture Science Week

The FARA Africa Agriculture Science Week and General Assembly is the highest organ of FARA governance. It approves the Forum’s main governance and management instruments, including the FARA Constitution and Strategic Plan. FARA’s previous Strategic Plan (2007–2016) was approved at the Fourth FARA General Assembly and Africa Agriculture Science Week, held in Johannesburg, South Africa on 16 June 2007.

The Fifth FARA General Assembly was held in July 2010 and this MTOP was submitted for consideration and approval at the Sixth FARA General Assembly held in Accra, Ghana from 15–20 July 2013.

10.2 FARA Board of Directors

The governance of the Forum in the periods between the General Assemblies, which are held every third year, is entrusted to an elected Board of Directors. The Board has a chairperson nominated by SROs in rotation and confirmed by the General Assembly. The Chair serves from the end of one General Assembly to the end of the following Assembly.

10. Governance

45

The Board consists of representatives of FARA’s major stakeholders, namely SROs, scientific partners, farmers, NGOs and foundations and the private sector. Development partners participate in Board meetings as observers. The Board of Directors co-opts a number of resource persons with experience related to the particular needs of the SPs to assist it in reviewing and directing its different activities, projects and initiatives. The Board of Directors meets twice a year to review progress made by the Secretariat and its partners and approve the next year’s plan of work.

The Board receives guidance with respect to Forum planning and oversight through an annual retreat held just prior to FARA’s annual Board Meeting. This brings together the chairs and executive directors of the four African SROs and their FARA colleagues, which ensures that FARA’s programmes are consistent with the priorities of all its stakeholders. It also ensures that FARA functions in accordance with the principles of subsidiarity in respect to its collaboration and interaction with stakeholders at different levels, from those at the continental level through those at the sub-regional and national levels and down to those actually implementing activities. The Board has subcommittees for issues of finance and audit and nominations and programmes.

FARA entered its second Strategic Plan period with a full complement of governance structures. These have been tested and have evolved to meet the demands faced by FARA as a continental forum that acts in accordance with the subsidiarity principle and with the other principles set out in FAAP. No significant change was required to oversee the implementation of this MTOP for 2014–2018.


11.1 Functions

The FARA Secretariat maintains a lean staffing structure, allowing it to maximise resources and ensure the staff function effectively and realise their full potential in contributing to African development. The organization employs high-calibre staff who are offered an enabling environment in which to realise their full potential.

The Secretariat provides the services required by FARA stakeholders to enable them to function as a continental Forum, capturing the added value of thinking and acting across the four sub-regions. These services include, but are not limited to, carrying out the three SPs, which requires leadership, planning, coordination, facilitation and resource mobilisation. FARA’s participatory approach also requires considerable and continuous consultation among stakeholders in the form of workshops, meetings, conferences and other events, many of which are convened and organised by the Secretariat. In providing these services, the Secretariat’s responsibilities include:

• Advocacy and resource mobilisation

• Supporting networking among its stakeholders for the implementation of CAADP

• Promoting compliance with FAAP principles

• Linking to the global community, especially with the Global Forum on Agricultural Research (GFAR) and the CGIAR.

Some of these responsibilities are shared with the SROs, with the FARA Secretariat contributing from a continental perspective.

The Secretariat’s activities are developed in consultation with the SROs and stakeholders in order to assert that they are indeed stakeholder priorities and that there are substantial advantages to be gained from engaging in them at continental level. These include the benefits that can be derived from sharing research products and information and enabling learning.

11. Secretariat structure and organization

47

The key staff positions at the professional level are: Executive Director, Technical Advisor, Legal Affairs and Governance Officer, Procurement Manager, Communications and Public Awareness Officer, Deputy Executive Director, Monitoring and Evaluation Specialist, Gender Specialist, Technical Assistant, Head of Finance, Head of Human Resources and Administration, Directors of Programme Units, Programme Officers and Project Managers (See Annex 1).

In addition to its own staff, the FARA Secretariat relies on the expertise and support of various groups of key stakeholders, including the Pool of Experts, Core Research and Development Support Team, FARA Fellows, Resource Persons with special expertise, Post-Doctoral Fellows, Diaspora scientists, Visiting Scientists and Interns, to implement its plan of work in collaboration with its partners (See Annex 2).

Mechanisms for undertaking these collaborative activities include sub-grants, competitive grants and commissioned studies/research (i.e., foresight). Relevant committees are constituted within the Secretariat to manage the process of reviewing the proposals and recommending them for approval by the Executive Director. The required financial and human resources are deployed depending on the nature and scope of the work under the supervision of the Director of the concerned unit in consultation with the Heads of Finance and Human Resources.

The Secretariat recognises that it has a special responsibility for facilitating the alignment of non-African research providers, including the international agricultural research centres (IARCs) and advanced research institutes (ARIs), with sub-regional and continental priorities and modes of operation. This helps to avoid duplication of effort among FARA’s constituents and partners. In this respect, FARA is taking the lead in the Dublin Process for aligning the CGIAR with CAADP’s research requirements and in developing the African science agenda for agriculture.

The SPs are expected to be initiated in 2014 after approval of this plan by the FARA General Assembly in July 2013 and to continue through the remainder of the Strategic Plan period (up to 2018). In the early years of this MTOP, there will be continued support for projects that FARA is already committed to, in accordance with existing agreements. However, some projects will be completed within the life of the MTOP and others, where the regional advantages diminish, will be devolved to the SROs or NARS.

In fulfilling these obligations, FARA’s commitment to the subsidiarity principle brings with it demands for high-quality communication. The FARA Secretariat must also have the ability to transfer, monitor and account for funds that are passed down under the subsidiarity principle to where the action is; for example, to task forces working in the member countries of the SROs.

11.2 Organization

The Secretariat is located in Accra. It functions in accordance with a host country agreement with the Government of Ghana. Under this, it enjoys the support of the Government of Ghana


and its ministries and is accepted among the community of embassies and international agencies in Accra.

11.3 Transition to an integrated structure

The organizational structure proposed in the Strategic Plan is presented in Figure 2. It is designed to equip the Secretariat to implement the new Strategic Plan. It was developed consultatively by the Secretariat’s Senior Management Committee (SMC) before being submitted by the Executive Director for review and approval by the Board. The core functions of the staff listed in the structure are outlined in Annex 1.

The outline of the Secretariat’s organization and staffing has been tailored to create a lean and efficient organization that is accountable and cost-effective in the implementation of FARA’s Strategic Plan.

Figure 2: FARA Secretariat organogram

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11.4 Resource mobilisation

The FARA Multi-Donor Trust Fund (MDTF) will be the primary source of sustained funding and will continue to be managed by the World Bank. The Strategic Plan requires FARA to undertake actions that will minimise the current heavy reliance on development partners. The recommended actions include resource mobilisation from African governments and the private sector. The FARA Secretariat will intensify its engagement with African governments by engaging key stakeholders as expert representatives for FARA in international forums with a view to benefiting from a wider pool of expertise than already present in the Secretariat. This will also raise awareness of FARA and promote commitment to it among those in a good position to influence funding decisions in African governments and regional institutions. This approach will be underpinned by active searching for African expertise in FARA’s mandate areas and ensuring the Forum’s representatives are thoroughly briefed to ensure quality and continuity in communicating FARA’s position on relevant topics.

The Secretariat will also strengthen its approach to mobilising resources by working more closely with the private sector and promoting a meeting of minds between the leaders of agribusiness and African agricultural research and capacity-strengthening organizations as well as the RECs.


Annex 1. FARA Secretariat staff and their core responsi-bilities

Executive Director

The Executive Director is the chief administrative officer and FARA’s statutory representative. S/he provides leadership and is responsible for the implementation of the Strategic Plan. S/he is responsible for the management of FARA’s Secretariat, including the recruitment and overall supervision of Secretariat staff. S/he is also responsible for the protection of the Secretariat’s tangible and intangible assets and the maintenance of the highest standards of accounting and accountability, which includes keeping overheads and transaction costs to a minimum.

Technical Adviser

The Technical Adviser assists the Executive Director by conducting background research required for the preparation of the constant stream of papers and presentations that s/he has to make on a wide range of issues affecting African agricultural research and development.

Legal Affairs and Governance Officer

The Legal Affairs Officer reports directly to the Executive Director, providing advice on the legalities of all contracts entered into by the FARA Secretariat and on intellectual property and other legal issues that might arise. S/he ensures that strong internal management processes, including corporate governance, are followed.

Procurement Manager

The Procurement Manager ensures that all purchases of goods and consultancies undertaken by the Secretariat and its partners adhere to the rules and regulations of the organization and its donors.

ANNEXES

51

Communication and Public Awareness Officer

The Communication and Public Awareness Officer oversees all the communication needs of FARA and ensures visibility of the Forum’s work and impact.

Deputy Executive Director

The Deputy Executive Director is responsible to the Executive Director for the efficient and effective functioning of the three programmes and oversees the delivery of the expected results. S/he also acts for the Executive Director when s/he is absent or indisposed.

Monitoring and Evaluation Specialist

The M&E Specialist is responsible to the Deputy Executive Director for providing managers at all levels with information and advice on the progress of FARA’s work. S/he is expected to develop and implement an integrated M&E system that will aid learning and accountability, both within the FARA Secretariat and among FARA’s stakeholders or key partners engaged in implementing the different regional initiatives and projects.

Gender Specialist

The Gender Specialist ensures that gender is mainstreamed into all the Forum’s activities. S/he is also responsible for developing the capacity of the FARA Secretariat staff to mainstream gender issues into their work.

Technical Assistant

The Technical Assistant to the Deputy Executive Director contributes to the compilation and consolidation of programme work plans and budget and progress reports. S/he also assist the Deputy Executive Director in overseeing and facilitating the implementation of cross-cutting and emerging issues.

Head of Human Resources and Administration

The Head of Human Resources and Administration is responsible for ensuring that the FARA Secretariat can recruit and retain staff of the highest calibre and manages the Secretariat’s physical assets, equipment and logistics.

Head of Finance

The Head of Finance is responsible for ensuring that the FARA Secretariat’s transactions are managed to international accounting standards and in accordance with agreements entered into by the Secretariat.

Directors of Programmes

Directors of Programmes are responsible to the Deputy Executive Director for providing strategic direction, ensuring the effective and efficient functioning of their units and the delivery of results within the SP under their direct supervision.


Programme Officers

Programme Officers provide technical assistance to the unit and assist the Director of the Programme in facilitating the implementation of the programme’s activities towards the delivery of results of the SPs.

Annex 2. Mechanisms of implementation and staffing

Pool of Experts

In FARA’s role as a facilitator of CAADP, it relies on expertise that goes far beyond that which the Secretariat could provide. The required expertise could be sourced locally or from abroad within the Association of African Agricultural Professionals in Diaspora. FARA currently keeps a database of experts in various fields and disciplines in agriculture.

Core Research and Development Support Team

The Core Research and Development Support Team mechanism aims to provide specialised expertise in a specific area of agricultural research and development under the overall supervision of the FARA Secretariat. For example, this approach was used to provide immediate support for the proof of concept assignment on IAR4D.

FARA Fellows

FARA keeps a list and provides guidance to key partners in different knowledge areas. Research Fellows help FARA meet the challenge of multiple demands from the Forum. In some instances, FARA Fellows will lead specific thematic areas of interest.

Resource Persons with Special Expertise

Resource persons provide support and guidance in the formulation of work plans to meet the direction of the Strategy. They are drawn from different areas of expertise related to the strategic focus.

Africa Agriculture Science Week

Africa Agriculture Science Week provides a great opportunity for a much wider consultation and takes place every three years.

Internships

FARA engages bright and fresh African graduates who provide an additional labour force for the Secretariat. This provides opportunities for training and the acquisition of additional skills and job opportunities.

53

Post Doctoral Fellowship

Post Docs are doctoral graduates from different fields. This provides opportunities for the fresh graduates to gain further experience in African agriculture.

Visiting Scientists

Visiting Scientists are recruited from among partners who have been engaged in different agencies. They are engaged to undertake specific assignments, returning to their home institutions once the assignment is completed.

Diaspora

FARA maintains a good relationship with the Association of African Agricultural Professionals in Diaspora and taps from its database of experts from time to time.


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tmen

ts, co

sts an

d pric

e tre

nds,

confo

rmity

to sp

ecific

stan

dard

s by:

(1)

sub-

secto

r, (2)

comm

odity

, (3)

spac

e Di

vers

ity a

nd su

staina

bility

: Cha

nges

in

diver

sity o

f acto

rs pa

rticipa

ting i

n and

be

nefiti

ng fr

om th

e agr

icultu

ral in

nova

tion

syste

m by

gend

er, so

cial g

roup

, age

and

spac

e

UNDP

repo

rtsAU

/CAA

DP re

ports

Re-S

AKSS

repo

rtsFA

RA re

ports

FARA

annu

al re

ports

CAAD

P M&

E Re

SAKS

S re

ports

, Mi

nistrie

s of A

gricu

lture

and F

inanc

e na

tiona

l acc

ounts

,W

orld

Bank

and F

AO re

ports

• St

reng

thene

d hum

an re

sour

ce ca

pacit

y is

retai

ned i

n Afric

a. Re

giona

l poli

tical

and

socio

-eco

nomi

c con

dition

s do n

ot ne

gate

gains

. •

Natio

nal a

nd in

terna

tiona

l con

texts

prom

ote

bene

fits (a

t this

level)

. CAA

DP co

mpon

ents

incre

asing

ly co

ntribu

te to

a sup

portiv

e ag

ricult

ural

envir

onme

nt.

• Ot

her n

on-a

gricu

ltura

l R&D

secto

rs po

sitive

ly re

spon

d to t

he ne

eds o

f the r

ural

and u

rban

po

or.•

Stre

ngthe

ned h

uman

reso

urce

capa

city i

s re

taine

d in A

frica.

• Na

tiona

l and

inter

natio

nal p

olitic

al an

d ec

onom

ic en

viron

ments

do no

t neg

ate ga

ins.

• HI

V inf

ectio

n rate

s do n

ot fur

ther u

nder

mine

the

abilit

y of th

e Afric

an la

bour

force

to

enga

ge in

agric

ultur

e.

55

Tabl

e A3.2

. Stra

tegi

c Prio

rity 1

– En

visio

ning

Afri

ca’s

agric

ultu

ral t

rans

form

atio

n

Resu

ltsIn

dica

tors

Base

line

Targ

et b

y 201

8So

urce

s of V

erifi

catio

nAs

sum

ptio

nsKe

y Res

ult 1

: Af

rican

agric

ultu

ral

stak

ehol

ders

de

term

inin

g ho

w th

e sec

tor s

houl

d be

tran

sfor

med

an

d es

tabl

ishin

g th

e nee

ded

colle

ctive

actio

ns

in a

gend

er-

sens

itive

man

ner

1.1

Numb

er an

d cate

gory

of ac

tors e

mbra

cing

gend

er-d

isagg

rega

ted ev

idenc

e-ba

sed

infor

matio

n and

polic

y rec

omme

ndati

ons

1.2

Numb

ers,

comp

ositio

n and

quali

ty of

partn

ersh

ips an

d plat

forms

for a

gricu

ltura

l re

sear

ch an

d inn

ovati

on am

ong A

frican

sta

keho

lders

and b

etwee

n the

m an

d no

rther

n and

south

ern p

artne

rs1.3

Nu

mber

and c

atego

ry of

actor

s ado

pting

an

d sho

wing

comm

itmen

t to a

comm

on

Afric

an sc

ience

and i

nnov

ation

agen

da

1.4

Numb

er an

d cate

gory

of ac

tors

adop

ting g

ende

r-sen

sitive

actio

ns an

d me

thodo

logies

in pl

annin

g for

pres

ent

and f

uture

actio

ns in

ARD

, exte

nsion

and

educ

ation

1.1 T

he A

frican

ag

ricult

ural

R&D

agen

da is

lar

gely

base

d on

unsc

ientifi

c co

nsult

ation

s1.2

Cou

ntries

and

RECs

are a

pplyi

ng

the ou

tcome

s of

fores

ight s

tudies

N.

B. b

aseli

nes

TBD

for i

ndica

tors

wi

thou

t

1.1 2

5 per

cent

of Af

rican

re

sear

ch

agen

das b

eing

influe

nced

by

the ou

tcome

of

fores

ight

studie

s1.2

25 p

erce

nt of

coun

tries

and R

ECs

have

adop

ted

fores

ight

appr

oach

es to

pla

nning

FARA

M&E

repo

rtsSR

O re

ports

REC

repo

rtsNA

RS re

ports

CAAD

P/IF

PRI/R

eSAK

SS

repo

rts

• Na

tiona

l and

int

erna

tiona

l po

litica

l and

so

cio-e

cono

mic

envir

onme

nt do

es no

t neg

ate

gains

at th

is lev

el•

Adeq

uate

infra

struc

ture

(inclu

ding I

CT)

is de

velop

ed

and m

aintai

ned

• Na

tiona

l po

licies

, int

erna

tiona

l ev

ents

and u

nfair

comp

etitio

n do

not c

ompr

omise

ga

ins•

Comp

lemen

tary

and e

nabli

ng

polic

ies

and l

egal

frame

works

are

deve

loped

and

imple

mente

d

Resu

lt 1.1.

Hi

gh-le

vel

Stak

ehold

er

owne

rship

of ge

nder

-dis

aggr

egate

d ev

idenc

e-ba

sed

infor

matio

n an

d poli

cy

reco

mmen

datio

ns

deriv

ed fr

om

strate

gic an

alysis

an

d for

esigh

t stu

dies

1.1.1.

Num

ber o

f majo

r stud

ies un

derta

ken w

ith

the gu

idanc

e of F

ores

ight s

uppo

rt un

it es

tablis

hed i

n FAR

A Se

cretar

iat

None

of th

ese r

esult

s ex

isted

prior

to

imple

menta

tion o

f this

MTOP

Ba

selin

es to

be

estab

lishe

d whe

re

nece

ssar

y

TBD

SP 1

prog

ress

repo

rts,

FARA

repo

rtsRe

ports

from

GFA

R Gl

obal

Fore

sight

Acad

emy

REC

repo

rtsSP

1 pro

gres

s rep

orts

1.1.2.

Num

ber o

f new

integ

rated

plan

ning a

nd

risk a

sses

smen

t tools

for a

gricu

ltura

l de

velop

ment

and f

ores

ight

8

1.1.3.

Num

ber o

f fore

sight

platfo

rms e

stabli

shed

an

d ope

ratio

nal a

t sub

-regio

nal le

vel

1 per

sub-

regio

n

1.1.4.

Num

ber o

f long

-term

conti

nenta

l and

su

b-re

giona

l agr

icultu

ral re

sear

ch an

d inv

estm

ent in

itiativ

es es

tablis

hed w

ith fu

ll pr

ivate-

secto

r eng

agem

ent

10

1.1.5.

Num

ber o

f nati

onal

and i

ntern

ation

al ag

ricult

ural

deve

lopme

nt sc

enar

ios

asse

ssed

again

st dif

feren

t app

roac

hes a

nd

persp

ectiv

es

5


Resu

ltsIn

dica

tors

Base

line

Targ

et b

y 201

8So

urce

s of V

erifi

catio

nAs

sum

ptio

nsRe

sult 1

.2.

Func

tiona

l pa

rtner

ships

and

platfo

rms a

mong

Af

rican

stak

ehold

ers

(intra

-conti

nenta

l) an

d betw

een t

hem

and n

orthe

rn an

d so

uther

n par

tners

(Afric

a–So

uth,

Afric

a–No

rth an

d Af

rica–

South

–Nor

th)

for ag

ricult

ural

rese

arch

and

innov

ation

1.2.1.

Num

ber o

f insti

tution

al, po

licy a

nd m

arke

t inn

ovati

ons (

gene

rated

by ex

isting

inn

ovati

on pl

atfor

ms) id

entifi

ed an

d dis

semi

nated

5085

SP 1

repo

rtsCA

ADP

M&E

syste

ms

and r

epor

tsCG

IAR

annu

al re

ports

1.2.2.

Num

ber o

f effe

ctive

porta

ls for

shar

ing

lesso

ns an

d exp

erien

ces t

o sup

port

the

work

of mu

lti-sta

keho

lder a

gricu

ltura

l R&D

pa

rtner

ships

1 3

1.2.3.

Num

ber o

f bes

t pra

ctice

s doc

umen

ted

and d

issem

inated

thro

ugh a

gricu

ltura

l inn

ovati

on pl

atfor

ms

915

1.2.4.

Per

centa

ge of

CGI

AR pr

ogra

mmes

that

are

syste

mica

lly lin

ked w

ith C

AADP

coun

try

prog

ramm

es

TBD

75 pe

rcent

1.2.5.

Num

ber o

f agr

icultu

ral te

chno

logy

Innov

ation

Plat

forms

(IPs

) esta

blish

edTB

DIP

s ava

ilable

for a

ll ma

jor co

mmod

ities

1.2.6.

Num

ber o

f pro

gram

mes f

or im

pleme

nting

pr

ioritie

s in c

ountr

y and

regio

nal A

FSIP

s de

signe

d with

tech

nical

back

stopp

ing

supp

ort b

y the

CGI

AR

Very

Low

High

1.2.7.

Num

ber o

f map

ping t

ools

and a

nalyt

ical

reso

urce

s app

lied f

or C

AADP

–CGI

AR

prog

ramm

e alig

nmen

t

03

Resu

lt 1.3.

W

ide an

d high

-leve

l sta

keho

lder

owne

rship

and

comm

itmen

t to a

comm

on A

frican

sc

ience

and

innov

ation

agen

da

1.3.1.

Afric

a-ow

ned a

nd A

frica-

led fr

amew

ork

for co

ordin

ating

Afric

a’s ag

ricult

ural

scien

ce ap

prov

ed an

d end

orse

d by F

orum

me

mber

s

01

FARA

repo

rtAf

rican

Scie

nce A

gend

a re

ports

FARA

repo

rtAf

rican

Scie

nce A

gend

a re

ports

57

Resu

ltsIn

dica

tors

Base

line

Targ

et b

y 201

8So

urce

s of V

erifi

catio

nAs

sum

ptio

ns1.3

.2. N

umbe

r of id

entifi

ed pr

iority

area

s in

Afric

an ag

ricult

ure f

or ap

plica

tion o

f em

ergin

g scie

nce a

nd te

chno

logy

TBD

5

1.3.3.

Num

ber o

f iden

tified

prior

ity in

vestm

ents

need

ed to

mak

e scie

ntific

adva

nces

in

Afric

an ag

ricult

ure p

ossib

le

TBD

5

1.3.4.

Num

ber o

f coll

abor

ative

prog

ramm

es

and i

nves

tmen

ts su

ppor

ted by

the A

frican

Sc

ience

initia

tive

0TB

D

1.3.5.

Num

ber o

f tools

for g

ende

r main

strea

ming

de

velop

ed as

one o

f the f

ocal

area

s in

inter

actio

ns an

d par

tnersh

ips am

ong

farme

rs, re

sear

ch, e

duca

tion,

exten

sion

and a

gribu

sines

s org

aniza

tions

TBD

TBD

Activ

ities

Inpu

ts/B

udge

t1.1

.1. D

evelo

ping a

nd pi

loting

the u

se of

new

gend

er-se

nsitiv

e inte

grate

d plan

ning t

ools

for as

sess

ing ris

ks an

d opp

ortun

ities f

or ag

ricult

ural

trans

forma

tion

1.1.2.

Con

venin

g con

tinen

tal th

ink ta

nks t

o ana

lyse g

ende

r-sen

sitive

polic

y opti

ons f

or lo

nger

-term

agric

ultur

al tra

nsfor

matio

n1.1

.3. F

acilit

ating

gend

er-se

nsitiv

e for

esigh

t plat

forms

(priv

ate se

ctor in

cludin

g far

mers,

gove

rnme

nt an

d kno

wled

ge in

stitut

ions)

for de

velop

ing

alter

nativ

e sce

nario

s at s

ub-re

giona

l and

conti

nenta

l leve

ls

1.2.1.

Iden

tifying

and d

issem

inatin

g gen

der-s

ensit

ive in

nova

tions

(insti

tution

al, po

licy,

marke

t, tec

hnolo

gical)

and b

est p

racti

ces f

or ca

talys

ing le

arnin

g am

ong a

gricu

ltura

l inno

vatio

n acto

rs1.2

.2. A

dvoc

ating

for t

he ad

optio

n of in

nova

tion s

ystem

s app

roac

hes –

spec

ificall

y for

IAR4

D – r

elativ

e to c

onve

ntion

al ap

proa

ches

in va

rious

Afric

an

conte

xts1.2

.3. E

stabli

shing

and m

aintai

ning a

porta

l and

facil

itatin

g gen

der-s

ensit

ive co

mmun

icatio

n plat

forms

and m

ulti-s

takeh

older

exch

ange

s for

shar

ing

lesso

ns an

d exp

erien

ces

1.2.4.

Mob

ilising

wide

stak

ehold

er bu

y-in f

rom

Afric

an pa

rtner

s for

an A

frican

-led s

cienc

e (an

d inn

ovati

on) a

gend

a for

tran

sform

ing ag

ricult

ure

1.3.1.

Sys

temati

sing j

oint p

riority

settin

g for

deter

minin

g adv

ance

s and

inve

stmen

ts in

scien

ce an

d tec

hnolo

gy


Activ

ities

Inpu

ts/B

udge

t1.3

.2. F

ormu

lating

an A

frican

-own

ed an

d Afric

an-le

d agr

icultu

ral s

cienc

e age

nda t

o ser

ve as

an or

ganis

ing fr

amew

ork f

or A

frica’s

agric

ultur

al sc

ience

an

d tec

hnolo

gy pr

ogra

mmes

(res

earch

, exte

nsion

and e

duca

tion)

with

thos

e of th

e CGI

AR an

d othe

r par

tners

1.3.3.

Fac

ilitati

ng th

e alig

nmen

t of th

e CGI

AR an

d othe

r inter

natio

nal a

gricu

ltura

l rese

arch

centr

es in

imple

menti

ng th

e com

mitm

ents

and p

rioriti

es

elabo

rated

in th

e CAA

DP A

gricu

lture

and F

ood S

ecur

ity In

vestm

ent P

lans (

AFSI

Ps)

1.3.4.

Fac

ilitati

ng th

e Stee

ring C

ommi

ttee o

f the D

ublin

Pro

cess

to ac

tively

pursu

e opti

ons f

or fu

nding

and s

uppo

rt of

the ke

y outc

omes

1.4.1

Esta

blish

ing A

frican

Cha

pter o

f the G

FAR

Glob

al Fo

resig

ht Ac

adem

y ; su

ppor

ting s

tudy t

eams

at th

e con

tinen

tal an

d SRO

leve

l

Tabl

e A3.3

. Stra

tegi

c Prio

rity 2

– In

tegr

atin

g ca

pacit

ies fo

r cha

nge

Resu

ltsIn

dica

tors

Base

line

Targ

et b

y 201

8So

urce

s of

verifi

catio

nAs

sum

ptio

ns

Key R

esul

t 2:

Stre

ngth

ened

an

d in

tegr

ated

co

ntin

enta

l cap

acity

re

spon

ding

to

stak

ehol

der

dem

ands

with

in

the a

gricu

ltura

l in

nova

tion

syst

em

in a

gend

er-

sens

itive

man

ner

2.1.

Numb

er, co

mpos

ition a

nd qu

ality

of int

erac

tions

and p

artne

rships

for c

reati

ng

capa

cities

amon

g far

mers,

rese

arch

, ed

ucati

on, e

xtens

ion, tr

ade a

nd ag

ribus

iness

or

ganiz

ation

s 2.2

. Nu

mber

of va

lidate

d and

adop

ted

mech

anism

s for

artic

ulatin

g dem

and a

nd

stren

gthen

ing ca

pacit

y to r

espo

nd2.3

. Nu

mber

of es

tablis

hed C

ommu

nities

of

Prac

tice a

ddre

ssing

iden

tified

capa

city d

eficit

s (in

the d

esign

and i

mplem

entat

ion of

R&D

pr

ogra

mmes

) in a

gend

er-se

nsitiv

e man

ner

2.4.

Numb

er of

capa

city s

treng

thenin

g init

iative

s an

d inn

ovati

ons d

evelo

ped a

nd su

ppor

ted in

tar

geted

orga

nizati

ons a

nd in

volvi

ng a

critic

al ma

ss of

wom

en sc

ientis

ts2.5

. Nu

mber

of tr

ansfo

rmati

ve ca

pacit

ies an

d ap

proa

ches

amon

g gen

der-d

isagg

rega

ted

stake

holde

rs in

the A

frican

AIS

deve

loped

2.1. S

trateg

ies

curre

ntly

supp

ly-dr

iven a

nd

not a

dequ

ately

gend

er-fo

cuse

d

FARA

prog

ress

re

ports

Tertia

ry ins

titutio

ns’

repo

rts

• Na

tiona

l and

int

erna

tiona

l po

litica

l and

so

cio-e

cono

mic

envir

onme

nts do

no

t neg

ate ga

ins

at thi

s lev

el•

Adeq

uate

infra

struc

ture

(inclu

ding I

CT) is

de

velop

ed an

d ma

intain

ed•

Natio

nal p

olicie

s, int

erna

tiona

l ev

ents

and u

nfair

comp

etitio

n do n

ot co

mpro

mise

gains

• Co

mplem

entar

y an

d ena

bling

po

licies

and l

egal

frame

works

are

deve

loped

and

imple

mente

d

59

Activ

ities

Inpu

ts/B

udge

t1.3

.2. F

ormu

lating

an A

frican

-own

ed an

d Afric

an-le

d agr

icultu

ral s

cienc

e age

nda t

o ser

ve as

an or

ganis

ing fr

amew

ork f

or A

frica’s

agric

ultur

al sc

ience

an

d tec

hnolo

gy pr

ogra

mmes

(res

earch

, exte

nsion

and e

duca

tion)

with

thos

e of th

e CGI

AR an

d othe

r par

tners

1.3.3.

Fac

ilitati

ng th

e alig

nmen

t of th

e CGI

AR an

d othe

r inter

natio

nal a

gricu

ltura

l rese

arch

centr

es in

imple

menti

ng th

e com

mitm

ents

and p

rioriti

es

elabo

rated

in th

e CAA

DP A

gricu

lture

and F

ood S

ecur

ity In

vestm

ent P

lans (

AFSI

Ps)

1.3.4.

Fac

ilitati

ng th

e Stee

ring C

ommi

ttee o

f the D

ublin

Pro

cess

to ac

tively

pursu

e opti

ons f

or fu

nding

and s

uppo

rt of

the ke

y outc

omes

1.4.1

Esta

blish

ing A

frican

Cha

pter o

f the G

FAR

Glob

al Fo

resig

ht Ac

adem

y ; su

ppor

ting s

tudy t

eams

at th

e con

tinen

tal an

d SRO

leve

l

Tabl

e A3.3

. Stra

tegi

c Prio

rity 2

– In

tegr

atin

g ca

pacit

ies fo

r cha

nge

Resu

ltsIn

dica

tors

Base

line

Targ

et b

y 201

8So

urce

s of

verifi

catio

nAs

sum

ptio

ns

Key R

esul

t 2:

Stre

ngth

ened

an

d in

tegr

ated

co

ntin

enta

l cap

acity

re

spon

ding

to

stak

ehol

der

dem

ands

with

in

the a

gricu

ltura

l in

nova

tion

syst

em

in a

gend

er-

sens

itive

man

ner

2.1.

Numb

er, co

mpos

ition a

nd qu

ality

of int

erac

tions

and p

artne

rships

for c

reati

ng

capa

cities

amon

g far

mers,

rese

arch

, ed

ucati

on, e

xtens

ion, tr

ade a

nd ag

ribus

iness

or

ganiz

ation

s 2.2

. Nu

mber

of va

lidate

d and

adop

ted

mech

anism

s for

artic

ulatin

g dem

and a

nd

stren

gthen

ing ca

pacit

y to r

espo

nd2.3

. Nu

mber

of es

tablis

hed C

ommu

nities

of

Prac

tice a

ddre

ssing

iden

tified

capa

city d

eficit

s (in

the d

esign

and i

mplem

entat

ion of

R&D

pr

ogra

mmes

) in a

gend

er-se

nsitiv

e man

ner

2.4.

Numb

er of

capa

city s

treng

thenin

g init

iative

s an

d inn

ovati

ons d

evelo

ped a

nd su

ppor

ted in

tar

geted

orga

nizati

ons a

nd in

volvi

ng a

critic

al ma

ss of

wom

en sc

ientis

ts2.5

. Nu

mber

of tr

ansfo

rmati

ve ca

pacit

ies an

d ap

proa

ches

amon

g gen

der-d

isagg

rega

ted

stake

holde

rs in

the A

frican

AIS

deve

loped

2.1. S

trateg

ies

curre

ntly

supp

ly-dr

iven a

nd

not a

dequ

ately

gend

er-fo

cuse

d

FARA

prog

ress

re

ports

Tertia

ry ins

titutio

ns’

repo

rts

• Na

tiona

l and

int

erna

tiona

l po

litica

l and

so

cio-e

cono

mic

envir

onme

nts do

no

t neg

ate ga

ins

at thi

s lev

el•

Adeq

uate

infra

struc

ture

(inclu

ding I

CT) is

de

velop

ed an

d ma

intain

ed•

Natio

nal p

olicie

s, int

erna

tiona

l ev

ents

and u

nfair

comp

etitio

n do n

ot co

mpro

mise

gains

• Co

mplem

entar

y an

d ena

bling

po

licies

and l

egal

frame

works

are

deve

loped

and

imple

mente

d

Resu

ltsIn

dica

tors

Base

line

Targ

et b

y 201

8So

urce

s of

verifi

catio

nAs

sum

ptio

ns

Resu

lt 2.1.

Fu

nctio

nal

inter

actio

ns an

d pa

rtner

ships

for

creati

ng ca

pacit

y am

ong f

arme

rs,

rese

arch

, edu

catio

n, ex

tensio

n, tra

de

and a

gribu

sines

s or

ganiz

ation

s

2.1.1.

Num

ber o

f agr

ibusin

ess i

nnov

ation

s pro

moted

to

comm

ercia

lisati

on le

vel

015

SP

2 pr

ogre

ss

repo

rtsUn

iBRA

IN in

itiativ

e re

ports

2.1.2.

Num

ber o

f agr

ibusin

ess g

radu

ates s

uppo

rted

to de

velop

into

efficie

nt en

trepr

eneu

rs 0

1560

2.1.3.

Num

ber o

f inno

vativ

e outp

uts, e

xper

ience

s an

d pra

ctice

s sha

red a

nd sc

aled u

p0

15

2.1.4.

Num

ber o

f AFA

AS pr

ogra

mmes

integ

rated

as

part

of the

who

le ag

ricult

ural

innov

ation

sy

stem

in Af

rica

TBD

TBD

2.1.5.

Num

ber o

f new

‘agr

ipren

eursh

ips’ a

nd

busin

ess p

artne

rships

catal

ysed

TBD

TBD

2.1.6.

Rati

o of m

en an

d wom

en in

volve

d in t

he ne

w ‘ag

ripre

neur

ship’

and b

usine

ss pa

rtner

ships

TBD

TBD

Resu

lt 2.2.

Ad

opted

me

chan

isms f

or

artic

ulatin

g dem

and

and s

treng

thene

d ca

pacit

y to r

espo

nd

2.2.1.

A fu

nctio

nal c

apac

ity da

tabas

e on s

ource

s of

Agric

ultur

al R&

D ex

pertis

e ins

ide an

d outs

ide

Afric

a

01

2.2.2.

A fu

nctio

nal e

-Cap

acity

platf

orm

and

know

ledge

centr

e0

1

2.2.3.

Pro

portio

n of in

stitut

ions a

nd pr

ogra

mmes

us

ing th

e e-C

apac

ity pl

atfor

m in

targe

t co

untrie

s

050

perce

nt

2.2.4.

Lev

el of

prog

ress

ive im

prov

emen

t on t

he

status

of su

pply

and d

eman

d for

agric

ultur

al inn

ovati

on re

sear

ch an

d cap

acitie

s

Very

lowHi

gh

2.2.5.

Pro

portio

n of a

gricu

ltura

l sec

tors s

uppo

rted

by C

entre

s of E

xcell

ence

TBD

TBD


Resu

ltsIn

dica

tors

Base

line

Targ

et b

y 201

8So

urce

s of

verifi

catio

nAs

sum

ptio

ns

Resu

lt 2.3.

Co

mmun

ities o

f pr

actic

e add

ress

ing

identi

fied c

apac

ity

defic

its (in

the d

esign

an

d imp

lemen

tation

of

R&D

prog

ramm

es)

in a g

ende

r-sen

sitive

ma

nner

2.3.1.

Num

ber o

f res

earch

and c

apac

ity-

stren

gthen

ing in

itiativ

es id

entifi

ed, a

nalys

ed

and s

treng

thene

d

57

SP2 r

epor

ts

2.3.2.

Num

ber o

f new

publi

c–pr

ivate

and

priva

te–pr

ivate

‘agrip

rene

ursh

ip’ an

d bus

iness

pa

rtner

ships

supp

orted

to im

prov

e cur

ricula

an

d qua

lity of

lear

ning

TBD

5

2.3.3.

Num

ber o

f use

r-frie

ndly

and g

ende

r-sen

sitive

ap

proa

ches

for h

uman

and i

nstitu

tiona

l ca

pacit

y stre

ngthe

ning d

evelo

ped

and p

romo

ted, e

spec

ially

amon

g rur

al co

mmun

ities

TBD

10

2.3.4.

Num

ber o

f cou

ntries

activ

ely su

ppor

ted in

the

desig

n and

imple

menta

tion o

f CAA

DP

Comp

acts

and i

nves

tmen

t plan

s

TBD

TBD

2.3.5.

Num

ber o

f CGI

AR an

d othe

r IAR

Cs

activ

ely in

volve

d in p

romo

ting s

ucce

ssful

im

pleme

ntatio

n of C

AADP

proc

esse

s at

natio

nal a

nd re

giona

l leve

ls

TBD

TBD

61

Resu

ltsIn

dica

tors

Base

line

Targ

et b

y 201

8So

urce

s of

verifi

catio

nAs

sum

ptio

ns

Resu

lt 2.4.

St

reng

thene

d hum

an,

orga

nizati

onal

and i

nstitu

tiona

l ca

pacit

ies fo

r gen

der-

sens

itive a

gricu

ltura

l inn

ovati

on

2.4.1.

Num

ber o

f ana

lysis

repo

rts do

cume

nting

ev

idenc

e to s

uppo

rt inc

reas

ed in

vestm

ents

in ca

pacit

y stre

ngthe

ning

TBD

TBD

2.4.2.

Num

ber o

f gen

der-d

isagg

rega

ted ev

idenc

e-ba

sed a

nalys

is re

ports

avail

able

TBD

TBD

2.4.3.

Num

ber o

f NAR

S su

ppor

ted an

d refo

rmed

int

o mult

i-disc

iplina

ry, m

ulti-in

stitut

ional

and

multi-

stake

holde

r lear

ning a

nd in

nova

tion

syste

ms th

roug

h holi

stic a

nalys

es, r

eview

s an

d mon

itorin

g

310

2.4.4.

Num

ber o

f bes

t pra

ctice

s for

tech

nolog

y int

rodu

ction

and d

issem

inatio

n rev

iewed

an

d imp

rove

d to i

ncor

pora

te all

leve

ls of

the

agric

ultur

e valu

e cha

in

714

2.4.5.

Num

ber o

f meth

odolo

gies f

or m

onito

ring

institu

tiona

l cha

nge d

evelo

ped,

valid

ated a

nd

popu

larise

d

12

2.4.6.

Num

ber o

f lear

ning p

latfor

ms de

velop

ed an

d the

ir use

facil

itated

at na

tiona

l, sub

-regio

nal

and c

ontin

ental

leve

ls

13

2.4.7.

Rati

o of m

en an

d wom

en us

ing th

ese l

earn

ing

platfo

rms

TBD

TBD

2.4.8.

Num

ber o

f bes

t pra

ctice

s for

huma

n and

ins

titutio

nal c

apac

ity st

reng

thenin

g tes

ted an

d sc

aled u

p

12


Activ

ities

Inpu

ts / B

udge

t2.

1

Func

tiona

l Inte

racti

ons a

nd p

artn

ersh

ips fo

r cre

ating

capa

city a

mon

g fa

rmer

s, re

sear

ch, e

duca

tion,

exte

nsion

, tra

de a

nd a

gribu

sines

s or

ganis

ation

s2.1

.1. S

uppo

rting a

nd pr

omoti

ng co

mmer

cialis

ation

of ag

ribus

iness

inno

vatio

ns

2.1.2.

Fac

ilitati

ng te

rtiary

educ

ation

al ins

titutio

ns to

prod

uce a

gribu

sines

s gra

duate

s with

the p

otenti

al to

beco

me ef

ficien

t entr

epre

neur

s thr

ough

lin

kage

s, att

achm

ent o

f stud

ents

and s

o on

2.1.3.

Sha

ring a

nd sc

aling

up in

nova

tive o

utputs

, exp

erien

ces a

nd pr

actic

es2.1

.4. E

nsur

ing th

at AF

AAS

rema

ins in

volve

d with

othe

r reg

ional

rese

arch

, edu

catio

n and

farm

er or

ganiz

ation

s so t

hat it

s pro

gram

mes w

ill be

int

egra

ted as

part

of the

who

le ag

ricult

ural

innov

ation

syste

m2.1

.5. C

atalys

ing ne

w pa

rtner

ships

and c

onne

cting

with

priva

te se

ctor f

or ‘a

gripr

eneu

rship’

and b

usine

ss2.2

. Ad

opte

d m

echa

nism

s for

arti

culat

ing d

eman

d an

d str

engt

hene

d ca

pacit

y to

resp

ond

2.2.1.

Esta

blish

ing a

know

ledge

bank

of ex

pertis

e and

capa

city b

oth w

ithin

and o

utside

Afric

a for

Afric

an or

ganiz

ation

s to d

raw

upon

2.2.2.

Dev

elopin

g a re

giona

l mec

hanis

m for

infor

matio

n exc

hang

e and

the s

harin

g of te

achin

g and

lear

ning e

xper

ience

s usin

g FAR

A’s ex

isting

inf

orma

tion s

ystem

s, su

ch as

RAI

LS2.2

.3. S

treng

thenin

g cap

acity

to en

able

optim

al us

e of IC

T as

a tea

ching

and t

raini

ng ai

d and

estab

lishin

g and

facil

itatin

g the

e-Ca

pacit

ies pl

atfor

m an

d kno

wled

ge ce

ntre

2.2.4.

Matc

hing a

nd fo

reca

sting

supp

ly an

d dem

and i

n agr

icultu

ral in

nova

tion r

esea

rch an

d cap

acitie

s2.

3.

Com

mun

ities o

f pra

ctice

add

ress

ing id

entifi

ed ca

pacit

y defi

cits (

in th

e de

sign

and

imple

men

tatio

n of

R&D

pro

gram

mes

) in

a ge

nder

sens

itive

man

ner

2.3.1.

Iden

tifying

, com

piling

and a

nalys

ing on

going

and p

lanne

d res

earch

and c

apac

ity-st

reng

thenin

g init

iative

s2.3

.2. F

acilit

ating

inter

actio

ns be

twee

n stro

nger

and w

eake

r insti

tution

s thr

ough

twinn

ing, in

terns

hips,

indus

trial a

ttach

ments

, men

toring

, etc.

and

impr

oving

teac

hing c

urric

ula to

impr

ove t

he qu

ality

of ed

ucati

on2.3

.3. Id

entify

ing an

d pro

motin

g suit

able

teach

ing, le

arnin

g and

know

ledge

-shar

ing ap

proa

ches

that

are u

ser-f

riend

ly an

d gen

der-s

ensit

ive in

rura

l co

mmun

ities

2.3.4.

Sup

portin

g cap

acity

stre

ngthe

ning f

or co

untrie

s, RE

Cs an

d SRO

s in t

he de

sign a

nd im

pleme

ntatio

n of C

AADP

comp

acts

and i

nves

tmen

t plan

s2.3

.5. M

obilis

ing an

d matc

hing c

apac

ities o

f all p

layer

s in R

&D (e

g, CG

IAR

and o

ther I

ARCs

) to s

uppo

rt co

untrie

s in t

heir C

AADP

proc

esse

s 2.

4.

Stre

ngth

ened

hum

an, o

rgan

isatio

n an

d ins

titutio

nal c

apac

ities f

or g

ende

r sen

sitive

agr

icultu

ral in

nova

tion

2.4.1.

Con

ducti

ng st

rateg

ic an

alyse

s to g

ener

ate ev

idenc

e to s

uppo

rt inc

reas

ed in

vestm

ents

in ca

pacit

y stre

ngthe

ning

2.4.2.

Con

ducti

ng ho

listic

insti

tution

al an

alyse

s, re

views

and m

onito

ring o

f NAR

S to

help

them

beco

me m

ore c

ompe

titive

and m

arke

t-driv

en an

d en

cour

age g

ende

r equ

ity

2.4.3.

Rev

iewing

curre

nt ap

proa

ches

for s

treng

thenin

g cap

acitie

s of e

nd us

ers f

or in

trodu

ction

and u

ptake

of ne

w tec

hnolo

gies

2.4.4.

Dev

elopin

g, va

lidati

ng an

d pop

ularis

ing m

ethod

ologie

s for

mon

itorin

g ins

titutio

nal c

hang

e2.4

.5. E

stabli

shing

lear

ning p

latfor

ms at

natio

nal, s

ub-re

giona

l and

conti

nenta

l leve

ls to

prom

ote le

sson

s and

best

prac

tices

for in

stitut

ional

chan

ge2.4

.6. C

atalys

ing de

velop

ment,

testi

ng an

d sca

ling u

p of n

ew ap

proa

ches

for h

uman

and i

nstitu

tiona

l cap

acity

stre

ngthe

ning

63

Tabl

e A3.4

. Stra

tegi

c Prio

rity 3

– Cr

eatin

g an

enab

ling

envir

onm

ent f

or im

plem

enta

tion

Resu

ltsIn

dica

tors

Base

line

Targ

et 20

18So

urce

s of v

erifi

catio

nAs

sum

ptio

nsKe

y res

ult

3: C

reat

ing

an en

ablin

g en

viron

men

t fo

r inc

reas

ed

agric

ultu

ral

rese

arch

for

deve

lopm

ent

inve

stm

ent a

nd

impl

emen

tatio

n of

agric

ultu

ral

inno

vatio

n sy

stem

s in

a ge

nder

-se

nsiti

ve m

anne

r

3.1.

Numb

er of

evide

nce-

base

d, ge

nder

-dis

aggr

egate

d poli

cy ad

voca

cy an

d for

mulat

ion to

ols/ac

tions

in su

ppor

t of

agric

ultur

al inn

ovati

on an

d mar

kets

being

us

ed by

actor

s3.2

. Nu

mber

of co

untrie

s and

REC

s in w

hich

FAAP

princ

iples

and g

uideli

nes h

ave b

een

embe

dded

in na

tiona

l Com

pacts

and A

FSIP

s3.3

. Le

vels

of im

prov

emen

t in av

ailab

ility a

nd us

e of

deve

lopme

nt co

mmun

icatio

n stra

tegies

and

syste

ms, in

cludin

g ICT

s3.4

. Nu

mber

and d

iversi

ty of

(poli

cy) a

ctors

addr

essin

g reg

ional

agric

ultur

al an

d tra

de

issue

s3.5

. Nu

mber,

leve

l of it

erati

on an

d usa

ge of

inf

orma

tion a

nd kn

owled

ge m

anag

emen

t pla

tform

s3.6

. Nu

mber

of ge

nder

-focu

sed c

ontin

ental

pla

tform

s for

comm

unica

tion a

nd ad

voca

cy

mess

ages

deve

loped

and m

ade a

vaila

ble to

inf

o-po

licy a

nd pr

actic

e at a

ll lev

els3.7

. Nu

mber

of ge

nder

-sens

itive m

ethod

ologie

s an

d ICT

s utili

sed a

t var

ious l

evels

of

agric

ultur

al ex

tensio

n, ed

ucati

on an

d re

sear

ch

Base

lines

TBD

75 pe

rcent

of the

coun

tries

and R

ECs h

ave

embe

dded

FA

AP pr

incipl

es

10 ev

idenc

e-ba

sed

advo

cacy

too

ls/ac

tions

pr

oduc

ed an

d dis

semi

nated

Coun

try an

d REC

re

ports

AU–N

EPAD

repo

rtsFA

RA re

ports

1. Na

tiona

l and

int

erna

tiona

l poli

tical

and s

ocio-

econ

omic

envir

onme

nts do

not

nega

te ga

ins at

this

level

2. Ad

equa

te inf

rastr

uctur

e (in

cludin

g ICT

) is

deve

loped

and

maint

ained

3. Na

tiona

l poli

cies,

inter

natio

nal

even

ts an

d unfa

ir co

mpeti

tion d

o not

comp

romi

se ga

ins4.

Comp

lemen

tary a

nd

enab

ling p

olicie

s and

leg

al fra

mewo

rks

are d

evelo

ped a

nd

imple

mente

d


Resu

ltsIn

dica

tors

Base

line

Targ

et 20

18So

urce

s of v

erifi

catio

nAs

sum

ptio

nsRe

sult 3

.1.

Evide

nce-

base

d po

licy f

ormu

lation

, de

cision

-mak

ing an

d inv

estm

ent

3.1.1.

Num

ber o

f con

tinen

tal pl

atfor

ms es

tablis

hed

and f

acilit

ated

3.1.2.

Num

ber o

f poli

cy an

alysis

stud

ies un

derta

ken

and e

viden

ce ge

nera

ted to

supp

ort a

dvoc

acy

camp

aigns

010

3.1.3.

Lev

el of

harm

onisa

tion o

f inve

stmen

ts in

Afric

an ag

ricult

ural

innov

ation

syste

ms

TBD

TDB

3.1.4.

Num

ber o

f doc

umen

ted su

cces

ses

and f

ailur

es in

Afric

an ag

ricult

ural

R&D

unde

rtake

n to e

nhan

ce ev

idenc

e-ba

sed

CAAD

P po

licy-m

aking

proc

ess

25

3.1.5.

Num

ber o

f high

-leve

l dele

gates

partic

ipatin

g in

each

conv

ened

conti

nenta

l plat

form

for

advo

cacy

and c

ommu

nicati

ng po

licy i

ssue

s (a

t leas

t 30 p

erce

nt wo

men)

2540

Resu

lt 3.2.

FAAP

pr

incipl

es an

d gu

idelin

es em

bedd

ed

in all

aspe

cts of

CA

ADP

plann

ing an

d im

pleme

ntatio

n

3.2.1.

Pro

portio

n of n

ation

al an

d reg

ional

CAAD

P Co

mpac

ts wi

th FA

AP pr

incipl

es an

d gu

idelin

es em

bedd

ed

TBD

90 pe

rcent

3.2.2.

Lev

el of

stand

ardis

ation

/integ

ratio

n and

ap

plica

tion o

f M&E

syste

m for

trac

king

adhe

renc

e to F

AAP

princ

iples

and g

uideli

nes

in the

deve

lopme

nt of

Agric

ultur

al Pr

oduc

tivity

Pr

ojects

(APP

s)

TBD

TBD

3.2.3.

Qua

lity of

syste

m for

mob

ilising

tech

nical

assis

tance

for t

he C

AADP

Tech

nical

Grou

p of

Expe

rts (T

GE)

Low

High

Resu

lt 3.3.

Inf

orma

tion a

nd

know

ledge

for

learn

ing ex

chan

ge in

ag

ricult

ural

innov

ation

kn

owled

ge sy

stems

av

ailab

le an

d use

d

3.3.1.

Num

ber o

f use

rs ac

cess

ing th

e con

tinen

tal

infor

matio

n-ex

chan

ge pl

atfor

ms (R

AILS

and

FARA

porta

l)

15,00

0 p.a.

30,00

0 p.a.

3.3.2.

Num

ber o

f use

rs ac

cess

ing D

ONAT

A lea

rning

an

d inn

ovati

on pl

atfor

ms

TBD

35,00

0 p.a.

3.3.3.

Per

centa

ge in

creas

e in t

he nu

mber

of

inter

linke

d kno

wled

ge-m

anag

emen

t por

tals

addr

essin

g eme

rging

issu

es

TBD

30 pe

rcent

65

Resu

ltsIn

dica

tors

Base

line

Targ

et 20

18So

urce

s of v

erifi

catio

nAs

sum

ptio

ns3.3

.4. N

umbe

r of o

pen-

acce

ss ag

ricult

ural

infor

matio

n plat

forms

inter

linke

d by R

AILS

2

4

3.3.5.

Num

ber o

f gen

der-s

ensit

ive to

ols av

ailab

le for

captu

ring,

pack

aging

and d

issem

inatin

g ag

ricult

ural

infor

matio

n for

trad

e and

inv

estm

ent id

entifi

ed an

d app

lied

02

3.3.6.

Num

ber o

f kno

wled

ge m

anag

emen

t str

ategie

s intr

oduc

ed su

ppor

ting a

gricu

ltura

l re

sear

ch fo

r dev

elopm

ent

24

Resu

lt 3.4.

Criti

cal

mass

of po

licy

make

rs an

d adv

ocac

y ag

ents

avoid

ing

dupli

catio

n and

fillin

g cri

tical

gaps

at th

e co

ntine

ntal le

vel

3.4.1.

Pro

portio

n of n

eeds

and c

onstr

aints

in the

fun

ction

ing of

inno

vatio

n plat

forms

at in

tra-

and i

nter-r

egion

al lev

els in

Afric

a ide

ntifie

d an

d vali

dated

TBD

TBD

3.4.2.

Num

ber o

f bes

t pra

ctice

s for

enha

ncing

ag

ricult

ural

innov

ation

in A

frica p

ublis

hed a

nd

disse

mina

ted

TBD

TBD

3.4.3.

Pro

portio

n of ta

rgete

d ben

eficia

ries,

NARS

an

d SRO

s ado

pting

impr

oved

inno

vatio

n-sy

stems

appr

oach

es

55 pe

r cen

t80

per c

ent

3.4.4.

Pro

portio

n of F

ARA

budg

et re

pres

entin

g ne

w pa

n-Af

rican

agric

ultur

al re

sear

ch-fo

r-de

velop

ment

initia

tives

emer

ging i

n res

pons

e to

dema

nd ex

pres

sed b

y FAR

A’s co

nstitu

ents

TBD

10 pe

r cen

t

Resu

lt 3.5.

Ef

fectiv

e co

mmun

icatio

n str

ategie

s and

sy

stems

, inclu

ding

ICT,

for di

ssem

inatin

g an

d buil

ding

cons

tituen

cies f

or

polic

y cha

nges

3.5.1.

Pro

portio

n of in

tra-A

frica a

gricu

ltura

l inf

orma

tion a

nd kn

owled

ge sy

stems

that

are

ICT-

base

d

TBD

TBD

3.5.2.

Pro

portio

n of F

ARA

cons

tituen

t insti

tution

s in

Afric

a app

lying

stan

dard

ised M

&E

syste

ms fo

r inter

linke

d and

comp

lemen

tary

comm

unica

tion s

trateg

ies an

d sys

tems f

or

agric

ultur

al de

velop

ment

TBD

TBD

3.5.3.

Pro

portio

n of n

eeds

and d

eman

ds fo

r co

mmun

icatio

n amo

ng ag

ricult

ural

know

ledge

sy

stems

for A

frica’s

agric

ultur

e sati

sfied

TBD

TBD


Activ

ities

In

puts

/ Bud

get

3.1.1.

Esta

blish

ing an

d fac

ilitati

ng th

e use

of co

ntine

ntal p

latfor

ms su

ch as

eRAI

LS an

d AFA

PP fo

r com

munic

ating

advo

cacy

mes

sage

s to

polic

y mak

ers a

t all l

evels

3.1

.2. U

nder

taking

stra

tegic

polic

y stud

ies to

captu

re, a

nalys

e and

artic

ulate

succ

esse

s and

failu

res i

n Afric

an ag

ricult

ural

rese

arch

and

deve

lopme

nt to

enha

nce t

he ev

idenc

e-ba

sed C

AADP

polic

y-mak

ing pr

oces

s3.1

.3. U

nder

taking

stud

ies to

mon

itor t

he qu

antity

, leve

l and

harm

onisa

tion o

f inve

stmen

ts in

Afric

an ag

ricult

ural

innov

ation

3.1.4.

Diss

emina

ting p

olicy

rese

arch

outco

mes w

idely

throu

gh va

rious

chan

nels,

inclu

ding m

iniste

rial a

nd pa

rliame

ntary

confe

renc

es,

works

hops

and p

ublic

ation

s3.2

.1. F

acilit

ating

the i

ntegr

ation

of FA

AP pr

incipl

es an

d guid

eline

s into

natio

nal a

nd su

b-re

giona

l CAA

DP C

ompa

cts3.2

.2. M

onito

ring a

nd ev

aluati

ng th

e exte

nt of

coun

tries’

and R

ECs’

adhe

renc

e to F

AAP

princ

iples

and g

uideli

nes i

n the

deve

lopme

nt of

APPs

3.2.3.

Coo

rdina

ting t

he ac

tivitie

s of th

e CAA

DP na

tiona

l TGE

s and

prov

iding

tech

nical

back

stopp

ing to

the r

eview

of A

FSIP

s and

CAA

DP

proc

esse

s3.3

.1. F

acilit

ating

and m

anag

ing th

e con

tinen

tal kn

owled

ge-e

xcha

nge p

latfor

m (R

AILS

and F

ARA

porta

l)3.3

.2. F

acilit

ating

Afric

a-wi

de le

arnin

g and

inno

vatio

n plat

forms

(e.g.

DON

ATA)

3.3

.3. F

acilit

ating

linka

ges b

etwee

n kno

wled

ge-e

xcha

nge p

latfor

ms ba

sed o

n eme

rging

issu

es3.3

.4. ‘O

penin

g acc

ess’

to kn

owled

ge re

sour

ces f

or A

frican

agric

ultur

al re

sear

ch, e

xtens

ion, e

duca

tion,

farmi

ng co

mmun

ities a

nd tr

ade

3.3.5.

Iden

tifying

and r

ecom

mend

ing sy

stems

and t

ools

to ca

pture

, pac

kage

and d

issem

inate

agric

ultur

al kn

owled

ge an

d inn

ovati

on

3.3.6.

Dev

elopin

g guid

eline

s for

know

ledge

man

agem

ent in

agric

ultur

al re

sear

ch fo

r dev

elopm

ent

3.4.1.

Iden

tifying

and v

alida

ting t

he ne

eds a

nd co

nstra

ints a

ssoc

iated

with

the i

mplem

entat

ion of

effec

tive i

ntra-

conti

nenta

l and

inter

-re

giona

l inno

vatio

n plat

forms

3.4.2.

Iden

tifying

, pub

lishin

g and

diss

emina

ting b

est p

racti

ces,

includ

ing in

stitut

ional

chan

ges n

eces

sary

for en

hanc

ing ag

ricult

ural

innov

ation

in A

frica

3.4.3.

Spe

arhe

ading

the d

evelo

pmen

t and

mob

ilisati

on of

reso

urce

s for

new

pan-

Afric

an ag

ricult

ural

rese

arch

-for-d

evelo

pmen

t initia

tives

tha

t will

emer

ge in

resp

onse

to th

e dem

and e

xpre

ssed

by FA

RA’s

cons

tituen

ts3.5

.1. F

acilit

ating

the u

se of

ICTs

in or

ganis

ing in

forma

tion a

nd kn

owled

ge di

ssem

inatio

n amo

ng th

e agr

icultu

ral k

nowl

edge

syste

ms fo

r sc

aling

tech

nolog

ies, fa

cilita

ting t

rade

and b

uildin

g con

stitue

ncy

3.5.2.

Esta

blish

ing M

&E sy

stems

for in

ter-lin

ked a

nd co

mplem

entar

y com

munic

ation

stra

tegies

and s

ystem

s for

agric

ultur

al de

velop

ment

in Af

rica

3.5.3.

Sys

temati

cally

and d

ynam

ically

asse

ssing

the d

eman

ds fo

r com

munic

ation

amon

g agr

icultu

ral k

nowl

edge

syste

ms fo

r Afric

a’s

agric

ultur

e

67

Ann

ex 4

. FA

RA 2

014–

2018

bud

gets

This

Ann

ex p

rese

nts

the

scen

ario

bud

gets

: firs

t, t

he o

vera

ll su

mm

ary

and

then

the

indi

vidu

al s

cena

rio

budg

ets

in s

umm

ary

form

and

by

FARA

un

it (s

umm

ary

budg

ets)

.

Tabl

e A4.1

. Sum

mar

y by S

cena

rio

Cate

gory

Sc

enar

io 1

Scen

ario

2Sc

enar

io 3

MDTF

BFTO

TAL

MDTF

BFTO

TAL

MDTF

BFTO

TAL

Cate

gory

1 - S

trate

gic P

riorit

ies16

,952

58,50

075

,452

13,23

543

,871

57,10

68,9

9124

,000

32,99

1St

rate

gic P

riorit

y 1: V

ision

ing A

gricu

ltura

l Tr

ansfo

rmati

on3,7

0512

,350

16,05

52,6

759,2

6111

,936

1,784

5,000

6,784

Stra

tegi

c Prio

rity 2

: Inte

grati

ng C

apac

ities f

or C

hang

e3,7

0523

,340

27,04

52,7

2917

,505

20,23

41,7

8414

,000

15,78

4St

rate

gic P

riorit

y 3: E

nabli

ng en

virnm

ent fo

r im

pleme

ntatio

n 4,7

0722

,810

27,51

73,4

9617

,105

20,60

11,8

535,0

006,8

53

Monit

oring

and E

valua

tion

900

090

090

00

900

830

083

0Em

ergin

g and

Cro

ss C

utting

Issu

es93

50

935

935

093

574

00

740

Gend

er E

quali

ty3,0

000

3,000

2,500

02,5

002,0

000

2,000

Cate

gory

2 -

Pro

gram

me M

anag

emen

t5,2

150

5,215

5,215

05,2

155,2

150

5,215

Cor

pora

te Go

vern

ance

4,200

04,2

004,2

000

4,200

4,200

04,2

00

C

ommu

nicati

ons

500

050

050

00

500

500

050

0

Cate

gory

3 - S

taff C

osts

18,95

40

18,95

418

,954

018

,954

18,95

40

18,95

4

Cate

gory

4 - S

ub G

rants

17,05

00

17,05

012

,536

012

,536

8,026

08,0

26Gr

and

Tota

l62

,871

58,50

012

1,371

54,64

043

,871

98,51

145

,886

24,00

069

,886


Tabl

e A4.2

. Sce

nario

1 Su

mm

ary

Summ

ary M

TOP B

udge

t 201

4 - 20

18 (U

SD'00

0)20

1420

1520

1620

1720

18To

talMD

TFBF

TOTA

LMD

TFBF

TOTA

LMD

TFBF

TOTA

LMD

TFBF

TOTA

LMD

TFBF

TOTA

LMD

TFBF

TOTA

LCa

tegor

y 1 - S

trateg

ic Pr

ioritie

s2,6

7710

,077

12,75

42,9

6812

,632

15,60

03,2

5114

,129

17,38

03,9

2310

,879

14,80

24,1

3310

,783

14,91

616

,952

58,50

075

,452

Strat

egic

Prior

ity 1:

Vis

ioning

Agric

ultura

l Tra

nsfor

matio

n

526

3,120

3,646

602

5,120

5,722

665

1,370

2,035

926

1,370

2,296

986

1,370

2,356

3,705

12,35

016

,055

Strat

egic

Prior

ity 2:

Int

egrat

ing C

apac

ities f

or Ch

ange

526

3,540

4,066

602

3,600

4,202

665

8,280

8,945

926

4,380

5,306

986

3,540

4,526

3,705

23,34

027

,045

Strat

egic

Prior

ity 3:

En

ablin

g env

irnme

nt for

im

pleme

ntatio

n

750

3,417

4,167

834

3,912

4,746

951

4,479

5,430

1,051

5,129

6,180

1,121

5,873

6,994

4,707

22,81

027

,517

Monit

oring

and E

valua

tion

130

130

160

160

180

180

210

210

220

220

900

090

0Em

erging

and C

ross

Cuttin

g Iss

ues

145

145

170

170

190

190

210

210

220

220

935

093

5

Gend

er Eq

uality

600

600

600

600

600

600

600

600

600

600

3,000

03,0

00

Categ

ory 2

- P

rogram

me

Mana

geme

nt

988

988

1,012

1,012

1,042

1,042

1,071

1,071

1,102

1,102

5,215

05,2

15

Corpo

rate G

overn

ance

650

650

700

700

1,200

1,200

800

800

850

850

4,200

04,2

00

Comm

unica

tion

100

100

100

100

100

100

100

100

100

100

500

050

0

Categ

ory 3

- Staf

f Cos

ts3,4

303,4

303,6

023,6

023,7

823,7

823,9

713,9

714,1

694,1

6918

,954

018

,954

Categ

ory 4

- Sub

Gran

ts1,4

501,4

502,9

002,9

003,9

003,9

003,9

003,9

004,9

004,9

0017

,050

017

,050

Gran

d Tota

l9,2

9510

,077

19,37

211

,282

12,63

223

,914

13,27

514

,129

27,40

413

,765

10,87

924

,644

15,25

410

,783

26,03

762

,871

58,50

012

1,371

Tabl

e A4.3

. Sce

nario

1 Un

it Su

mm

ary

69

Sum

mar

y 5y

ears

Tota

l Bud

get

(by U

nit)

2014

- 20

18 (U

SD'00

0)MD

TFBi

later

al Pr

ogra

ms

Gran

d To

tal

ECF

M&E

ECCO

Gend

erSu

b Gr

ant

Prog

Mgt

CGCo

mm

Staf

f Cos

tSu

b-To

tal

Exec

utive

Dire

ctora

te1,3

824,2

0050

05,4

7011

,552

11,55

2

Stra

tegi

c Prio

rities

(SP)

12,11

790

093

53,0

0017

,050

635

00

8,914

43,55

158

,500

102,0

51De

puty

Exec

utive

Dire

ctora

te90

093

53,0

0015

53,4

268,4

168,4

16St

rate

gic P

riorit

y 1:

Visio

ning A

gricu

ltura

l Tr

ansfo

rmati

on

3,705

5,684

201,7

4111

,150

12,35

023

,500

Stra

tegi

c Prio

rity 2

: Int

egra

ting C

apac

ities f

or

Chan

ge

3,705

5,683

201,7

4111

,149

23,34

034

,489

Stra

tegi

c Prio

rity 3

: En

ablin

g env

irnme

nt for

im

pleme

ntatio

n

4,707

5,683

440

2,006

12,83

622

,810

35,64

6

Finan

ce

626

2,442

3,068

3,068

Huma

n Res

ource

s &

Admi

nistra

tion

2,573

2,127

4,700

4,700

Gran

d To

tal

12,11

790

093

53,0

0017

,050

5,216

4,200

500

18,95

362

,871

58,50

012

1,371


Tabl

e A4.4

. Sce

nario

2 Su

mm

ary

Summ

ary M

TOP B

udge

t 201

4 - 20

18 (U

SD'00

0)20

1420

1520

1620

1720

18To

talMD

TFBF

TOTA

LMD

TFBF

TOTA

LMD

TFBF

TOTA

LMD

TFBF

TOTA

LMD

TFBF

TOTA

LMD

TFBF

TOTA

LCa

tegor

y 1 - S

trateg

ic Pr

ioritie

s2,1

457,5

579,7

022,2

899,4

7411

,763

2,542

10,59

613

,138

3,054

8,158

11,21

23,2

058,0

8611

,291

13,23

543

,871

57,10

6

Strat

egic

Prior

ity 1:

Vis

ioning

Agric

ultura

l Tra

nsfor

matio

n

430

2,340

2,770

435

3,840

4,275

515

1,027

1,542

620

1,027

1,647

675

1,027

1,702

2,675

9,261

11,93

6

Strat

egic

Prior

ity 2:

Int

egrat

ing C

apac

ities f

or Ch

ange

380

2,655

3,035

424

2,700

3,124

445

6,210

6,655

730

3,285

4,015

750

2,655

3,405

2,729

17,50

520

,234

Strat

egic

Prior

ity 3:

En

ablin

g env

irnme

nt for

im

pleme

ntatio

n

560

2,562

3,122

600

2,934

3,534

712

3,359

4,071

784

3,846

4,630

840

4,404

5,244

3,496

17,10

520

,601

Monit

oring

and E

valua

tion

130

130

160

160

180

180

210

210

220

220

900

090

0Em

erging

and C

ross

Cuttin

g Iss

ues

145

145

170

170

190

190

210

210

220

220

935

093

5

Gend

er Eq

uality

500

500

500

500

500

500

500

500

500

500

2,500

02,5

00

Categ

ory 2

- Pr

ogram

me M

anag

emen

t98

898

81,0

121,0

121,0

421,0

421,0

711,0

711,1

021,1

025,2

150

5,215

Corpo

rate G

overn

ance

650

650

700

700

1,200

1,200

800

800

850

850

4,200

04,2

00Co

mmun

icatio

n10

010

010

010

010

010

010

010

010

010

050

00

500

Categ

ory 3

- Staf

f Cos

ts3,4

303,4

303,6

023,6

023,7

823,7

823,9

713,9

714,1

694,1

6918

,954

018

,954

Categ

ory 4

- Sub

Gran

ts1,0

361,0

362,1

252,1

252,8

752,8

752,8

752,8

753,6

253,6

2512

,536

012

,536

Gran

d Tota

l8,3

497,5

5715

,906

9,828

9,474

19,30

211

,541

10,59

622

,137

11,87

18,1

5820

,029

13,05

18,0

8621

,137

54,64

043

,871

98,51

1

Tabl

e A4.5

. Sce

nario

2 Un

it Su

mm

ary

71

Scen

ario

2 Su

mm

ary

5yea

rs To

tal B

udge

t (b

y Uni

t) 20

14 -

2018

(USD

'000)

MDTF

Bilat

eral

Prog

ram

sGr

and

Tota

lEC

F M&

EEC

COGe

nder

Sub

Gran

tPr

og M

gtCG

Com

mSt

aff

Cost

Sub-

Tota

l

Exec

utive

Dire

ctora

te1,3

814,2

0050

05,4

7011

,551

11,55

1

Stra

tegi

c Prio

rities

(SP)

8,900

900

935

2,500

12,53

663

50

08,9

1435

,320

43,87

179

,191

Depu

ty Ex

ecuti

ve D

irecto

rate

900

935

2,500

155

3,426

7,916

7,916

Stra

tegi

c Prio

rity 1

: Visi

oning

Ag

ricult

ural

Tran

sform

ation

2,675

4,178

201,7

418,6

149,2

6117

,875

Stra

tegi

c Prio

rity 2

: Inte

grati

ng

Capa

cities

for C

hang

e2,7

294,1

7820

1,741

8,668

17,50

526

,173

Stra

tegi

c Prio

rity 3

: Ena

bling

en

virnm

ent fo

r imple

menta

tion

3,496

4,180

440

2,006

10,12

217

,105

27,22

7

Finan

ce

626

2,442

3,068

3,068

Huma

n Res

ource

s & A

dmini

strati

on2,5

732,1

274,7

004,7

00Gr

and

Tota

l8,9

0090

093

52,5

0012

,536

5,215

4,200

500

18,95

454

,640

43,87

198

,511


Tabl

e A4.6

. Sce

nario

3 Su

mm

ary

Summ

ary M

TOP B

udge

t 201

4 - 20

18 (U

SD'00

0)20

1420

1520

1620

1720

18To

talMD

TFBF

TOTA

LMD

TFBF

TOTA

LMD

TFBF

TOTA

LMD

TFBF

TOTA

LMD

TFBF

TOTA

LMD

TFBF

TOTA

LCa

tegor

y 1 - S

trateg

ic Pr

ioritie

s1,3

934,8

006,1

931,5

834,8

006,3

831,7

294,8

006,5

292,1

134,8

006,9

132,1

734,8

006,9

738,9

9124

,000

32,99

1

Strat

egic

Prior

ity 1:

Vis

ioning

Agric

ultura

l Tra

nsfor

matio

n

250

1,000

1,250

301

1,000

1,301

333

1,000

1,333

450

1,000

1,450

450

1,000

1,450

1,784

5,000

6,784

Strat

egic

Prior

ity 2:

Int

egrat

ing C

apac

ities f

or Ch

ange

250

2,800

3,050

301

2,800

3,101

333

2,800

3,133

450

2,800

3,250

450

2,800

3,250

1,784

14,00

015

,784

Strat

egic

Prior

ity 3:

En

ablin

g env

irnme

nt for

im

pleme

ntatio

n

263

1,000

1,263

301

1,000

1,301

333

1,000

1,333

463

1,000

1,463

493

1,000

1,493

1,853

5,000

6,853

Monit

oring

and E

valua

tion

130

130

160

160

180

180

180

180

180

180

830

083

0Em

erging

and C

ross

Cuttin

g Iss

ues

100

100

120

120

150

150

170

170

200

200

740

074

0

Gend

er Eq

uality

400

400

400

400

400

400

400

400

400

400

2,000

02,0

00

Categ

ory 2

- Prog

ramme

Ma

nage

ment

988

988

1,012

1,012

1,042

1,042

1,071

1,071

1,102

1,102

5,215

05,2

15

Corp

orate

Gove

rnanc

e65

065

070

070

01,2

001,2

0080

080

085

085

04,2

000

4,200

Co

mmun

icatio

ns10

010

010

010

010

010

010

010

010

010

050

00

500

Categ

ory 3

- Staf

f Cos

ts3,4

303,4

303,6

023,6

023,7

823,7

823,9

713,9

714,1

694,1

6918

,954

018

,954

Categ

ory 4

- Sub

Gran

ts62

362

31,3

521,3

521,8

501,8

501,8

501,8

502,3

512,3

518,0

260

8,026

Gran

d Tota

l7,1

844,8

0011

,984

8,349

4,800

13,14

99,7

034,8

0014

,503

9,905

4,800

14,70

510

,745

4,800

15,54

545

,886

24,00

069

,886

Tabl

e A4.7

. Sce

nario

3 Un

it Su

mm

ary

73

Scen

ario

3 Su

mm

ary

5yea

rs To

tal B

udge

t (b

y Uni

t) 20

14 -

2018

(USD

'000)

MDTF

Bilat

eral

Prog

ram

sGr

and

Tota

lEC

F M&

EEC

CIGe

nder

Sub

Gran

tPr

og M

gtCG

Com

mSt

aff C

ost

Sub-

Tota

lEx

ecuti

ve D

irecto

rate

1,382

4,200

500

5,470

11,55

211

,552

Stra

tegi

c Prio

rities

(SP)

5,421

830

740

2,000

8,026

632

00

8,915

26,56

424

,000

50,56

4De

puty

Exec

utive

Dire

ctora

te83

074

02,0

0015

23,4

267,1

487,1

48St

rate

gic P

riorit

y 1: V

ision

ing

Agric

ultur

al Tr

ansfo

rmati

on1,7

842,6

7220

1,741

6,217

5,000

11,21

7

Stra

tegi

c Prio

rity 2

: Inte

grati

ng

Capa

cities

for C

hang

e1,7

842,6

7720

1,741

6,222

14,00

020

,222

Stra

tegi

c Prio

rity 3

: Ena

bling

en

virnm

ent fo

r imple

menta

tion

1,853

2,677

440

2,007

6,977

5,000

11,97

7

Finan

ce

627

2,442

3,069

3,069

Huma

n Res

ource

s &

Admi

nistra

tion

2,574

2,127

4,701

4,701

Gran

d To

tal

5,421

830

740

2,000

8,026

5,215

4,200

500

18,95

445

,886

24,00

069

,886

Tabl

e A4.8

. Exe

c Sum

mar

yUn

itUS

D'00

0Ex

ecuti

ve D

irecto

rate

11,55

2St

rateg

ic Pr

ioritie

s (SP

)10

2,051

Depu

ty Ex

ecuti

ve D

irecto

rate

8,416

Stra

tegic

Prior

ity 1:

Visi

oning

Agr

icultu

ral T

rans

forma

tion

23,50

0St

rateg

ic Pr

iority

2: In

tegra

ting C

apac

ities f

or C

hang

e34

,489

Stra

tegic

Prior

ity 3:

Ena

bling

envir

nmen

t for im

pleme

ntatio

n 35

,646

Finan

ce

3,068

Huma

n Res

ource

s & A

dmini

strati

on4,7

00Gr

and T

otal

121,3

71

Ann

ex 5

. Tab

le o

f acti

viti

es s

egre

gate

d by

sce

nari

o


Plea

se c

heck

Num

beri

ngSc

enar

io 3.

Act

ivitie

s tha

t will

be

inclu

ded

with

a bu

dget

of o

nly 6

0 pe

r cen

t of r

equi

rem

ent (

estim

ate

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0 M)

Scen

ario

2. A

ctivi

ties t

hat w

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inclu

ded

with

a b

udge

t of o

nly 8

0 per

cent

of r

equi

rem

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(est

imat

e USD

98 M

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Scen

ario

1. A

ctivi

ties t

hat w

ill be

inclu

ded

only

if th

e bud

get i

s 100

per

cent

of r

equi

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(est

imat

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120 M

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Activ

ity

scor

eMi

nus s

ign

indi

cate

s prio

rity

may

be r

educ

ed in

ca

se o

f ins

uffic

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budg

etSP

1: De

termi

ning o

utcom

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with

fores

ight, s

trateg

ic an

alysis

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artne

rships

Resu

lt 1.1

: High

-leve

l sta

keho

lder o

wner

ship

of g

ende

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d ev

idenc

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sed

infor

mat

ion a

nd p

olicy

reco

mm

enda

tions

der

ived

from

stra

tegic

ana

lysis

and

fore

sight

stud

iesDe

velop

ing an

d pilo

ting t

he us

e of

new

gend

er-se

nsitiv

e inte

grate

d pla

nning

tools

for a

sses

sing r

isks

and o

ppor

tunitie

s for

agric

ultur

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nsfor

matio

n

Deve

loping

and p

ilotin

g the

use o

f new

ge

nder

-sens

itive i

ntegr

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lannin

g too

ls for

as

sess

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ks an

d opp

ortun

ities f

or ag

ricult

ural

trans

forma

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Deve

loping

and p

ilotin

g the

use o

f new

ge

nder

-sens

itive i

ntegr

ated p

lannin

g too

ls for

as

sess

ing ris

ks an

d opp

ortun

ities f

or ag

ricult

ural

trans

forma

tion

10

Estab

lishin

g Afric

an C

hapte

r of th

e GF

AR G

lobal

Fore

sight

Acad

emy

; sup

portin

g stud

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ms at

the

conti

nenta

l and

SRO

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l; and

pr

ovidi

ng th

e tea

ms of

the A

frican

Ch

apter

of th

e GFA

R Gl

obal

Fore

sight

Acad

emy w

ith ad

minis

trativ

e su

ppor

t, qua

lity as

sura

nce,

M&E

and

comm

unica

tion s

ervic

es

Estab

lishin

g Afric

an C

hapte

r of th

e GFA

R Gl

obal

Fore

sight

Acad

emy ;

supp

ortin

g stud

y tea

ms at

the

conti

nenta

l and

SRO

leve

l; and

prov

iding

the

teams

of th

e Afric

an C

hapte

r of th

e GFA

R Gl

obal

Fore

sight

Acad

emy w

ith ad

minis

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port,

qu

ality

assu

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E an

d com

munic

ation

se

rvice

s

Estab

lishin

g Afric

an C

hapte

r of th

e GFA

R Gl

obal

Fore

sight

Acad

emy ;

supp

ortin

g stud

y tea

ms at

the

conti

nenta

l and

SRO

leve

l; and

prov

iding

the

teams

of th

e Afric

an C

hapte

r of th

e GFA

R Gl

obal

Fore

sight

Acad

emy w

ith ad

minis

trativ

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qu

ality

assu

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E an

d com

munic

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se

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10

Facil

itatin

g gen

der-s

ensit

ive fo

resig

ht pla

tform

s (in

the pr

ivate

secto

r inc

luding

farm

ers;

gove

rnme

nt an

d kn

owled

ge in

stitut

ions)

for de

velop

ing

alter

nativ

e sce

nario

s at s

ub-re

giona

l an

d con

tinen

tal le

vels

Facil

itatin

g gen

der-s

ensit

ive fo

resig

ht pla

tform

s (in

the pr

ivate

secto

r inclu

ding f

arme

rs; go

vern

ment

and k

nowl

edge

insti

tution

s) for

deve

loping

alt

erna

tive s

cena

rios a

t sub

-regio

nal a

nd

conti

nenta

l leve

ls

Facil

itatin

g gen

der-s

ensit

ive fo

resig

ht pla

tform

s (in

the pr

ivate

secto

r inclu

ding f

arme

rs; go

vern

ment

and k

nowl

edge

insti

tution

s) for

deve

loping

alt

erna

tive s

cena

rios a

t sub

-regio

nal a

nd

conti

nenta

l leve

ls

10

Conv

ening

conti

nenta

l think

tank

s to

analy

se ge

nder

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itive p

olicy

op

tions

for lo

nger

-term

agric

ultur

al tra

nsfor

matio

n

Conv

ening

conti

nenta

l think

tank

s to a

nalys

e ge

nder

-sens

itive p

olicy

optio

ns fo

r long

er-te

rm

agric

ultur

al tra

nsfor

matio

n

Conv

ening

conti

nenta

l think

tank

s to a

nalys

e ge

nder

-sens

itive p

olicy

optio

ns fo

r long

er-te

rm

agric

ultur

al tra

nsfor

matio

n

1 2–

75

Scen

ario

3. A

ctivi

ties t

hat w

ill be

in

clude

d wi

th a

budg

et o

f onl

y 60

per c

ent o

f req

uire

men

t (es

timat

e US

D70 M

)

Scen

ario

2. A

ctivi

ties t

hat w

ill be

inclu

ded

with

a b

udge

t of o

nly 8

0 per

cent

of r

equi

rem

ent

(est

imat

e USD

98 M

)

Scen

ario

1. A

ctivi

ties t

hat w

ill be

inclu

ded

only

if th

e bud

get i

s 100

per

cent

of r

equi

rem

ent

(est

imat

e USD

120 M

)

Activ

ity

scor

eMi

nus s

ign

indi

cate

s prio

rity

may

be r

educ

ed in

ca

se o

f ins

uffic

ient

budg

etFa

cilita

ting a

sses

smen

t of th

e dive

rse na

tiona

l an

d inte

rnati

onal

indica

tors u

sed t

o ass

ess

differ

ent d

evelo

pmen

t sce

nario

s thr

ough

diffe

rent

lense

s, lea

rning

from

the o

utcom

es of

the d

iffere

nt ap

proa

ches

and p

ersp

ectiv

es us

ed

Facil

itatin

g ass

essm

ent o

f the d

iverse

natio

nal

and i

ntern

ation

al ind

icator

s use

d to a

sses

s dif

feren

t dev

elopm

ent s

cena

rios t

hrou

gh di

ffere

nt len

ses,

learn

ing fr

om th

e outc

omes

of th

e diffe

rent

appr

oach

es an

d per

spec

tives

used

2–

Unde

r Sce

nario

2, th

ere w

ould

be pr

oacti

ve

enga

geme

nt wi

th the

priva

te se

ctor a

nd

asse

ssme

nt of

natio

nal in

dicato

rs for

scen

ario

asse

ssme

nts

Proa

ctive

enga

geme

nt wi

th the

priva

te se

ctor a

nd

asse

ssme

nt of

natio

nal in

dicato

rs for

scen

ario

asse

ssme

nts

Deve

loping

and p

ilotin

g the

use o

f new

integ

rated

too

ls for

asse

ssing

risks

and o

ppor

tunitie

s3

0

Facil

itatin

g, trig

gerin

g and

catal

ysing

the u

se

of inn

ovati

ve m

odels

and s

ystem

s-thin

king

appli

catio

ns to

guide

inve

stmen

t by c

ountr

ies an

d de

velop

ment

partn

ers

30

Seek

ing co

llabo

ratio

n and

partn

ersh

ips to

build

cu

stomi

sed p

lannin

g too

ls for

gaini

ng in

sights

into

the dy

nami

cs of

comp

lex sy

stems

and s

tubbo

rn,

wide

spre

ad ch

allen

ges

30

Unde

r Sce

nario

1, fo

resig

ht stu

dies,

enga

geme

nt wi

th the

priva

te se

ctor a

nd th

e ass

essm

ent o

f na

tiona

l indic

ators

would

be bo

lster

ed by

inno

vativ

e mo

dels

and s

ystem

s thin

king a

nd co

llabo

ratio

n in

build

ing cu

stomi

sed p

lannin

g too

ls


Scen

ario

3. A

ctivi

ties t

hat w

ill be

in

clude

d wi

th a

budg

et o

f onl

y 60

per c

ent o

f req

uire

men

t (es

timat

e US

D70 M

)

Scen

ario

2. A

ctivi

ties t

hat w

ill be

inclu

ded

with

a b

udge

t of o

nly 8

0 per

cent

of r

equi

rem

ent

(est

imat

e USD

98 M

)

Scen

ario

1. A

ctivi

ties t

hat w

ill be

inclu

ded

only

if th

e bud

get i

s 100

per

cent

of r

equi

rem

ent

(est

imat

e USD

120 M

)

Activ

ity

scor

eMi

nus s

ign

indi

cate

s prio

rity

may

be r

educ

ed in

ca

se o

f ins

uffic

ient

budg

etRe

sult 1

.2: F

uncti

onal

partn

ersh

ips an

d plat

forms

amon

g Afric

an st

akeh

older

s (int

ra-co

ntine

ntal) a

nd be

twee

n the

m an

d nor

thern

and s

outhe

rn pa

rtner

s (Af

rica–

South

, Afric

a–No

rth

and A

frica–

South

–Nor

th) fo

r agr

icultu

ral re

sear

ch an

d inn

ovati

onIde

ntifyi

ng an

d diss

emina

ting g

ende

r-se

nsitiv

e inn

ovati

ons (

institu

tiona

l, po

licy,

marke

t, tec

hnolo

gical)

and

best

prac

tices

for c

atalys

ing le

arnin

g am

ong a

gricu

ltura

l inno

vatio

n acto

rs

Proa

ctive

enga

geme

nt wi

th the

priva

te se

ctor a

nd

asse

ssme

nt of

natio

nal in

dicato

rs for

scen

ario

asse

ssme

nts

1–

Estab

lishin

g and

main

tainin

g a po

rtal

and f

acilit

ating

gend

er-se

nsitiv

e co

mmun

icatio

n plat

forms

and m

ulti-

stake

holde

r exc

hang

es fo

r sha

ring

lesso

ns an

d exp

erien

ces

Advo

catin

g for

the a

dopti

on of

Inno

vatio

n Sys

tems

Appr

oach

es-sp

ecific

ally I

AR4D

and I

nnov

ation

Pl

atfor

ms- r

elativ

e to c

onve

ntion

al ap

proa

ches

in

vario

us A

frican

conte

xts

Advo

catin

g for

the a

dopti

on of

Inno

vatio

n Sys

tems

Appr

oach

es-sp

ecific

ally I

AR4D

and I

nnov

ation

Pl

atfor

ms- r

elativ

e to c

onve

ntion

al ap

proa

ches

in

vario

us A

frican

conte

xts

10

Unde

r Sce

nario

3, ac

tivitie

s co

ntribu

ting t

o this

resu

lt wou

ld be

lim

ited t

o ide

ntifyi

ng an

d diss

emina

ting

institu

tiona

l poli

cy an

d mar

ket

innov

ation

s and

main

tainin

g a po

rtal

for sh

aring

less

ons

Estab

lishin

g and

main

tainin

g a po

rtal a

nd

facilit

ating

gend

er-se

nsitiv

e com

munic

ation

pla

tform

s and

mult

i-stak

ehold

er ex

chan

ges f

or

shar

ing le

sson

s and

expe

rienc

es

Estab

lishin

g and

main

tainin

g a po

rtal a

nd

facilit

ating

gend

er-se

nsitiv

e com

munic

ation

pla

tform

s and

mult

i-stak

ehold

er ex

chan

ges f

or

shar

ing le

sson

s and

expe

rienc

es

20

Mobil

izing

wide

stak

ehold

er bu

y-in f

rom

Afric

an

partn

ers f

or an

Afric

a-led

Scie

nce (

and I

nnov

ation

) ag

enda

for t

rans

formi

ng ag

ricult

ure

Mobil

izing

wide

stak

ehold

er bu

y-in f

rom

Afric

an

partn

ers f

or an

Afric

a-led

Scie

nce (

and I

nnov

ation

) ag

enda

for t

rans

formi

ng ag

ricult

ure

20

Synth

esisi

ng an

d diss

emina

ting b

est p

racti

ces

for en

hanc

ing th

e exc

hang

e of in

forma

tion a

nd

know

ledge

and f

or ca

talys

ing le

arnin

g thr

ough

ag

ricult

ural

innov

ation

platf

orms

Synth

esisi

ng an

d diss

emina

ting b

est p

racti

ces

for en

hanc

ing th

e exc

hang

e of in

forma

tion a

nd

know

ledge

and f

or ca

talys

ing le

arnin

g thr

ough

ag

ricult

ural

innov

ation

platf

orms

2–

Unde

r Sce

nario

s 2 an

d 1, th

e acti

vities

wou

ld inc

lude t

he sy

nthes

is of

best

prac

tices

for e

nhan

cing

exch

ange

77

Scen

ario

3. A

ctivi

ties t

hat w

ill be

in

clude

d wi

th a

budg

et o

f onl

y 60

per c

ent o

f req

uire

men

t (es

timat

e US

D70 M

)

Scen

ario

2. A

ctivi

ties t

hat w

ill be

inclu

ded

with

a b

udge

t of o

nly 8

0 per

cent

of r

equi

rem

ent

(est

imat

e USD

98 M

)

Scen

ario

1. A

ctivi

ties t

hat w

ill be

inclu

ded

only

if th

e bud

get i

s 100

per

cent

of r

equi

rem

ent

(est

imat

e USD

120 M

)

Activ

ity

scor

eMi

nus s

ign

indi

cate

s prio

rity

may

be r

educ

ed in

ca

se o

f ins

uffic

ient

budg

etRe

sult 1

.3: W

ide an

d high

-leve

l stak

ehold

er ow

nersh

ip an

d com

mitm

ent to

a co

mmon

Afric

an sc

ience

and i

nnov

ation

agen

da

Syste

matis

ing jo

int pr

iority

settin

g for

deter

minin

g adv

ance

s and

inv

estm

ents

in sc

ience

and t

echn

ology

Syste

matis

ing jo

int pr

iority

settin

g for

deter

minin

g ad

vanc

es an

d inv

estm

ents

in sc

ience

and

techn

ology

Syste

matis

ing jo

int pr

iority

settin

g for

deter

minin

g ad

vanc

es an

d inv

estm

ents

in sc

ience

and

techn

ology

10

Form

ulatin

g an A

frican

-own

ed an

d Af

rica-

led ag

ricult

ural

scien

ce ag

enda

for

Afric

a to s

erve

as an

orga

nising

fra

mewo

rk for

Afric

a’s ag

ricult

ural

scien

ce an

d tec

hnolo

gy pr

ogra

mmes

(re

sear

ch, e

xtens

ion an

d edu

catio

n)

with

those

of th

e CGI

AR an

d othe

r pa

rtner

s

Form

ulatin

g an A

frican

-own

ed an

d Afric

a-led

ag

ricult

ural

scien

ce ag

enda

for A

frica t

o ser

ve as

an

orga

nising

fram

ewor

k for

Afric

a’s ag

ricult

ural

scien

ce an

d tec

hnolo

gy pr

ogra

mmes

(res

earch

, ex

tensio

n and

educ

ation

) with

thos

e of th

e CGI

AR

and o

ther p

artne

rs

Form

ulatin

g an A

frican

-own

ed an

d Afric

a-led

ag

ricult

ural

scien

ce ag

enda

for A

frica t

o ser

ve as

an

orga

nising

fram

ewor

k for

Afric

a’s ag

ricult

ural

scien

ce an

d tec

hnolo

gy pr

ogra

mmes

(res

earch

, ex

tensio

n and

educ

ation

) with

thos

e of th

e CGI

AR

and o

ther p

artne

rs

10

Facil

itatin

g the

Stee

ring C

ommi

ttee o

f the

Dub

lin P

roce

ss to

activ

ely pu

rsue

optio

ns fo

r sha

red f

undin

g and

supp

ort

for th

e key

outco

mes o

f the D

ublin

Pr

oces

s for

shor

t-, m

edium

- and

lon

g-ter

m ac

tivitie

s in A

frica

Facil

itatin

g the

Stee

ring C

ommi

ttee o

f the D

ublin

Pr

oces

s to a

ctive

ly pu

rsue o

ption

s for

shar

ed

fundin

g and

supp

ort fo

r the

key o

utcom

es of

the

Dubli

n Pro

cess

for s

hort-

, med

ium- a

nd lo

ng-te

rm

activ

ities i

n Afric

a

Facil

itatin

g the

Stee

ring C

ommi

ttee o

f the D

ublin

Pr

oces

s to a

ctive

ly pu

rsue o

ption

s for

shar

ed

fundin

g and

supp

ort fo

r the

key o

utcom

es of

the

Dubli

n Pro

cess

for s

hort-

, med

ium- a

nd lo

ng-te

rm

activ

ities i

n Afric

a

10

Desig

ning,

deve

loping

and

imple

menti

ng ac

tions

to de

liver

on th

e G8

call f

or a

Tech

nolog

y Inn

ovati

on

Platf

orm

Desig

ning,

deve

loping

and i

mplem

entin

g acti

ons

to de

liver

on th

e G8 c

all fo

r a Te

chno

logy

Innov

ation

Plat

form

Desig

ning,

deve

loping

and i

mplem

entin

g acti

ons t

o de

liver

on th

e G8 c

all fo

r a Te

chno

logy I

nnov

ation

Pl

atfor

m

1–

Unde

r Sce

nario

s 2 an

d 3,

activ

ities u

nder

this

resu

lt will

be lim

ited t

o sys

temisi

ng jo

int

prior

ity se

tting a

nd pr

ogra

mming

betw

een t

he C

GIAR

and C

AADP

and d

evelo

ping a

ction

on

the G

8 call

for a

Tech

nolog

y Inn

ovati

on P

latfor

m

Facil

itatin

g the

align

ment

of the

CGI

AR an

d othe

r IA

RCs i

n imp

lemen

ting t

he co

mmitm

ents

and

prior

ities e

labor

ated i

n the

CAA

DP A

FSIP

s

20

Deve

loping

map

ping t

ools

and o

ther a

nalyt

ical

reso

urce

s to f

acilit

ate pr

ogra

mmati

c alig

nmen

t be

twee

n CAA

DP an

d CGI

AR re

sear

ch pr

ogra

mmes

at

ever

y lev

el ac

ross

Afric

a

2–


Scen

ario

3. A

ctivi

ties t

hat w

ill be

in

clude

d wi

th a

budg

et o

f onl

y 60

per c

ent o

f req

uire

men

t (es

timat

e US

D70 M

)

Scen

ario

2. A

ctivi

ties t

hat w

ill be

inclu

ded

with

a b

udge

t of o

nly 8

0 per

cent

of r

equi

rem

ent

(est

imat

e USD

98 M

)

Scen

ario

1. A

ctivi

ties t

hat w

ill be

inclu

ded

only

if th

e bud

get i

s 100

per

cent

of r

equi

rem

ent

(est

imat

e USD

120 M

)

Activ

ity

scor

eMi

nus s

ign

indi

cate

s prio

rity

may

be r

educ

ed in

ca

se o

f ins

uffic

ient

budg

etUn

der S

cena

rios 2

and 1

, ther

e wou

ld be

activ

ities i

n res

pect

of fac

ilitati

ng C

AADP

and C

GIAR

agen

cies

worki

ng to

gethe

r and

deve

loping

map

ping t

ools

and o

ther a

nalyt

ical re

sour

ces

Identi

fying

whe

re ad

vanc

es in

scien

ce

and t

echn

ology

in A

frican

agric

ultur

e ar

e nee

ded a

nd ca

n fea

sibly

be us

ed

Identi

fying

whe

re ad

vanc

es in

scien

ce an

d tec

hnolo

gy in

Afric

an ag

ricult

ure a

re ne

eded

and

can f

easib

ly be

used

1–

Unde

r Sce

nario

3, th

e com

mitm

ent

would

be to

a co

mmon

Afric

an sc

ience

ag

enda

for a

gricu

lture

with

activ

ities t

o en

sure

that

the ag

enda

is A

frican

-ow

ned,

identi

fying

whe

re ad

vanc

es in

sc

ience

are n

eede

d and

facil

itatin

g the

Du

blin P

roce

ssIde

ntifyi

ng in

vestm

ents

(e.g.

, scie

ntific

inf

rastr

uctur

e, hu

man c

apita

l, ins

titutio

nal c

apac

ity)

that w

ill be

need

ed to

mak

e scie

ntific

adva

nces

po

ssibl

e

Identi

fying

inve

stmen

ts (e

.g., s

cienti

fic

infra

struc

ture,

huma

n cap

ital, i

nstitu

tiona

l cap

acity

) tha

t will

be ne

eded

to m

ake s

cienti

fic ad

vanc

es

poss

ible

2–

Unde

r Sce

nario

s 2 an

d 1, th

e acti

vities

wou

ld inc

lude i

denti

fying

the m

ost p

romi

sing i

nves

tmen

ts in

makin

g scie

ntific

adva

nces

SP2:

Inte

grat

ing

capa

cities

for c

hang

e – b

y con

nect

ing

and

learn

ing

Resu

lt 2.1

: Int

erac

tions

and

par

tner

ships

am

ong

farm

er, re

sear

ch, e

duca

tion,

exte

nsion

and

agr

ibusin

ess o

rgan

izatio

ns fa

cilita

ted

2.1.1.

Sup

portin

g and

prom

oting

co

mmer

cialis

ation

of ag

ribus

iness

inn

ovati

ons

2.1.1.

Sup

portin

g and

prom

oting

comm

ercia

lisati

on

of ag

ribus

iness

inno

vatio

ns

2.1.1.

Sup

portin

g and

prom

oting

comm

ercia

lisati

on

of ag

ribus

iness

inno

vatio

ns

10

2.1.2.

Fac

ilitati

ng te

rtiary

educ

ation

al ins

titutio

ns to

prod

uce a

gribu

sines

s gr

adua

tes w

ith th

e pote

ntial

to be

come

effi

cient

entre

pren

eurs

throu

gh

linka

ges,

attac

hmen

t of s

tuden

ts an

d so

on

2.1.2.

Fac

ilitati

ng te

rtiary

educ

ation

al ins

titutio

ns to

pr

oduc

e agr

ibusin

ess g

radu

ates w

ith th

e pote

ntial

to be

come

effic

ient e

ntrep

rene

urs t

hrou

gh

linka

ges,

attac

hmen

t of s

tuden

ts an

d so o

n

2.1.2.

Fac

ilitati

ng te

rtiary

educ

ation

al ins

titutio

ns to

pr

oduc

e agr

ibusin

ess g

radu

ates w

ith th

e pote

ntial

to be

come

effic

ient e

ntrep

rene

urs t

hrou

gh lin

kage

s, att

achm

ent o

f stud

ents

and s

o on

10

79

Scen

ario

3. A

ctivi

ties t

hat w

ill be

in

clude

d wi

th a

budg

et o

f onl

y 60

per c

ent o

f req

uire

men

t (es

timat

e US

D70 M

)

Scen

ario

2. A

ctivi

ties t

hat w

ill be

inclu

ded

with

a b

udge

t of o

nly 8

0 per

cent

of r

equi

rem

ent

(est

imat

e USD

98 M

)

Scen

ario

1. A

ctivi

ties t

hat w

ill be

inclu

ded

only

if th

e bud

get i

s 100

per

cent

of r

equi

rem

ent

(est

imat

e USD

120 M

)

Activ

ity

scor

eMi

nus s

ign

indi

cate

s prio

rity

may

be r

educ

ed in

ca

se o

f ins

uffic

ient

budg

et2.1

.3. S

harin

g and

scali

ng up

inn

ovati

ve ou

tputs,

expe

rienc

es an

d pr

actic

es

2.1.3.

Sha

ring a

nd sc

aling

up in

nova

tive o

utputs

, ex

perie

nces

and p

racti

ces

2.1.3.

Sha

ring a

nd sc

aling

up in

nova

tive o

utputs

, ex

perie

nces

and p

racti

ces

10

2.1.4.

Ens

uring

that

AFAA

S re

mains

inv

olved

with

othe

r reg

ional

rese

arch

, ed

ucati

on an

d far

mer o

rgan

izatio

ns so

tha

t its p

rogr

amme

s will

be in

tegra

ted

as pa

rt of

the w

hole

agric

ultur

al inn

ovati

on sy

stem

2.1.4.

Ens

uring

that

AFAA

S re

mains

invo

lved

with

other

regio

nal re

sear

ch, e

duca

tion a

nd

farme

r org

aniza

tions

so th

at its

prog

ramm

es w

ill be

integ

rated

as pa

rt of

the w

hole

agric

ultur

al inn

ovati

on sy

stem

2.1.4.

Ens

uring

that

AFAA

S re

mains

invo

lved

with

other

regio

nal re

sear

ch, e

duca

tion a

nd

farme

r org

aniza

tions

so th

at its

prog

ramm

es w

ill be

integ

rated

as pa

rt of

the w

hole

agric

ultur

al inn

ovati

on sy

stem

20

2.1.5.

Cata

lysing

new

partn

ersh

ips

and c

onne

cting

with

priva

te se

ctor f

or

‘agrip

rene

ursh

ip’ an

d bus

iness

2.1.5.

Cata

lysing

new

partn

ersh

ips an

d con

necti

ng

with

priva

te se

ctor f

or ‘a

gripr

eneu

rship’

and

busin

ess

2.1.5.

Cata

lysing

new

partn

ersh

ips an

d con

necti

ng

with

priva

te se

ctor f

or ‘a

gripr

eneu

rship’

and

busin

ess

20

All fi

ve ac

tivitie

s und

er th

is re

sult w

ill be

carri

ed ou

t und

er al

l 3 S

cena

rios.

The fi

rst 3

activ

ities a

re lin

ked i

nsep

arab

ly to

achie

ving s

ucce

ssful

int

erac

tions

amon

g far

mers,

rese

arch

and a

gribu

sines

s. Th

e las

t two a

ctivit

ies co

nstitu

tes th

e criti

cal e

ssen

ce fo

r this

SP

on in

tegra

ting c

apac

ities

to str

ength

en th

e kno

wled

ge sy

stem

Resu

lt 2.2:

Ado

pted m

echa

nisms

for a

rticula

ting d

eman

d and

stre

ngthe

ning c

apac

ity to

resp

ond t

o dem

and

Estab

lishin

g a kn

owled

ge ba

nk of

ex

pertis

e and

capa

city b

oth w

ithin

and

outsi

de A

frica f

or A

frican

orga

nizati

ons

to dr

aw up

on

Estab

lishin

g a kn

owled

ge ba

nk of

expe

rtise a

nd

capa

city b

oth w

ithin

and o

utside

Afric

a for

Afric

an

orga

nizati

ons t

o dra

w up

on

2.2.1.

Esta

blish

ing a

know

ledge

bank

of ex

pertis

e an

d cap

acity

both

withi

n and

outsi

de A

frica f

or

Afric

an or

ganiz

ation

s to d

raw

upon

10

Deve

loping

a re

giona

l mec

hanis

m for

inf

orma

tion e

xcha

nge a

nd th

e sha

ring

of tea

ching

and l

earn

ing ex

perie

nces

us

ing FA

RA’s

exist

ing in

forma

tion

syste

ms, s

uch a

s RAI

LS

Deve

loping

a re

giona

l mec

hanis

m for

infor

matio

n ex

chan

ge an

d the

shar

ing of

teac

hing a

nd le

arnin

g ex

perie

nces

using

FARA

’s ex

isting

infor

matio

n sy

stems

, suc

h as R

AILS

2.2.2.

Dev

elopin

g a re

giona

l mec

hanis

m for

inf

orma

tion e

xcha

nge a

nd th

e sha

ring o

f teac

hing

and l

earn

ing ex

perie

nces

using

FARA

’s ex

isting

inf

orma

tion s

ystem

s, su

ch as

RAI

LS

10

2.2.3.

Stre

ngthe

ning c

apac

ity to

enab

le op

timal

use o

f ICT

as a

teach

ing an

d tra

ining

aid a

nd

estab

lishin

g and

facil

itatin

g the

e-Ca

pacit

ies

platfo

rm an

d kno

wled

ge ce

ntre

2-


Scen

ario

3. A

ctivi

ties t

hat w

ill be

in

clude

d wi

th a

budg

et o

f onl

y 60

per c

ent o

f req

uire

men

t (es

timat

e US

D70 M

)

Scen

ario

2. A

ctivi

ties t

hat w

ill be

inclu

ded

with

a b

udge

t of o

nly 8

0 per

cent

of r

equi

rem

ent

(est

imat

e USD

98 M

)

Scen

ario

1. A

ctivi

ties t

hat w

ill be

inclu

ded

only

if th

e bud

get i

s 100

per

cent

of r

equi

rem

ent

(est

imat

e USD

120 M

)

Activ

ity

scor

eMi

nus s

ign

indi

cate

s prio

rity

may

be r

educ

ed in

ca

se o

f ins

uffic

ient

budg

et2.2

.4. M

atchin

g and

fore

casti

ng su

pply

and

dema

nd in

agric

ultur

al inn

ovati

on re

sear

ch an

d ca

pacit

ies

2-

Unde

r Sce

nario

s 3 an

d 2, th

e acti

vities

unde

r this

resu

lt wou

ld be

limite

d to e

stabli

shing

a kn

owled

ge ba

nk of

expe

rtise a

nd a

regio

nal m

echa

nism

for in

forma

tion e

xcha

nge

Resu

lt 2.3

: Com

mun

ities o

f Pra

ctice

add

ress

ing id

entifi

ed ca

pacit

y defi

cits (

in th

e de

sign

and

imple

men

tatio

n of

R&D

pro

gram

mes

) in

a ge

nder

-sen

sitive

man

ner

Mobil

ising

and m

atchin

g cap

acitie

s of

all pl

ayer

s in R

&D (e

g, CG

IAR

and

other

IARC

s) to

supp

ort c

ountr

ies in

the

ir CAA

DP pr

oces

ses

2.3.1.

Iden

tifying

, com

piling

and a

nalys

ing on

going

an

d plan

ned r

esea

rch an

d cap

acity

-stre

ngthe

ning

initia

tives

10

Identi

fying

, com

piling

and a

nalys

ing

ongo

ing an

d plan

ned r

esea

rch an

d ca

pacit

y-stre

ngthe

ning i

nitiat

ives

2.3.2.

Fac

ilitati

ng in

terac

tions

betw

een s

trong

er an

d we

aker

insti

tution

s thr

ough

twinn

ing, in

terns

hips,

indus

trial a

ttach

ments

, men

toring

, etc.

and

impr

oving

teac

hing c

urric

ula to

impr

ove t

he qu

ality

of ed

ucati

on

10

Unde

r Sce

nario

3, Id

entify

ing,

comp

iling a

nd an

alysin

g ong

oing

and p

lanne

d res

earch

and c

apac

ity-

stren

gthen

ing in

itiativ

es w

ill be

limite

d to

match

ing su

pply

and d

eman

d for

ca

pacit

ies an

d ana

lyses

of on

going

re

sear

ch an

d cap

acity

stre

ngthe

ning

2.3.3.

Iden

tifying

and p

romo

ting s

uitab

le tea

ching

, lea

rning

and k

nowl

edge

-shar

ing ap

proa

ches

that

are u

ser-f

riend

ly an

d gen

der-s

ensit

ive in

rura

l co

mmun

ities

2-

2.3.4.

Sup

portin

g cap

acity

stre

ngthe

ning f

or

coun

tries,

RECs

and S

ROs i

n the

desig

n and

im

pleme

ntatio

n of C

AADP

comp

acts

and

inves

tmen

t plan

s

20

2.3.5.

Mob

ilising

and m

atchin

g cap

acitie

s of a

ll pla

yers

in R&

D (e

g, CG

IAR

and o

ther I

ARCs

) to

supp

ort c

ountr

ies in

their

CAA

DP pr

oces

ses

30

81

Scen

ario

3. A

ctivi

ties t

hat w

ill be

in

clude

d wi

th a

budg

et o

f onl

y 60

per c

ent o

f req

uire

men

t (es

timat

e US

D70 M

)

Scen

ario

2. A

ctivi

ties t

hat w

ill be

inclu

ded

with

a b

udge

t of o

nly 8

0 per

cent

of r

equi

rem

ent

(est

imat

e USD

98 M

)

Scen

ario

1. A

ctivi

ties t

hat w

ill be

inclu

ded

only

if th

e bud

get i

s 100

per

cent

of r

equi

rem

ent

(est

imat

e USD

120 M

)

Activ

ity

scor

eMi

nus s

ign

indi

cate

s prio

rity

may

be r

educ

ed in

ca

se o

f ins

uffic

ient

budg

etUn

der S

cena

rio 1,

ther

e wou

ld be

comp

lemen

tary

activ

ity in

catal

ysing

deve

lopme

nt, te

sting

and

adop

tion o

f new

appr

oach

es fo

r hum

an an

d ins

titutio

nal c

apac

ity st

reng

thenin

gRe

sult 2

.4: S

treng

thene

d hum

an, o

rgan

isatio

n and

insti

tution

al ca

pacit

ies fo

r gen

der s

ensit

ive ag

ricult

ural

innov

ation

2.4.1.

Con

ducti

ng st

rateg

ic an

alyse

s to

gene

rate

evide

nce t

o sup

port

incre

ased

inve

stmen

ts in

capa

city

stren

gthen

ing

Deve

loping

, vali

datin

g and

popu

larisi

ng

metho

dolog

ies fo

r mon

itorin

g ins

titutio

nal c

hang

e2.4

.1. C

ondu

cting

stra

tegic

analy

ses t

o gen

erate

ev

idenc

e to s

uppo

rt inc

reas

ed in

vestm

ents

in ca

pacit

y stre

ngthe

ning

2.4.2.

Con

ducti

ng ho

listic

insti

tution

al an

alyse

s, re

views

and m

onito

ring o

f NA

RS to

help

them

beco

me m

ore

comp

etitiv

e and

mar

ket-d

riven

and

enco

urag

e gen

der e

quity

Estab

lishin

g lea

rning

platf

orms

at na

tiona

l, su

b-re

giona

l and

conti

nenta

l leve

ls2.4

.2. C

ondu

cting

holis

tic in

stitut

ional

analy

ses,

revie

ws an

d mon

itorin

g of N

ARS

to he

lp the

m be

come

mor

e com

petiti

ve an

d mar

ket-d

riven

and

enco

urag

e gen

der e

quity

2–

Unde

r Sce

nario

3, a

ctivit

ies 3-

6 of th

is re

sult w

ill no

t be a

chiev

edPr

omoti

ng le

sson

s and

best

prac

tices

on le

arnin

g for

insti

tution

al ch

ange

2.4.3.

Rev

iewing

curre

nt ap

proa

ches

for

stren

gthen

ing ca

pacit

ies of

end u

sers

for

intro

ducti

on an

d upta

ke of

new

techn

ologie

s

2–

Cond

uctin

g holi

stic i

nstitu

tiona

l ana

lyses

, rev

iews

and m

onito

ring o

f NAR

S ins

titutio

ns to

help

them

beco

me m

ore c

ompe

titive

and m

arke

t-driv

en an

d to

enco

urag

e gen

der e

quity

2.4.4.

Dev

elopin

g, va

lidati

ng an

d pop

ularis

ing

metho

dolog

ies fo

r mon

itorin

g ins

titutio

nal c

hang

e2

0

Revie

wing

curre

nt ap

proa

ches

to th

e intr

oduc

tion

and d

issem

inatio

n of te

chno

logy t

o end

-use

rs su

ch

as fa

rmer

s; it i

s nec

essa

ry to

take a

value

-chain

ap

proa

ch so

that

weak

ness

es al

ong t

he ch

ain do

no

t hind

er up

take

2.4.5.

Esta

blish

ing le

arnin

g plat

forms

at na

tiona

l, su

b-re

giona

l and

conti

nenta

l leve

ls to

prom

ote

lesso

ns an

d bes

t pra

ctice

s for

insti

tution

al ch

ange

2-


Scen

ario

3. A

ctivi

ties t

hat w

ill be

in

clude

d wi

th a

budg

et o

f onl

y 60

per c

ent o

f req

uire

men

t (es

timat

e US

D70 M

)

Scen

ario

2. A

ctivi

ties t

hat w

ill be

inclu

ded

with

a b

udge

t of o

nly 8

0 per

cent

of r

equi

rem

ent

(est

imat

e USD

98 M

)

Scen

ario

1. A

ctivi

ties t

hat w

ill be

inclu

ded

only

if th

e bud

get i

s 100

per

cent

of r

equi

rem

ent

(est

imat

e USD

120 M

)

Activ

ity

scor

eMi

nus s

ign

indi

cate

s prio

rity

may

be r

educ

ed in

ca

se o

f ins

uffic

ient

budg

etUn

der S

cena

rio 2,

FARA

will

conti

nue t

o sup

port

capa

city s

treng

thenin

g, bu

ilding

on su

cces

ses w

ith

SCAR

DA in

holis

tic in

stitut

ional

stren

gthen

ing an

d DO

NATA

and o

ther e

xper

ience

s to d

issem

inate

the be

st pr

actic

es fo

r pro

motin

g upta

ke of

tec

hnolo

gies b

y end

-use

rs

2.4.6.

Cata

lysing

deve

lopme

nt, te

sting

and s

calin

g up

of ne

w ap

proa

ches

for h

uman

and i

nstitu

tiona

l ca

pacit

y stre

ngthe

ning

2-

Unde

r Sce

nario

s 2 an

d 1, th

e meth

odolo

gies f

or m

onito

ring i

nstitu

tiona

l cha

nge w

ould

be de

velop

ed an

d lea

rning

platf

orms

wou

ld be

estab

lishe

d at n

ation

al an

d sub

-regio

nal le

vels

to pr

omote

best

prac

tices

on

learn

ing fo

r insti

tution

al ch

ange

. FAR

A wi

ll con

tinue

prov

iding

conti

nenta

l-leve

l sup

port

for th

e buil

ding o

f ca

pacit

y and

refor

ming

agric

ultur

al re

sear

ch an

d dev

elopm

ent o

rgan

izatio

nsSP

3: E

nabl

ing

envir

onm

ent f

or im

plem

enta

tion

– by a

dvoc

atin

g an

d co

mm

unica

ting

Com

plem

enta

ry ti

me-

boun

d in

itiat

ives

RAIL

S an

d its

onli

ne le

arnin

g pla

tform

eRA

ILS

take a

dvan

tage o

f IC

T inf

rastr

uctur

al im

prov

emen

ts to

impr

ove t

he ut

ility o

f web

-bas

ed

infor

matio

n and

use o

f trad

itiona

l co

mmun

icatio

ns to

ols

10

DONA

TA ca

pture

s rele

vant

lesso

ns

and d

evelo

ps ef

fectiv

e tra

ns-b

ound

ary

partn

ersh

ips an

d inv

estm

ents

for

the di

ssem

inatio

n of h

igh-p

otenti

al tec

hnolo

gies

10

Unde

r Sce

nario

3, th

ere w

ould

be

two a

ctivit

ies re

lating

to co

ntinu

ing

succ

essfu

l asp

ects

of RA

ILS an

d DO

NATA

83

Scen

ario

3. A

ctivi

ties t

hat w

ill be

in

clude

d wi

th a

budg

et o

f onl

y 60

per c

ent o

f req

uire

men

t (es

timat

e US

D70 M

)

Scen

ario

2. A

ctivi

ties t

hat w

ill be

inclu

ded

with

a b

udge

t of o

nly 8

0 per

cent

of r

equi

rem

ent

(est

imat

e USD

98 M

)

Scen

ario

1. A

ctivi

ties t

hat w

ill be

inclu

ded

only

if th

e bud

get i

s 100

per

cent

of r

equi

rem

ent

(est

imat

e USD

120 M

)

Activ

ity

scor

eMi

nus s

ign

indi

cate

s prio

rity

may

be r

educ

ed in

ca

se o

f ins

uffic

ient

budg

etTh

e AFA

PP w

as se

t up t

o cata

lyse

Afric

an ec

onom

ic po

licy r

esea

rch

institu

tions

to de

liver

evide

nce-

base

d po

licy s

uppo

rt to

CAAD

P.

The A

FAPP

was

set u

p to c

atalys

e Afric

an

econ

omic

polic

y res

earch

insti

tution

s to d

elive

r ev

idenc

e-ba

sed p

olicy

supp

ort to

CAA

DP.

The A

FAPP

was

set u

p to c

atalys

e Afric

an

econ

omic

polic

y res

earch

insti

tution

s to d

elive

r ev

idenc

e-ba

sed p

olicy

supp

ort to

CAA

DP.

1–

AFAP

P-re

lated

activ

ities w

ill be

imple

mente

d un

der s

cena

rios 3

, 2 an

d 1

The Y

oung

Pro

fess

ionals

’ Plat

form

for A

gricu

ltura

l Re

sear

ch a

nd D

evelo

pmen

t (YP

ARD)

targ

ets

mains

tream

ing po

licy a

nd m

arke

t ana

lysis

(agr

o-en

terpr

ise) is

sues

in th

e cur

ricula

of ag

ricult

ural

scho

ols in

Afric

a

The Y

oung

Pro

fess

ionals

’ Plat

form

for A

gricu

ltura

l Re

sear

ch a

nd D

evelo

pmen

t (YP

ARD)

targ

ets

mains

tream

ing po

licy a

nd m

arke

t ana

lysis

(agr

o-en

terpr

ise) is

sues

in th

e cur

ricula

of ag

ricult

ural

scho

ols in

Afric

a

20

Supp

ort to

the A

FAAS

, whic

h has

the m

anda

te (d

evolv

ed to

it by

FARA

) to i

mplem

ent th

e ag

ricult

ural

advis

ory s

ervic

e asp

ects

of the

CAA

DP

Supp

ort to

the A

FAAS

, whic

h has

the m

anda

te (d

evolv

ed to

it by

FARA

) to i

mplem

ent th

e ag

ricult

ural

advis

ory s

ervic

e asp

ects

of the

CAA

DP

2–

Unde

r Sce

nario

3, A

FAPP

will

prov

ide

the ve

hicle

for ef

fectiv

e eng

agem

ent

with

polic

y res

earch

insti

tution

s and

po

licy m

aker

s in o

rder

to st

reng

then

their c

apac

ities.

Unde

r Sce

nario

2, FA

RA w

ill pr

ovide

supp

ort fo

r YP

ARD

and A

FAAS

The A

frica

n Bi

otec

hnolo

gy a

nd B

iosaf

ety P

olicy

Pl

atfo

rm (A

BBPP

) was

estab

lishe

d by t

he FA

RA

Gene

ral A

ssem

bly to

facil

itate

the sa

fe us

e of

mode

rn bi

otech

nolog

y

30

Afric

aAda

pt is

an in

depe

nden

t bilin

gual

netw

ork

(Fre

nch/E

nglis

h) fo

cuse

d exc

lusive

ly on

Afric

a with

the

aim

of fac

ilitati

ng th

e flow

of cl

imate

chan

ge

adap

tation

know

ledge

30

Unde

r Sce

nario

1, su

ppor

t will

be ex

tende

d to

ABBP

P an

d Afric

aAda

pt


Scen

ario

3. A

ctivi

ties t

hat w

ill be

in

clude

d wi

th a

budg

et o

f onl

y 60

per c

ent o

f req

uire

men

t (es

timat

e US

D70 M

)

Scen

ario

2. A

ctivi

ties t

hat w

ill be

inclu

ded

with

a b

udge

t of o

nly 8

0 per

cent

of r

equi

rem

ent

(est

imat

e USD

98 M

)

Scen

ario

1. A

ctivi

ties t

hat w

ill be

inclu

ded

only

if th

e bud

get i

s 100

per

cent

of r

equi

rem

ent

(est

imat

e USD

120 M

)

Activ

ity

scor

eMi

nus s

ign

indi

cate

s prio

rity

may

be r

educ

ed in

ca

se o

f ins

uffic

ient

budg

etRe

sults

and a

ctivit

iesRe

sult 3

.1: E

viden

ce-b

ased

polic

y for

mulat

ion, d

ecisi

on-m

aking

and i

nves

tmen

t Es

tablis

hing a

nd fa

cilita

ting t

he us

e of

conti

nenta

l plat

forms

, suc

h as e

RAILS

an

d AFA

PP, fo

r com

munic

ating

ad

voca

cy m

essa

ges t

o poli

cy m

aker

s at

all le

vels

Estab

lishin

g and

facil

itatin

g the

use o

f con

tinen

tal

platfo

rms,

such

as eR

AILS

and A

FAPP

, for

comm

unica

ting a

dvoc

acy m

essa

ges t

o poli

cy

make

rs at

all le

vels

Estab

lishin

g and

facil

itatin

g the

use o

f con

tinen

tal

platfo

rms,

such

as eR

AILS

and A

FAPP

, for

comm

unica

ting a

dvoc

acy m

essa

ges t

o poli

cy

make

rs at

all le

vels

10

Diss

emina

ting p

olicy

rese

arch

ou

tcome

s wide

ly thr

ough

vario

us

chan

nels,

inclu

ding m

iniste

rial a

nd

parlia

menta

ry co

nfere

nces

, wor

ksho

ps

and p

ublic

ation

s

Diss

emina

ting p

olicy

rese

arch

outco

mes w

idely

throu

gh va

rious

chan

nels,

inclu

ding m

iniste

rial

and p

arlia

menta

ry co

nfere

nces

, wor

ksho

ps an

d pu

blica

tions

Diss

emina

ting p

olicy

rese

arch

outco

mes w

idely

throu

gh va

rious

chan

nels,

inclu

ding m

iniste

rial

and p

arlia

menta

ry co

nfere

nces

, wor

ksho

ps an

d pu

blica

tions

10

Unde

r Sce

nario

3, ev

idenc

e of in

vestm

ent in

agric

ultur

al inn

ovati

on w

ould

be de

voted

to de

velop

ing co

ntine

ntal p

latfor

ms fo

r adv

ocac

y and

dis

semi

natin

g poli

cy re

sear

ch ou

tcome

s Unde

rtakin

g stra

tegic

polic

y stud

ies to

captu

re,

analy

se an

d artic

ulate

succ

esse

s and

failu

res i

n Af

rican

agric

ultur

al R&

D to

enha

nce t

he ev

idenc

e-ba

sed C

AADP

polic

y-mak

ing pr

oces

s

Unde

rtakin

g stra

tegic

polic

y stud

ies to

captu

re,

analy

se an

d artic

ulate

succ

esse

s and

failu

res i

n Af

rican

agric

ultur

al R&

D to

enha

nce t

he ev

idenc

e-ba

sed C

AADP

polic

y-mak

ing pr

oces

s

2–

Unde

r Sce

nario

s 2 an

d 1, s

trateg

ic po

licy s

tudies

wou

ld be

comm

ission

ed to

artic

ulate

succ

esse

s and

fai

lures

in A

frican

agric

ultur

al re

sear

chUn

derta

king s

tudies

to m

onito

r the

quan

tity, le

vel

and h

armo

nisati

on of

inve

stmen

ts in

Afric

an

agric

ultur

al inn

ovati

on

30

Resu

lt 3.2

: FAA

P pr

incipl

es a

nd g

uideli

nes e

mbe

dded

in a

ll asp

ects

of C

AADP

plan

ning

and

imple

men

tatio

nFa

cilita

ting t

he in

tegra

tion o

f FAA

P pr

incipl

es an

d guid

eline

s into

natio

nal

and s

ub-re

giona

l CAA

DP C

ompa

cts

Facil

itatin

g the

integ

ratio

n of F

AAP

princ

iples

and

guide

lines

into

natio

nal a

nd su

b-re

giona

l CAA

DP

Comp

acts

Facil

itatin

g the

integ

ratio

n of F

AAP

princ

iples

and

guide

lines

into

natio

nal a

nd su

b-re

giona

l CAA

DP

Comp

acts

10

85

Scen

ario

3. A

ctivi

ties t

hat w

ill be

in

clude

d wi

th a

budg

et o

f onl

y 60

per c

ent o

f req

uire

men

t (es

timat

e US

D70 M

)

Scen

ario

2. A

ctivi

ties t

hat w

ill be

inclu

ded

with

a b

udge

t of o

nly 8

0 per

cent

of r

equi

rem

ent

(est

imat

e USD

98 M

)

Scen

ario

1. A

ctivi

ties t

hat w

ill be

inclu

ded

only

if th

e bud

get i

s 100

per

cent

of r

equi

rem

ent

(est

imat

e USD

120 M

)

Activ

ity

scor

eMi

nus s

ign

indi

cate

s prio

rity

may

be r

educ

ed in

ca

se o

f ins

uffic

ient

budg

etMo

nitor

ing an

d eva

luatin

g the

exten

t of

coun

tries’

and R

ECs’

adhe

renc

e to

FAAP

princ

iples

and g

uideli

nes i

n the

de

velop

ment

of AP

Ps

Monit

oring

and e

valua

ting t

he ex

tent o

f cou

ntries

’ an

d REC

s’ ad

here

nce t

o FAA

P pr

incipl

es an

d gu

idelin

es in

the d

evelo

pmen

t of A

PPs

Monit

oring

and e

valua

ting t

he ex

tent o

f cou

ntries

’ an

d REC

s’ ad

here

nce t

o FAA

P pr

incipl

es an

d gu

idelin

es in

the d

evelo

pmen

t of A

PPs

10

Coor

dinati

ng th

e acti

vities

of th

e CA

ADP

natio

nal T

GEs a

nd pr

ovidi

ng

techn

ical b

acks

toppin

g to t

he re

view

of AF

SIPs

and C

AADP

proc

esse

s

Coor

dinati

ng th

e acti

vities

of th

e CAA

DP na

tiona

l TG

Es an

d pro

viding

tech

nical

back

stopp

ing to

the

revie

w of

AFSI

Ps an

d CAA

DP pr

oces

ses

Coor

dinati

ng th

e acti

vities

of th

e CAA

DP na

tiona

l TG

Es an

d pro

viding

tech

nical

back

stopp

ing to

the

revie

w of

AFSI

Ps an

d CAA

DP pr

oces

ses

1–

All th

ree a

ctivit

ies un

der t

his re

sult w

ould

be ca

rried

out e

ven u

nder

Sce

nario

3, be

caus

e fac

ilitati

ng th

e inte

grati

on of

FAAP

princ

iples

, mon

itorin

g ad

here

nce t

o its

princ

iples

and c

oord

inatin

g the

activ

ities o

f the C

AADP

TGE

s are

give

n high

est p

riority

Resu

lt 3.3

: Crit

ical m

ass o

f poli

cy m

aker

s and

adv

ocac

y age

nts a

voidi

ng d

uplic

ation

and

fillin

g cr

itical

gaps

at t

he co

ntine

ntal

level

Unde

r Sce

nario

3, th

ere w

ould

be no

ac

tivity

unde

r this

resu

ltIde

ntifyi

ng an

d vali

datin

g the

need

s and

co

nstra

ints a

ssoc

iated

with

the i

mplem

entat

ion

of eff

ectiv

e intr

a-co

ntine

ntal a

nd in

ter-re

giona

l inn

ovati

on pl

atfor

ms

Identi

fying

and v

alida

ting t

he ne

eds a

nd co

nstra

ints

asso

ciated

with

the i

mplem

entat

ion of

effec

tive

intra

-conti

nenta

l and

inter

-regio

nal in

nova

tion

platfo

rms

20

Identi

fying

, pub

lishin

g and

diss

emina

ting b

est

prac

tices

, inclu

ding t

he in

stitut

ional

chan

ges

nece

ssar

y for

enha

ncing

agric

ultur

al inn

ovati

on in

Af

rica

Identi

fying

, pub

lishin

g and

diss

emina

ting b

est

prac

tices

, inclu

ding t

he in

stitut

ional

chan

ges

nece

ssar

y for

enha

ncing

agric

ultur

al inn

ovati

on in

Af

rica

20

Advo

catin

g for

the a

dopti

on of

inno

vatio

n-sy

stems

ap

proa

ches

– sp

ecific

ally f

or IA

R4D

– rela

tive

to co

nven

tiona

l app

roac

hes i

n var

ious A

frican

co

ntexts

Advo

catin

g for

the a

dopti

on of

inno

vatio

n-sy

stems

ap

proa

ches

– sp

ecific

ally f

or IA

R4D

– rela

tive

to co

nven

tiona

l app

roac

hes i

n var

ious A

frican

co

ntexts

2–

Unde

r Sce

nario

s 2 an

d 1, F

ARA

would

contr

ibute

to ide

ntifyi

ng co

nstra

ints i

n imp

lemen

ting

intra

-conti

nenta

l and

inter

-regio

nal in

nova

tion p

latfor

ms, d

issem

inatin

g bes

t pra

ctice

s for

enha

ncing

ag

ricult

ural

innov

ation

and a

dvoc

ating

in pa

rticula

r for

IAR4

D


Scen

ario

3. A

ctivi

ties t

hat w

ill be

in

clude

d wi

th a

budg

et o

f onl

y 60

per c

ent o

f req

uire

men

t (es

timat

e US

D70 M

)

Scen

ario

2. A

ctivi

ties t

hat w

ill be

inclu

ded

with

a b

udge

t of o

nly 8

0 per

cent

of r

equi

rem

ent

(est

imat

e USD

98 M

)

Scen

ario

1. A

ctivi

ties t

hat w

ill be

inclu

ded

only

if th

e bud

get i

s 100

per

cent

of r

equi

rem

ent

(est

imat

e USD

120 M

)

Activ

ity

scor

eMi

nus s

ign

indi

cate

s prio

rity

may

be r

educ

ed in

ca

se o

f ins

uffic

ient

budg

etSp

earh

eadin

g the

deve

lopme

nt an

d mob

ilisati

on

of re

sour

ces f

or ne

w pa

n-Af

rican

agric

ultur

al re

sear

ch-fo

r-dev

elopm

ent in

itiativ

es th

at wi

ll em

erge

in re

spon

se to

dema

nd ex

pres

sed b

y FA

RA’s

cons

tituen

ts

30

Unde

r Sce

nario

1, th

e acti

vities

wou

ld be

su

pplem

ented

by th

e dev

elopm

ent a

nd m

obilis

ation

of

reso

urce

s for

new

pan-

Afric

an A

RD in

itiativ

esRe

sult 3

.4: I

nfor

mat

ion a

nd kn

owled

ge fo

r lea

rning

exc

hang

e in

agric

ultur

al kn

owled

ge sy

stem

s ava

ilable

and

use

dFa

cilita

ting a

nd m

anag

ing th

e co

ntine

ntal k

nowl

edge

-exc

hang

e pla

tform

(RAI

LS an

d FAR

A po

rtal)

Facil

itatin

g and

man

aging

the c

ontin

ental

kn

owled

ge-e

xcha

nge p

latfor

m (R

AILS

and F

ARA

porta

l)

Facil

itatin

g and

man

aging

the c

ontin

ental

kn

owled

ge-e

xcha

nge p

latfor

m (R

AILS

and F

ARA

porta

l)

10

Facil

itatin

g Afric

a-wi

de le

arnin

g and

inn

ovati

on pl

atfor

ms (e

.g. D

ONAT

A)

Facil

itatin

g Afric

a-wi

de le

arnin

g and

inno

vatio

n pla

tform

s (e.g

. DON

ATA)

Fa

cilita

ting A

frica-

wide

lear

ning a

nd in

nova

tion

platfo

rms (

e.g. D

ONAT

A)

10

Unde

r Sce

nario

3, th

e acti

vities

un

der t

his re

sult w

ould

be lim

ited

to ma

nagin

g RAI

LS an

d fac

ilitati

ng

innov

ation

platf

orms

unde

r DON

ATA

Build

ing ca

pacit

y for

infor

matio

n and

know

ledge

ma

nage

ment

Facil

itatin

g and

man

aging

the c

ontin

ental

kn

owled

ge-e

xcha

nge p

latfor

m (R

AILS

and F

ARA

porta

l)

20

Facil

itatin

g link

ages

betw

een k

nowl

edge

-exc

hang

e pla

tform

s bas

ed on

emer

ging i

ssue

sFa

cilita

ting A

frica-

wide

lear

ning a

nd in

nova

tion

platfo

rms (

e.g. D

ONAT

A)

2–

‘Ope

ning a

cces

s’ to

know

ledge

reso

urce

s for

Af

rican

agric

ultur

al re

sear

ch, e

xtens

ion, e

duca

tion,

farmi

ng co

mmun

ities a

nd tr

ade

‘Ope

ning a

cces

s’ to

know

ledge

reso

urce

s for

Af

rican

agric

ultur

al re

sear

ch, e

xtens

ion, e

duca

tion,

farmi

ng co

mmun

ities a

nd tr

ade

20

Addit

ional

fundin

g und

er S

cena

rios 2

and 1

wou

ld all

ow ca

pacit

y buil

ding i

n info

rmati

on an

d kno

wled

ge

mana

geme

nt, fa

cilita

ting l

inkag

es fo

r kno

wled

ge ex

chan

ge an

d pro

vision

of op

en-a

cces

s res

ource

s for

re

sear

ch, e

xtens

ion, e

duca

tion a

nd fa

rming

comm

unitie

s

87

Scen

ario

3. A

ctivi

ties t

hat w

ill be

in

clude

d wi

th a

budg

et o

f onl

y 60

per c

ent o

f req

uire

men

t (es

timat

e US

D70 M

)

Scen

ario

2. A

ctivi

ties t

hat w

ill be

inclu

ded

with

a b

udge

t of o

nly 8

0 per

cent

of r

equi

rem

ent

(est

imat

e USD

98 M

)

Scen

ario

1. A

ctivi

ties t

hat w

ill be

inclu

ded

only

if th

e bud

get i

s 100

per

cent

of r

equi

rem

ent

(est

imat

e USD

120 M

)

Activ

ity

scor

eMi

nus s

ign

indi

cate

s prio

rity

may

be r

educ

ed in

ca

se o

f ins

uffic

ient

budg

etIde

ntifyi

ng an

d rec

omme

nding

syste

ms an

d too

ls to

captu

re, p

acka

ge an

d diss

emina

te ag

ricult

ural

know

ledge

and i

nnov

ation

30

Deve

loping

guide

lines

for k

nowl

edge

man

agem

ent

in ag

ricult

ural

rese

arch

for d

evelo

pmen

t3

0

Unde

r Sce

nario

1, th

e acti

vity s

et wo

uld be

co

mplet

e with

the i

nclus

ion of

activ

ities t

o ide

ntify

syste

ms an

d too

ls to

captu

re, p

acka

ge an

d dis

semi

nate

agric

ultur

al kn

owled

ge an

d dev

elop

guide

lines

and d

ocum

entat

ion of

know

ledge

ma

nage

ment

strate

gies f

or A

RD

Resu

lts 3

.5: E

ffecti

ve co

mm

unica

tion

strat

egies

and

syste

ms,

includ

ing IC

T, fo

r diss

emina

ting

and

build

ing co

nstitu

encie

s for

poli

cy ch

ange

sFa

cilita

ting t

he us

e of IC

Ts in

or

ganis

ing in

forma

tion a

nd kn

owled

ge

amon

g the

agric

ultur

al kn

owled

ge

syste

ms fo

r sca

ling t

echn

ologie

s, fac

ilitati

ng tr

ade a

nd bu

ilding

co

nstitu

ency

Facil

itatin

g the

use o

f ICTs

in or

ganis

ing

infor

matio

n and

know

ledge

amon

g the

agric

ultur

al kn

owled

ge sy

stems

for s

calin

g tec

hnolo

gies,

facilit

ating

trad

e and

build

ing co

nstitu

ency

Facil

itatin

g the

use o

f ICTs

in or

ganis

ing in

forma

tion

and k

nowl

edge

amon

g the

agric

ultur

al kn

owled

ge

syste

ms fo

r sca

ling t

echn

ologie

s, fac

ilitati

ng tr

ade

and b

uildin

g con

stitue

ncy

10

Estab

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AAG-JCD Africa Agriculture Joint Capacity Development

ABBPP African Biotechnology and Biosafety Policy Platform

ABIA Agricultural Biodiversity Initiative for Africa

AFAAS African Forum for Agricultural Advisory Services

AFAPP African Food and Agricultural Policy Platform

AFSIP Agriculture and Food Security Investment Plan (CAADP)

AGRHYMET Centre Regional de Formation et d’Application en Agrométéorologie et Hydrologie Opérationnelle

AIDS acquired immune deficiency syndrome

AIS agricultural innovation system

ALive Partnership for Livestock Development, Poverty Alleviation and Sustainable Growth

ANAFE African Network for Agriculture, Agro-forestry and Natural Resources Education

APP Agricultural Productivity Project

ARD agricultural research and/for development

ARI advanced research institute

AU African Union

BF bilateral funding

CAADP Comprehensive Africa Agriculture Development Programme

CAMA Corporate Alliance on Malaria in Africa

CARD Coalition for African Rice Development

CCARDESA Centre for Coordination of Agricultural Research and Development for Southern Africa

CDM Clean Development Mechanism

CIARD Coherence in Information for Agricultural Research for Development (movement for)

CIFAP Center for International Food and Agricultural Policy (University of Minnesota)

Acronyms and abbreviations

89

CILSS Permanent Interstate Committee for Drought Control in the Sahel (Comité Inter-Etats pour la Lutte contre la Sécheresse au Sahel)

CIRDES Centre international de recherche-développement sur l’élevage en zone subhumide (Burkina Faso)

CRP CGIAR Research Programme

CSO civil society organization

DONATA Dissemination of New Agricultural Technologies in Africa

ECCI

ECCO

ECDPM European Centre for Development Policy Management

ECF essential continuing function

EPRC Economic Policy Research Center

eRAILS online learning platform of RAILS

EU European Union

FAAP Framework for African Agricultural Productivity

FANRPAN Food, Agriculture and Natural Resource Policy Analysis Network

FAO Food and Agriculture Organization of the United Nations

FARA Forum for Agricultural Research in Africa

G8 Group of Eight (leading industrial nations)

G20 Group of Twenty Finance Ministers and Central Bank Governors

GCARD Global Conference on Agricultural Research for Development

GDP gross domestic product

GFAR Global Forum on Agricultural Research

HSG Heads of States and Governments

HIV Human immunodeficiency virus

IAPSC Inter-African Phyto-Sanitary Council (AU)

IAR4D integrated agricultural research for development

IARC international agricultural research centre

IBAR Inter-African Bureau for Animal Resources (AU)

ICIPE International Centre for Insect Physiology and Ecology

ICT information and communications technology

IFAD International Fund for Agricultural Development

IFPRI International Food Policy Research Institute

IP innovation platform

ITC International Trypanotolerance Centre (The Gambia)

JICA Japan International Cooperation Agency

KIS knowledge, information and skills

ECCI: SPELL OUT

ECCO: SPELL OUT (BOTH APPEAR IN BUDGET TABLES)


KPI Key Performance Indicators

M&E monitoring and evaluation

MDG Millennium Development Goal

MDTF Multi-Donor Trust Fund

MoU Memorandum of Understanding

MTOP Medium Term Operational Plan

NAFSIP National Agricultural and Food Security Investment Plan

NARI national agricultural research institute

NARS national agricultural research systems

NASRO North Africa Sub-Regional Organization

NEPAD New Partnership for Africa’s Development

NGO non-governmental organization

NPCA NEPAD Planning and Coordinating Agency

NSF Networking Support Function

PAAP Policy Analysis and Advocacy Programme

PAEPARD Platform for African–European Partnership on Agricultural Research for Development

PAFFO Pan-African Federation of Farmers’ Organizations

PanAAC Pan-African Agribusiness and Agro-Industry Consortium

PANGOC Pan Africa Non-Governmental Organization Consortium

PMF Performance/Results Monitoring Framework

PMP Performance Monitoring Plan

R&D research and development

RAILS Regional Agricultural Information and Learning System

RCoE

REC regional economic community

ReSAKSS Regional Strategic Analysis and Knowledge Support System

RUFORUM Regional Universities Forum for Capacity Building in Agriculture

SAFGRAD Technical Office for the Promotion of Agricultural Research for Development in Semi-arid Areas (AU)

SCARDA Strengthening Capacity for Agricultural Research and Development in Africa

SMC Secretariat Management Committee

SME small and medium-sized enterprise

SP Strategic Priority

SRO sub-regional research organization

SSA CP Sub-Saharan Africa Challenge Programme

SSA NGOC Sub-Saharan Africa NGO Consortium

TBA time-bound activity

RCoE: SPELL OUT

91

TEAM-Africa Tertiary Education for Agriculture Mechanism

TGE Technical Group of Experts

UN United Nations

UNDP United Nations Development Programme

UN-IDEP United Nations African Institute for Economic Development and Planning

UNECA United Nations Economic Commission for Africa

UniBRAIN Universities, Business and Research in Agricultural Innovation

YPARD Young Professionals’ Platform for Agricultural Research and Development

About FARA

FARA is the Forum for Agricultural Research in Africa, the apex organization bringing together and forming coalitions of major stakeholders in agricultural research and development in Africa.

FARA is the technical arm of the African Union Commission (AUC) on rural economy and agricultural development and the lead agency of the AU’s New Partnership for Africa’s Development (NEPAD) to implement the fourth pillar of the Comprehensive African Agricultural Development Programme (CAADP), involving agricultural research, technology dissemination and uptake.

FARA’s vision: reduced poverty in Africa as a result of sustainable broad-based agricultural growth and improved livelihoods, particularly of smallholder and pastoral enterprises.

FARA’s mission: creation of broad-based improvements in agricultural productivity, competitiveness and markets by supporting Africa’s sub-regional organizations (SROs) in strengthening capacity for agricultural innovation.

FARA’s Value Proposition: to provide a strategic platform to foster continental and global networking that reinforces the capacities of Africa’s national agricultural research systems and sub-regional organizations.

FARA will make this contribution by achieving its Specific Objective of sustainable improvements to broad-based agricultural productivity, competitiveness and markets.

Key to this is the delivery of five Results, which respond to the priorities expressed by FARA’s clients. These are:

1. Establishment of appropriate institutional and organizational arrangements for regional agricultural research and development.

2. Broad-based stakeholders provided access to the knowledge and technology necessary for innovation.

3. Development of strategic decision-making options for policy, institutions and markets. 4. Development of human and institutional capacity for innovation. 5. Support provided for platforms for agricultural innovation.

FARA will deliver these results by supporting the SROs through these Networking Support Functions (NSFs): NSF1/3. Advocacy and policyNSF2. Access to knowledge and technologiesNSF4. Capacity strengtheningNSF5. Partnerships and strategic alliances

FARA’s donors are the African Development Bank (AfDB), the Canadian International Development Agency (CIDA), the Centre de Coopération Internationale en Recherche Agronomique pour le Développement (CIRAD), the Danish International Development Agency (DANIDA), the Department for International Development (DFID), the European Commission (EC), the International Development Research Centre (IDRC), the Syngenta Foundation, the United States Department of Agriculture (USDA), the World Bank and the Governments of Italy and the Netherlands.

Forum for Agricultural Research in Africa


PMB CT 173, Accra, Ghana

Telephone: +233 302 772823 / 302 779421

Fax: +233 302 773676 / Email: [email protected]

www.fara-africa.org

FARA Secretariat Medium Term Operational Plan 2014–2018 … · 2019. 11. 18. · 5.7 Climate...

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