ContentsBackground Information ii1. Summary 12. Progress towards outputs and outcomes in Each Sub-Region 4 CORAF/WECARD 4 ASARECA 6 SADC/FANR 83. Overall Progress on each output 114. Lessons learnt 195. Priorities and milestones for the next 12 months 23

6. Annexes 23Annex 1: SCARDA logical framework 24Annex 2: Financial summary for the programme’s year 30Annex 3: SCARDA Communication Plan 31 1. FARA’s Overall Communication Strategy and Responsibilities 31 2. FARA’s SCARDA Communication Objectives and Main Stakeholders 31 3. FARA’s SCARDA Communication Activities 32 4. Staff Responsibilities and Communication Products 34Annex 4: SCARDA Personnel and officers in charge 43Abbreviations and acronyms 46

SCARDAStrengthening Capacity for Agricultural Research and Development in Africa

Annual Report 2008

Forum for Agricultural Research in Africa12 Anmeda Street, Roman Ridge

PMB CT 173, CantonmentsAccra, Ghana

2010

© Forum for Agricultural Research in Africa (FARA) 2009

Fair use of this material is encouraged. Proper citation is requested:

FARA (Forum for Agricultural Research in Africa), 2010. SCARDA Annual Report 2008. Accra, Ghana. 48 pp.

BluePencil Infodesign • www.bluepencil.in / Pragati Offset Pvt. Ltd • www.pragati.com

Forum for Agricultural Research in Africa (FARA) 12 Anmeda Street, Roman RidgePMB CT 173, Cantonments, Accra, Ghana Telephone: +233 21 772823 / 779421 Email: info@fara-africa.orgFax: +233 21 773676 Web site: www.fara-africa.org

ISBN 978-9988-1-3633-8 (print) ISBN 978-9988-1-3634-5 (pdf)

Title of Research Programme: Strengthening Capacity for Agricultural Re-search and Development in Africa

Period covered by report: January – December, 2008Name of Organisation and responsible person: Forum for Agricultural Research In Africa (FARA)

/ Dr. Monty JonesKey Implementing partners: ASARECA, CORAF/WECARD, SADC-FANR,

RUFORUM, ANAFE, AGRHYMET, NRICountries covered by activities: Botswana, Burundi, Republic of Congo, Ghana,

Gambia, Lesotho, Mali, Rwanda, Sudan, Zambia

Planned Actual

Start Date: 14 March 2008

End Date: 30th June, 2010

Total budget allocated: £ 7,845,360 £ 7,845,360

Background Information

1

1. Summary

The programme for Strengthening Capacity for Agricultural Research and Development in Africa (SCARDA) is coordinated by FARA and implemented by the three sub-Saharan sub regional organisations (SROs); ASARECA, CORAF/WECARD and SADC-FANR and NRI provides technical backstopping.

The overall purpose of SCARDA is ‘To strengthen the institutional and human capacity of African agricultural research and development systems to identify, generate and deliver research outputs that meet the needs of poor people’. This purpose is being achieved through an innovative approach that addresses the whole integrated capacity strengthening needs of 12 national agricultural research and develop-ment institutions that are known as Focal Institutions. A wider range of Satellite Institutions is also involved. Firstly to benefit from capacity strengthening events in which they can participate. Secondly so that they can learn about the SCARDA approach and, when convinced of its merit, participate in out and up-scaling it. The Focal Institutions are located in East and Central Africa in Burundi, Rwanda and Sudan, in West Africa in The Gambia, Ghana, Congo Brazzaville and Mali and in Southern Africa in Botswana, Lesotho, and Zambia.

Overall progress towards achieving the programme outputs has been slower than anticipated. This has been mainly due to the delays in signing agreements between the main partner organizations and the resulting re-scheduling of implementation activities. This has had con-sequences for the development of programme-wide and sub-regional plans for M&E and Learning and Communications. However, a sub-stantial effort was made by programme partners to accelerate the pace of programme implementation during the last quarter of the reporting period. Programme-wide performance management and communica-tions plans are now in place and similar draft plans have been prepared for two of the three sub-regions.

2

SCARDA implementation was constrained by the speed at which key staff moved away to new positions and new ones came in who had not been involved in the highly participatory inception activities. This proved to be critical for a programme that is not only advocating a wholly new approach to capacity strengthening, but which is also managed strictly in accordance with the Subsidiarity Principle. In response to this a SCARDA Programme-wide Management Team has been formed to bring all the key actors together at least three times a year to share experiences and to ensure that all parties share the same SCARDA goals and approaches.

In spite of the slow overall rate of progress, there have been credible achievements in several areas and these are discussed in the main body of the report. The most notable achievement has been in the design of an innovative approach to strengthening capacity in agricultural research manage-ment. The approach takes into account the reasons for the limited impact of previous capacity strengthening initiatives. It also responds directly to the priorities of the Focal Institutions, both in terms of content and intervention mechanisms. This was facilitated through the institutional analyses which enabled the Focal Institutions to reflect on their needs and to identify preferred methods of addressing them. NRI led the development of the capacity strengthening approach in research management in CORAF/WECARD and has supported its implementation through the preparation of resource materials, workshop facilitation and organizational mentoring.

Getting all the agreements signed, and setting up the institutional structures has not gone entirely as planned and has been challenging. The reliance on temporary staff in several key positions, with some of them having SCARDA duties piled upon their normal responsibilities, delayed decisions and actions affecting the Programme. This was complicated further by the priority that had to be given to placing the MSc students because of the length of their training relative to the life of the programme. This proved to be a major source of tension between careful planning of the overall implementation and the stakeholder-driven urgency for intensive time-consuming action on one aspect of the programme.

In February 2009, UK-DFID commissioned an independent mid-term output to purpose review. The review found that delays in getting SCARDA implementation underway had caused the Programme to miss datelines set in the log frame. The review also questioned the appropriate-ness of the programme’s purpose statement and expressed concerns about whether it will be achieved.

The review pointed out that the log frame has some flaws that need to be rectified to make it more realistic and reliable as a tool for monitoring SCARDA’s progress. There is an urgent need to develop a logframe that more precisely reflects what SCARDA is about and which will give more reliable indication of its progress and be more useful as a management tool. A start was made to revising the logframe and a new version will be finalised by the end of April 2009.

The assumptions in the logframe were related to the external environment and to the implica-tions for supporting and sustaining institutional change. The attitudes of management and staff, and institutional issues within the focal institutions and their partner organizations, were also built into the assumptions. Institutional arrangements within the programme coordination and implementation were not considered in the assumptions. However, there were some unexpected constraints in putting these institutional arrangements in place. The constraints have been largely overcome but some uncertainties remain which need to be addressed as soon as possible if the programme purpose is to be achieved.

3

Another finding of the review was that SCARDA’s present logframe fails to capture many credible outcomes that have emerged from the organisation, preparation and implementation of SCARDA because they are not restricted to one of the four outputs:

Output 1 Agricultural research management systems and competencies to conduct high quality research strengthened in African NARS.

Output 2 The capacity of African NARS to un dertake quality agricultural research for devel­opment sustainably strengthened.

Output 3 Tertiary agricultural teaching and training institutions empowered to match the capac­ity building they offer to changing market demands.

Output 4. SCARDA approach for capacity strengthening is documented, validated with, and owned by key stakeholders.

It is not clear whether it will be possible or even helpful to change the purpose statement at this stage of the programme. However, the purpose and output-level indicators are being reviewed and will be revised. The aim is to ensure that the performance of the programme can be monitored more effectively and its effectiveness can be evaluated during the end-of-programme review. With more pragmatic and achievable Objectively Verifiable Indicators (OVIs), it is expected that there will be better commitment to deadlines in implementation at all levels; Focal Institutions, SROs and FARA with respect to their roles in capacity strengthening activities.

The mid-term review concluded that the Programme was worthy of continued support provided that certain corrective actions are taken.

Breakout Session at the SCARDA Programme-wide Strategies and Lesson-learning Workshop held at the FARA Secretariat, Accra, Ghana, 27–30 April 2009.

4

2. Progress towards outputs and outcomes in each Sub-Region

CORAF/WECARD: Output 1

1. Strengthened Agricultural Research Management Systems

The Institutional Analyses of the CORAF/WECARD Focal Insti-tutions identified major weaknesses in managerial competencies which informed the design of a framework for course modules to be delivered through a series of agricultural research management group training courses. Outlines for nine course modules to address the identified weaknesses were developed in preparation for the first agricultural research management training course.

A concept paper was prepared by NRI to set out the course’s objec-tives, facilitation, strategy and approach and the way in which it would be refined based on lessons learnt in its implementation. The authors introduced the idea of ‘Participant Action Plans’ that would be underpinned by a series of three workshops. The Participant Action Plans define, justify and integrate specific management and professional development activities for each focal institution that will be continued beyond the life of SCARDA. This approach places less emphasis on the delivery of technical content during the first training workshop and focuses more on exposing participants to new thinking and novel ideas on research management and preparing them to develop Participant Action Plans for their own institutions. This will be reinforced by more detailed technical short courses complemented by mentoring and continuing Institutional Analyses.

An Agricultural Research Management Process Engagement and Ownership Meeting was held in Dakar on 8th – 10th October 2008 which brought together representatives from the Lead Service Provider and all the Focal Institutions (except the delegates from Brazzaville who were stranded by a cancelled flight). This meeting contributed to the success of the first CORAF/WECARD Agricultural

5

Research Management training event in December (1st – 6th) 2008 that involved 20 senior managers and research scientists from the Focal Institutions including the Crop Research Institute, Kumasi in Ghana where the workshop was held. Experience has revealed that strengthening agricultural research management will be pivotal to the overall institutional capacity strengthening and the Focal Persons have made other staff of their respective institutions aware of this.

Another strength of the SCARDA approach to capacity strengthening is the involvement of con-sultants from different African and non-African institutions to deliver the modules. In CORAF/WECARD it involved the Agricultural Research Management Training Institute (ARMTI) in Nigeria; the Ghana Institute of Management and Public Administration (GIMPA); and the Annai Business Consultancy, UK. The consultants together with NRI experts held a one-week pre-workshop to refine the course approach and materials. The first course consisted of eight modules:

1. Research approaches and models by Oladele Windapo, ARMTI, 2. Research Planning by Olufemi Oladunni (ARMTI) 3. Business Winning by Olufemi Oladunni 4. Effective Communication by Oladele Windapo (ARMTI) 5. Managing People and6. Monitoring and Evaluation by Joe Taabazung (GIMPA) 7. Financial Management by Dr. C. Amoatey (GIMPA) 8. Change Management by John Beverly (Annai)

The modules were three-hour units incorporating an overview of the topic, presentations, guided discussions and exercises (including role play and mock scenarios). A set of resource materials and references for further study were provided for each module. The modules are available on CD-ROM for use in other institutions and sub regions. A video was produced as an aide to raising awareness about the course’s purpose and outcomes.

The outcome of the initial training workshop was enhanced understanding of the key aspects of research management by senior Focal Institution managers. They also gained a clearer idea of the main areas within their organizations that need to be strengthened and how they can apply their newly-acquired skills to improve the management of their institutions.

The topics for follow up short technical courses have been identified but none have been delivered yet pending redefinition and agreement on the role of the Lead Service Provider following the end of AGRHYMET’s contract in December 2008. The Focal Institutions have each developed Participant Action Plans that are being incorporated into their overall strategic planning but they will need continuing guidance and support to help them implement them and review their prog-ress. NRI is providing some support but efforts are being made towards engaging experienced research management specialists from the region who should take the lead role in the design and delivery of the final training workshop.

2.Strengthened capacity for agricultural research for development

Thirteen (13) MSc. students from CORAF focal institutions in Gambia and Ghana have been admitted to Kwame Nkrumah University of Science and Technology (KNUST), Kumasi in Ghana, and one student admitted to University of Ghana, Legon. An agreement has been signed between CORAF and KNUST. The agreement with UG has been prepared and is yet to be signed. Eighteen (18) Francophone candidates have been placed for MSc. training. Seven (7) in Cameroun (Dschang University) and nine (9) in Abomey Calavi (Benin), one (1) in Ouaga-dougou, Burkina Faso, in irrigation and one (1) in Niamey in Natural Resources Management.

6

NRI has provided two MSc studentships to students from Gambia and Ghana who registered in February 2009 on an MSc programme in Food Safety and Quality Management. The range of disciplines undertaken by the CORAF students reflects particular capacity deficiencies in biotechnology and plant breeding, production and protection.

Profession and technical training

A total of twenty-two candidates from all four Focal Institutions, have been pre-selected by the LSP (AGRHYMET) for technician training. Final steps are being put in place to select the service pro-viders for the training. CORAF has decided to run only short-term courses for technician training.

No short courses were held in the reporting period.

3. Strengthened capacity to meet training demand.

The terms of reference for engaging consultants for the demand studies are yet to be developed in the CORAF/ WECARD sub-region. However, it is expected that these will relate closely to those developed for the other sub-regions.

4. Management & learning system functional approach for capacity strengthening documented and shared strategically.

Staff shortages and uncertainties over the role of the Lead Service Provider constrained CORAF/WECARD’s implementation of M&E. However, the SCARDA Performance Management Plan provides a common framework for the monitoring and regular review of SCARDA’s progress and guidance for regular reflection, documentation, lesson learning and gathering of evidence to inform Programme evaluation. The roles and responsibilities for performance monitoring and management have been defined including documenting and reporting on programme perform-ance. Finally, it outlines a strategy for embedding programme performance related activities in all key levels of programme operation.

The Programme-wide Performance Management plan provides the basis for the preparation of similar plans at the sub-regional level. As indicated above, an M&E and Learning workshop was held in Bamako in late March 2009 which produced a performance management plan for CORAF/WECARD and the four Focal Institutions. The plan includes indicators and targets which will be finalised during the forthcoming Regional Programme Wide Strategies and Learning Workshop in Accra. A strong feature of the work planning process in the CORAF/WECARD sub-region has been the identification of clear short-term milestones and targets, which are designed to simplify the monitoring of progress with implementation.

CORAF/WECARD’s newly appointed Communications and Information Manager (Anatole Kone) has accepted responsibility for SCARDA’s communications strategy with some support available on request from NRI’s Communications Specialist.

ASARECA : Output 1

1. Strengthened Agricultural Research Management Systems

The focus of strengthening capacity for agricultural research management capacity in the three ASARECA Focal Institutions is on:

• Planning, monitoring and evaluation• Basics of financial management for non-finance experts

7

• Human resource management: management of teams, alliances and individuals including conflict management, etc

• Project/programme management• Information, communication and advocacy

ASARECA has contracted a Service Provider, Pico Team, through a two-stage competitive process. Pico Team adopts a “Systemic Competency Development approach” where training will not be done under modular topics, but will engage people in learning processes in how to perform their jobs better. Capacity is more along the notion of ‘competencies’ which means the performance for delivery in the job by individuals, teams and organisations. This is much more than qualifications or technical skills; it is the creative and entrepreneurial spirit of doing business and finding innovative solutions to challenges. It requires space for the individuals to develop and the capacity to utilise their space and creativity effectively. They consider strengthening the research management capacity in the NARS much broader than the five areas identified in the call for this Thrust. They have identified 5 core competency areas that research managers require to be able to lead their organisations and their research successfully which are integral to the 5 areas identified in the SCARDA scoping study in the ASARECA sub-region. The competency areas are: i. the foundation competence: ii. facilitation for change; iii. managing research for development and quality science; facilitating partnerships and impact; iv. managing organiza-tions / units / teams; and v. managing self – self-development for leadership. They recognize that each of the five topics are very important, but that if they are not integrated they will neither result in sustainable increased capacity nor lead to system change. What is needed (in Pico Team’s view) is a more systemic organisational approach to achieve lasting results.

Both the similarities and the contrasts in the approaches adopted for agricultural research man-agement capacity strengthening in the ASARECA and the other sub-regions, the lessons that this will provide and the best practices that will emerge are substantial benefits to be derived from SCARDA’s continental perspective.

2.Strengthened capacity for agricultural research for development

By December 2008, 33 students in the ASARECA sub-region were already undertaking training and 1 was due to start in January 2009. Nine students are in Makerere, 10 in Egerton University, 2 in Sokoine University, one in University of Nairobi and one in Jomo Kenyatta University. The range of courses being undertaken demonstrates critical capacity shortages in plant breeding, biotechnology and agricultural information and communications management. RUFORUM, the Lead Service Provider (LSP) has leveraged additional funding from the Alliance for a Green Revolution in Africa (AGRA) and the Development Partnerships in Higher Education (DelPHE) to enable an additional 6 students from Rwanda and 4 from Sudan to be trained. RUFORUM as a lead service provider is ensuring the quality of the services being provided by the Universities. It has developed a monitoring framework for checking progress on the training. These include the progress reports made by students and coordinators every three months, physical visits to the universities and quarterly meetings with the programme coordinators in the various universities

The SCARDA-ECA Programme Management Team meeting in Kigali asked NRI to provide support to new academic programmes in ECA which contribute to SCARDA outputs. Three universities in Kenya are hosting MSc students funded through SCARDA; Egerton University, Jomo Kenyatta University of Agriculture and Technology (JKUAT), and the University of Nairobi. Each of these universities has also launched regional postdoctoral degree programmes

8

in disciplines of relevance to SCARDA. Discussions took place with with NRI to identify ways to provide support to the universities, including short course development and delivery, co-supervision of students and guest lectures. Highest priority was attached to developing and delivering a short course on agricultural information and communication management.

The programme has benefited enormously from complementary initiatives at Makerere Univer-sity, particularly the new MSc. in Plant Breeding and Seed Systems sponsored by the Regional Universities Forum for Capacity Building in Agriculture (RUFORUM). The graduates of this program will be colleagues of the SCARDA students when they take up positions in various public and private breeding programs and so the useful interaction will continue. SCARDA students have also benefited from lectures by some of the leading professionals in plant breeding and related fields that are sponsored by RUFORUM. They are also benefitting from mentorships programs and internship attachments to private plant breeding and seed companies organized by RUFORUM with funding from AGRA. Such close and beneficial working relationships will be enhanced to leverage the investment in SCARDA.

Professional and technical training

The Uganda National Crops Resources Research Institute (NACRRI) has been selected to implement of activities on building capacity for quality research through short courses for scientists and technicians. It is anticipated that training activities will begin in June 2009. In the ASARECA sub-region one of the priority areas for short courses identified during the SCARDA-ECA planning meeting held in Bujumbura in August was Crop Protection. NRI was requested by ASARECA and RUFORUM to develop a Concept Note for a short course on Integrated Pest Management for agricultural technicians. The Concept Note was approved and the first course will be delivered in Rwanda in May 2009.

3. Strengthened capacity to meet training demand.

The Programme Management Team has selected Prof. Malcolm Blackie to conduct the agricul-tural industry (tracer) study and this will be undertaken in April-June 2009.

4. Management & learning system functional approach for capacity strengthening documented and shared strategically.

M&E and Communications

One of the main functions of the SCARDA-ECA Programme Management Team is to serve as a sub-regional learning platform. NRI was requested to draft a learning strategy and this has been shared with other SROs. ASARECA has also advanced plans for SCARDA M&E that is integrated into their existing frameworks. ASARECA is using the results framework that it has developed for its other programmes for SCARDA. This includes linking the generic output performance indicators to specific activity implementation milestones.

SADC-FANR : Output 1

1. Strengthened Agricultural Research Management Systems

In the SADC sub-region institutional analyses were carried out in April 2008 and involved visits by NRI staff to the Focal Institutions. The aim of the visits was to build on progress that had been made in previous discussions in November 2007 so that implementation plans could be finalized before the inaugural programme-wide workshop in late April 2008. This was achieved but subsequent progress was held up until the agreement between SADC and FARA was signed

9

in October 2008. However, planning had continued in the interim and the SADC implementation plan was finalized at a workshop in Gaborone in November 2008.

During the planning meeting, participants agreed to adopt an approach to capacity strengthening in research management based on adaptations to CORAF/WECARD’s three­step modular approach. Dates were scheduled for the first agricultural research management course in the SADC sub-region in 2008 but they have been postponed twice because of delays in the tendering process.

2. Strengthened capacity for agricultural research for development

In view of the delayed signing of the FARA- SADC agreement it was not possible for SADC to register students on MSc programmes at the start of the 2008-09 academic year. However, with the assistance of the intended Lead Service Provider (ANAFE), students were registered on programmes in several African universities in early 2009. ANAFE, through its contacts and experience, was able to facilitate fast tracking admission of candidates to begin their MSc. training in January and February 2009 through the relevant university authorities. Currently, 15 candidates have begun their MSc training in SADC. Two students from Natural Resources Development College in Zambia and National University of Lesotho in Lesotho were registered on the NRI MSc programme on Natural Resources, with a focus on M&E. The range of courses undertaken by SADC MSc candidates shows that there is particular need for capacity strengthen-ing in animal science and in M&E.

Professional and technical training

Two short courses in farmer participatory research have been held in Botswana and Lesotho in February 2009 and participants were drawn from a wide range of organizations, including farmers’ groups. Staff with relevant expertise from the Focal Institutions made contributions to the courses and this should help to generate and sustain local ownership of future Farmer Participatory Research activities. The Farmer Participatory Research capacity strengthening

Opening Ceremony at the 1st ARM Training Workshop for CORAF/WECARD held at the CSIR-CRI, Kumasi, Ghana, 1–6 December 2008.

10

activities provide an important opportunity to foster collaboration among different research and development organizations. In doing so, they are helping to catalyse change in the way that research is carried out at a national level. The courses were developed and led by NRI.

In the SADC, the Focal Institutions have submitted candidates names and areas for technical training and ANAFE is in the process of identifying service providers.

3.Strengthened capacity to meet training demand.

In SADC, ANAFE with assistance from the Focal Institutions has identified national consultants for the task and a Lead Consultant but scheduling of the study has been stalled by the delay in signing the SADC-ANAFE agreement.

4. Management & learning system functional approach for capacity strengthening documented and shared strategically.

M&E and Communications

Despite the impediments imposed by the delay in signing agreements between SADC and FARA, and the continued absence of an agreement between SADC and ANAFE, there was substantial progress towards the achievement of this output. FARA facilitated a planning meeting in Gabo-rone on 25th -27th November, 2008 for the main partner organisations in the SADC sub-region which produced work plans for October 2008 to March 2009 and for October 2008 to June 2010.

During the SADC planning meeting held in Gaborone on 25-27 November 2008 work plans were developed that include some early activities that have short-term milestones. An M&E expert Monica Muratha is backstopping the SADC Focal Person on M&E issues and delivery of SCARDA Output 4. This included the further planning and embedding of M&E through a workshop involving the main partners in the sub-region which was held in Lusaka on 25-28 February 2009. The outputs of the workshop were draft M&E and Communications plans which will be finalised in April 2009.

During the meeting two new innovative activities emerged from the Focal Institutions in Lesotho and Botswana. In both countries the Focal Institutions’ plans included strengthening the capacity of selected partner organisations for Farmer Participatory Research. In Lesotho, smaller propos-als were also developed to support a twinning arrangement with an overseas university and to support an agricultural journal. However, the latter was not supported because it would not have been sustainable after the end of SCARDA funding. Provision was made for the twinning arrangement and Farmer Participatory Research activities in the work plan.

A Lesson Learning Workshop was held in Gaborone on 27-29 January 2009 and this proved to be an extremely useful event. The findings were documented in a detailed report which is being used to guide programme implementation.

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Institutional analyses teams were formed, composed of staff of the Focal Institutions, NRI and FARA. A methodology and process for conducting Institutional Analyses was developed and tested with staff of the Focal Institutions as the first step in planning institutional capacity strengthening activities. The first round of institutional analyses of 11 Focal Institutions in 9 countries was completed in time for the SCARDA Inaugural Work-shop that was held at the FARA Secretariat from April 28 to 2 May 2008. The analyses reveal the capacity strengths and weaknesses of an institu-tion in all the areas that affect its ability to deliver its mandate for high quality pro-poor agricultural research whether they are in management or in the ability to conduct high quality research. Substantial progress has been made in internalising Institutional Analyses as permanent tools for identifying not only capacity strengthening requirements but also the effectiveness of measures taken to address them.

Institutional analysis is a constant process of organizational and insti-tutional change that will keep the institutions relevant and effective in complex and ever changing external environments. These were facili-tated by experts from NRI but subsequent analyses, reflection and action will be led by the Focal Institutions themselves as they mainstream this approach into their change management process. These initial analyses have been followed up with greater attention to institutional learning and deepening the analyses of key aspects of the challenges facing management to inform the design of management training and M&E throughout the life of SCARDA. By the end of December 2008, Institutional Analyses had been conducted on two occasions in each Focal Institution and development of capacity strengthening plan for agricultural research management initiated in four focal institutions in the CORAF/WECARD sub-region. Mentoring is a vital aspect of SCARDA’s approach to capacity strengthening to firstly support the trainees consolidate and apply the training they have received. Secondly to help ensure that the Focal Institutions’ management and leadership changes their behaviours to be able to make best use of the training that their staff have received collectively and individually.

3. Overall progress on each output

12

Out

puts

OVI

sPr

ogre

ssR

ecom

men

datio

ns/

Com

men

ts

Outp

ut 1

Agric

ultur

al re

sear

ch m

anag

e-m

ent s

yste

ms a

nd

com

pete

ncies

to

cond

uct h

igh

quali

ty re

sear

ch

stren

gthe

ned

in Af

rican

NAR

S.

By M

arch

2008

, eac

h SRO

has a

n ag

ricult

ural

rese

arch

man

agem

ent c

apac

ity

stren

gthen

ing pl

an.

By Ju

ne 20

08 pa

rticipa

ting F

ocal

Institu

tions

have

an IF

of 50

1 in de

velop

ing

actio

n plan

s for

stre

ngthe

ning a

gricu

ltura

l re

sear

ch m

anag

emen

t in re

spon

se to

a pa

rticipa

tory i

nstitu

tiona

l ana

lysis

agre

ed

with

the re

levan

t SRO

.

By S

eptem

ber 2

008,

prov

iders

of ca

pacit

y str

ength

ening

servi

ces h

ave a

gree

d deta

ils2

of CS

inter

venti

ons w

ith F

ocal

Institu

tions

an

d SRO

s.

By Ju

ne 20

09, 1

00%

of F

ocal

Institu

tions

ha

ve im

pleme

nted t

he ca

pacit

y stre

ngthe

n-ing

actio

n plan

s for

agric

ultur

al re

sear

ch

mana

geme

nt.

By Ja

nuar

y 201

0, pa

rticipa

ting F

ocal

Institu

tions

have

an IF

of 90

in at

leas

t thr

ee of

the k

ey ag

ricult

ural

rese

arch

ma

nage

ment

area

s ide

ntifie

d in t

heir a

ction

pla

n.

In the

COR

AF su

b-re

gion,

Servi

ce pr

ovide

rs we

re id

entifi

ed to

de

liver

the fi

rst A

RM w

orks

hop i

n 1-6

th Dec

embe

r, 200

8 and

ca

pacit

y stre

ngthe

ing in

terve

ntion

s had

been

agre

ed w

ith F

Is an

d SRO

s. In

ASAR

ECA,

the s

ervic

e pro

vider

PIC

O Te

am, w

as

selec

ted to

deliv

er ac

tivitie

s to s

treng

then a

gricu

ltura

l rese

arch

ma

nage

ment.

Four

Foc

al ins

titutio

ns ha

ve fin

alise

d the

ir acti

on pl

ans f

or

agric

ultur

al re

sear

ch m

anag

emen

t. Imp

lemen

tation

of th

e plan

for

agric

ultur

al re

sear

ch m

anag

emen

t will

begin

as so

on as

fund

s are

av

ailab

le.

A nu

mber

of th

ese O

VIs h

ave n

ot be

en ac

hieve

d.

Follo

wing

the S

CARD

A mi

d-ter

m re

view,

man

y of th

e OVI

s are

be

ing re

vised

.

It was

agre

ed in

the w

orks

hop

held

in Ac

cra in

Apr

il 200

8 tha

t thi

s ind

icator

wou

ld be

diffic

ult to

me

asur

e. It w

as th

erefo

re dr

oppe

d an

d will

be re

place

d by a

new

indica

tor w

hich w

ill be

finali

zed b

y Ap

ril 20

09.

Due t

o the

unan

ticipa

ted de

lay

in the

star

t of th

e imp

lemen

tation

ph

ase m

any o

f the t

arge

ts we

re

not m

et ag

ainst

the tim

e fra

me se

t in

the O

VIs.

1. IF

= Im

pleme

ntatio

n (o

r Imp

act)

Facto

r der

ived

from

a mult

iple

of %

of F

ocal

Institu

tions

and

the

% to

whic

h the

y hav

e im

pleme

nted

the fa

ctor u

nder

stud

y divi

ded

by 1

00, i.

e., to

tal a

dopti

on w

ould

be in

dicate

d by

an

IF of

100

(1

00*1

00)/1

00. If

half t

he in

stitut

ions a

dopt

to an

aver

age o

f 75%

the I

F wo

uld be

37.5

i.e., (

50*7

5)/10

0 2.

This

could

be m

ost e

ffecti

vely

achie

ved t

hrou

gh a

facilit

ated w

orks

hop p

roce

ss, a

fter F

ocal

Institu

tions

and s

ervic

es pr

ovide

rs ha

ve be

en id

entifi

ed us

ing ag

reed

crite

ria an

d agr

eeme

nts si

gned

betw

een t

hem

and t

he re

spec

tive

SROs

and/o

r FAR

A.

13

Out

puts

OVI

sPr

ogre

ssR

ecom

men

datio

ns/

Com

men

ts

Outp

ut 2

The

capa

city o

f Af

rican

NAR

S to

un d

erta

ke

quali

ty ag

ricul-

tura

l res

earc

h fo

r dev

el opm

ent

susta

inably

str

engt

hene

d.

By Ja

nuar

y 200

8, ea

ch S

RO ha

s a lis

t of

“pre

ferre

d pro

vider

s” for

tech

nical

and

profe

ssion

al ca

pacit

y stre

ngthe

ning a

gree

d wi

th FA

RA.

By Ju

ne 20

08 pa

rticipa

ting F

ocal

Institu

-tio

ns ha

ve an

IF of

75 in

deve

loped

actio

n pla

ns fo

r stre

ngthe

ning p

riority

profe

ssion

al an

d tec

hnica

l com

peten

cies i

n res

pons

e to

an in

stitut

ional

analy

sis.

By Ju

ne 20

09, F

ocal

Institu

tions

have

an

IF of

90 in

imple

menti

ng th

eir ac

tion p

lans

for st

reng

thenin

g prio

rity pr

ofess

ional

and

techn

ical c

ompe

tencie

s.

By Ja

nuar

y 201

0, pa

rticipa

ting F

ocal

Insti-

tution

s hav

e an I

F of

50 in

demo

nstra

ted

appli

catio

n of g

ained

comp

etenc

ies to

their

pr

ioritie

s ide

ntifie

d in t

he ac

tion p

lan.

By Ja

nuar

y 200

9, AS

AREC

A ha

d ide

ntifie

d ser

vice p

rovid

ers

for te

chnic

al an

d pro

fessio

nal c

apac

ity st

reng

thenin

g. Th

ese

orga

nisati

ons w

ill be

contr

acted

by Ju

ne 20

09. C

ORAF

/WEC

ARD

has i

denti

fied s

ome p

rovid

ers b

ut fin

al se

lectio

n has

not y

et be

en

done

.

Seve

nty tw

o can

didate

s sele

cted b

y the

SRO

s hav

e star

ted

MSc t

raini

ng at

17 A

frican

Univ

ersit

ies an

d a fu

rther

four

at th

e Un

iversi

ty of

Gree

nwich

, UK.

The

ir cou

rses w

ere s

electe

d to fi

ll ca

pacit

y gap

s in F

ocal

Institu

tions

and i

n som

e ins

tance

s sate

llite

institu

tions

. It ha

s not

been

poss

ible t

o rea

ch S

CARD

A’s ta

rget

of 30

% fe

male

partic

ipants

beca

use o

f the r

elativ

ely lo

w nu

mber

s of

female

s in t

he st

aff of

the F

ocal

Institu

tions

but th

ere i

s a fe

male

to ma

le ra

tio of

1 in

3 amo

ngst

MSc c

andid

ates.

The M

Sc tr

aining

su

ppor

ted by

SCA

RDA

has p

rovid

ed a

rare

oppo

rtunit

y for

co

mbini

ng in

dividu

al wi

th ins

titutio

nal c

apac

ity st

reng

thenin

g but

this m

ust b

e rein

force

d. In

addit

ion to

the t

echn

ical s

uper

visor

s as

signe

d to s

tuden

ts for

their

rese

arch

wor

k, the

cand

idates

ar

e bein

g ass

igned

supe

rviso

rs an

d/or m

entor

s fro

m the

ir hom

e ins

titutio

ns to

help

them

put th

eir tr

aining

in co

ntext

and p

repa

re

to co

ntribu

te mo

re ef

fectiv

ely on

their

retur

n.

SCAR

DA M

Sc tr

aining

is be

ing co

mplem

ented

with

shor

t term

pr

ofess

ional

and t

echn

ical tr

aining

so th

at the

re w

ill be

the

requ

ired b

alanc

e of s

cienti

sts an

d tec

hnici

ans.

By D

ecem

ber

2008

, sho

rt ter

m tra

ining

in fa

rmer

partic

iparto

ry re

sear

ch w

as

being

plan

ned i

n the

SAD

C su

b-re

gion a

nd tr

aining

in M

&E an

d co

mmun

icatio

n was

being

plan

ned f

or al

l sub

-regio

ns.

Altho

ugh t

he m

ajority

of A

frican

far

mers

are w

omen

ther

e are

co

mpar

ative

ly few

wom

en in

ag

ricult

ural

rese

arch

, dev

elop-

ment,

exten

sion o

f train

ing. T

hat

is als

o tru

e of S

CARD

A’s F

ocal

Institu

tions

mak

ing it

diffic

ult fo

r SC

ARDA

to m

eet it

s tar

get o

f ha

ving 3

0% w

omen

partic

ipants

in

its ac

tivitie

s. In

the C

ORAF

/W

ECAR

D ag

ricult

ural

rese

arch

ma

nage

ment

traini

ng on

ly on

e pa

rticipa

nt ou

t of 2

0 was

a wo

man.

To he

lp co

unter

act th

at in

the

futur

e the

re is

gene

rally

good

pa

rticipa

tion o

f wom

en ca

ndida

tes

in MS

c tra

ining

(33%

for

ASAR

ECA

cand

idates

and a

bout

32%

for c

andid

ates i

n COR

AF /

WEC

ARD)

. Con

tinue

d pro

-acti

ve

meas

ures

will

have

to be

take

n to

incre

ase w

omen

partic

ipatio

n in

other

activ

ities.

14

Out

puts

OVI

sPr

ogre

ssR

ecom

men

datio

ns/

Com

men

ts

Outp

ut 3

Terti

ary a

gricu

l-tu

ral te

achin

g an

d tra

ining

insti

tutio

ns

empo

were

d to

m

atch

the

capa

city

build

ing th

ey o

ffer

to ch

angin

g m

arke

t dem

ands

.

Findin

gs of

rece

nt re

levan

t stud

ies an

d re

maini

ng ga

ps id

entifi

ed an

d pro

pose

d me

thodo

logy f

or st

udy d

evelo

ped b

y Feb

20

08.

Outst

andin

g gap

s in c

ompe

tence

of

agric

ultur

al gr

adua

tes in

resp

ect to

the

emplo

ymen

t mar

ket id

entifi

ed by

June

20

08.

Analy

sis of

futur

e dem

and s

hare

d with

key

stake

holde

rs an

d way

forw

ard a

gree

d by

Sept

2008

.

As a

step t

owar

ds en

surin

g tha

t ther

e will

be th

e righ

t type

and

quali

ty of

grad

uates

comi

ng ou

t of th

e univ

ersit

ies S

CARD

A is

supp

ortin

g stud

ies of

grad

uates

in em

ploym

ent a

cross

the

agric

ultur

al va

lue ch

ains.

That

will p

rovid

e info

rmati

on th

at the

un

iversi

ties c

an us

e in r

eform

ing an

d upd

ating

their

curri

cula.

The d

eman

d stud

ies ha

ve no

t yet

been

imple

mente

d but

they w

ill be

gin in

ASA

RECA

in A

pril 2

009.

Stud

ies in

COR

AF an

d SAD

C ar

e exp

ected

to be

gin in

June

and J

uly 20

09.

The T

erms

of R

efere

nce f

or th

e con

sulta

ncy a

nd m

ethod

ology

for

these

stud

ies is

to be

shar

ed ac

ross

sub-

regio

ns w

hislt m

aintai

n-ing

sub-

regio

nal d

iversi

ty.

Outp

ut 4

SCAR

DA a

p-pr

oach

for c

apac

ity

stren

gthe

ning

is do

cum

ente

d,

valid

ated

with

, an

d ow

ned

by ke

y sta

keho

lders

SCAR

DA co

ordin

ators

(regio

nal a

nd

sub-

regio

nal) r

ecru

ited a

nd in

offic

e by

Janu

ary 2

008.

The H

ead c

ontra

ct for

prog

ramm

e imp

lemen

tation

was

sign

ed

betw

een D

FID

and F

ARA

on 6th F

ebru

ary,

2008

. Sub

-contr

acts

betw

een C

ORAF

, ASA

RECA

and S

ADC

were

sign

ed on

30

th Mar

ch, 2

008;

10th Ju

ne, 2

008 a

nd 17

th Octo

ber, 2

008,

resp

ectiv

ely. S

RO-L

SP co

ntrac

ts for

COR

AF, a

nd A

SARE

CA

were

sign

ed on

23rd Ju

ly, 20

08 an

d 14th M

ay, 2

009,

resp

ectiv

ely.

An M

OU be

twee

n ANA

FE an

d RUF

ORUM

has b

een s

igned

by

the re

spec

tive B

oard

s of A

NAFE

and A

SARE

CA to

supp

ort th

eir

colla

bora

tive a

ctivit

ies. A

majo

r artic

le of

the M

OU st

ipulat

es th

at RU

FORU

M is

LSP

in AS

AREC

A su

b-re

gion a

nd A

NAFE

the L

SP

in SA

DC su

b-re

gion.

Thus

ANA

FE w

ill ba

cksto

p RUF

ORUM

in th

e im

pleme

ntatio

n of S

CARD

A-AS

AREC

A an

d sim

ilarly

, RUF

ORUM

wi

ll bac

kstop

ANA

FE in

SAD

C.

The fi

rst co

mmitte

d fun

ds fo

r pro

gram

me im

pleme

ntatio

n was

re

ceive

d fro

m DF

ID on

31st M

arch

2008

as re

imbu

rseme

nt of

FARA

coor

dinati

on an

d NRI

activ

ities.

15

Out

puts

OVI

sPr

ogre

ssR

ecom

men

datio

ns/

Com

men

ts

The r

ecru

itmen

t pro

cess

es to

ok a

long t

ime t

o fill t

he S

CARD

A va

canc

ies. T

he su

bstan

tive F

ARA

SCAR

DA P

rogr

amme

Of

ficer,

Dr. I

rene

Ann

or-F

remp

ong,

assu

med d

uty on

the 1

st of

Septe

mber,

2008

. The

subs

tantiv

e ASA

RECA

SCA

RDA

Foca

l Pe

rson a

ssum

ed du

ty in

Febr

uary

2009

but C

ORAF

/WEC

ARD

and S

ADC-

FANR

still

depe

nd on

cons

ultan

ts ac

ting a

s SCA

RDA

Foca

l Per

sons

(plea

se se

e Ann

ex 4

for S

CARD

A pe

rsonn

el an

d offi

cers

in ch

arge

).

ASAR

ECA

deve

loped

a pr

ogra

mme m

anag

emen

t team

co

mpris

ing re

pres

entat

ives f

rom

imple

menti

ng pa

rtner

s at th

e su

b-re

giona

l leve

l (SRO

, LSP

, Foc

al Ins

titutio

ns an

d NRI

). Fo

llow-

ing th

e suc

cess

of th

is mo

del, S

ADC

and m

ore r

ecen

tly C

ORAF

/W

ECAR

D su

b-re

gions

have

form

ed S

CARD

A Pr

ogra

mme

Mana

geme

nt Te

ams.

A Pr

ogra

mme-

Wide

Man

agem

ent T

eam

will

be es

tablis

hed i

n Apr

il 200

9.

Stra

tegy a

nd de

tailed

plan

for d

ocum

enta-

tion a

nd le

sson

lear

ning a

gree

d at F

ARA

and S

RO le

vels

by M

arch

2008

.

Docu

menta

tion o

f SCA

RDA

proc

ess

The i

mpor

tance

of go

od qu

ality

docu

menta

tion h

as co

nsist

ently

em

erge

d as a

key i

ssue

for S

CARD

A, pa

rticula

rly at

FARA

and

SRO

levels

. In th

e ASA

RECA

sub-

regio

n the

foca

l insti

tution

s ha

ve ag

reed

to de

signa

te ind

ividu

als w

ith re

spon

sibilit

y for

do

cume

ntatio

n in t

heir i

nstitu

tions

. It ha

s also

been

agre

ed to

pr

ovide

tech

nical

expe

rtise t

o fac

ilitate

and i

nitiat

e the

proc

ess o

f do

cume

ntatio

n at th

e Foc

al Ins

titutio

n lev

el. S

CARD

A wi

ll sup

port

the tr

aining

of da

ta ma

nage

rs at

techn

ician

leve

l or e

xper

tise

will b

e outs

ource

d whe

n nee

ded t

o imp

rove

the d

ocum

entat

ion

proc

ess.

Upon

the r

eque

st of

ASAR

ECA,

NRI

deve

loped

a do

cume

nt on

SCA

RDA

Less

on le

arnin

g whic

h was

shar

ed w

ith

other

SRO

s.

16

Out

puts

OVI

sPr

ogre

ssR

ecom

men

datio

ns/

Com

men

ts

M&E

and r

epor

ting s

ystem

for S

CARD

A at

FARA

and S

RO le

vels

is op

erati

onal

by

June

2008

.

Monit

oring

and E

valua

tion

Imple

menta

tion o

f the M

& E

syste

m ha

s bee

n con

strain

ed by

sta

ffing o

f FAR

A an

d still

rema

ins a

chall

enge

. Dr. B

ocar

Diag

ana

took u

p the

posti

on of

M&E

spec

ialist

at FA

RA in

Octo

ber, 2

008

but w

ill be

leav

ing in

Apr

il 200

9. W

ith hi

s une

xpec

ted de

partu

re,

NRI h

as be

en as

ked t

o imp

lemen

t the F

ARA

level

M&E

activ

ities

and w

ork w

ith th

e SRO

s and

Foc

al Ins

titutio

ns to

harm

onise

their

M&

E str

ategie

s at a

ll lev

els.

A dr

aft P

erfor

manc

e Man

agem

ent P

lan th

at inc

orpo

rates

M&

E wa

s com

pleted

in Ja

nuar

y 200

9. SC

ARDA

’s M&

E mu

st be

fitted

into

over

all sy

stems

whic

h diffe

r betw

een t

he S

ROs

and i

ntegr

ated i

nto le

arnin

g pro

cess

es th

at ar

e link

ed to

the

Prog

ramm

e’s pl

annin

g, de

cision

-mak

ing an

d pro

gres

s rep

ortin

g sy

stems

.

A re

portin

g sys

tem w

as de

velop

ed fo

r all l

evels

of re

portin

g in

Augu

st 20

08. F

urthe

r effo

rts ar

e nee

ded t

o ens

ure t

hat p

artne

rs str

ictly

follow

the r

epor

ting g

uideli

nes.

The p

rogr

amme

partn

ers’

M&E

capa

cities

may

need

to be

str

ength

ened

to bu

ild in

lear

ning a

nd re

flecti

on to

captu

re

emer

ging l

esso

ns w

ith cl

ear li

nks w

ith S

CARD

A’s co

mmun

icatio

n ac

tivitie

s at a

ll lev

els. T

his w

ill be

take

n up i

n disc

ussio

ns on

Pr

ogra

mme-

wide

M&E

, Com

munic

ation

s and

Lear

ning i

ssue

s du

ring t

he P

rogr

amme

wide

Stra

tegies

and L

earn

ing w

orks

hop i

n Ap

ril 20

09.

17

Out

puts

OVI

sPr

ogre

ssR

ecom

men

datio

ns/

Com

men

ts

Know

ledge

shar

ing pl

atfor

ms at

FARA

and

SRO

levels

estab

lishe

d and

oper

ation

al by

Ju

ne 20

08.

Comm

unica

tions

Good

comm

unica

tions

with

stak

ehold

ers i

s ess

entia

l to va

lidati

ng

SCAR

DA an

d ens

uring

owne

rship

by ke

y stak

ehold

ers.

To th

at en

d, FA

RA or

ganis

ed a

side-

meeti

ng on

comm

unica

tions

durin

g the

agric

ultur

al re

sear

ch m

anag

emen

t wor

ksho

p in K

umas

i in

1st - 3rd

Dec

embe

r, 200

8 at w

hich a

draft

FARA

SCA

RDA

com-

munic

ation

s plan

was

deve

loped

(Ann

ex 3)

. This

serve

d as t

he

initia

l step

towa

rds h

armo

nisati

on of

SCA

RDA

comm

unica

tions

at

SRO

and F

ocal

Institu

tion l

evels

.

SCAR

DA N

ewsle

tter

The fi

rst ed

ition o

f the F

ARA

level

prog

ramm

e-wi

de ne

wslet

ter

‘SCA

RDA

Outc

omes

’ has

been

prod

uced

. NRI

has p

rodu

ced t

wo

editio

ns of

an N

RI S

CARD

A Ne

wslet

ter. A

SARE

CA ha

s SCA

RDA

news

letter

s pos

ted on

the R

UFOR

M we

bsite

and C

ORAF

has a

se

ction

in th

e COR

AF ne

wslet

ter de

dicate

d to n

ews o

n SCA

RDA.

Elec

troni

c plat

form

(SCA

RDA

Web

site)

and

grou

p-m

ail

The D

-gro

ups p

latfor

m is

oper

ation

al. T

he m

embe

rship

of the

D-

grou

ps ha

s bee

n exte

nded

to in

clude

one r

epre

senta

tive e

ach

from

all im

pleme

nting

partn

ers.

Docu

ments

have

been

poste

d on

the F

ARA

web s

ite w

ww.fa

ra-a

frica.o

rg in

a se

ction

dedic

ated

to SC

ARDA

. The

docu

ments

avail

able

on th

e FAR

A we

bsite

an

d on t

he S

CARD

A D-

Grou

ps in

clude

the f

ull ra

nge o

f rep

orts

and p

rogr

amme

-wide

stra

tegies

. The

new

sear

ch en

gine h

ttp://

Melzo

o.com

prov

ides r

apid

acce

ss to

SCA

RDA

docu

ments

.

18

Out

puts

OVI

sPr

ogre

ssR

ecom

men

datio

ns/

Com

men

ts

First

revie

w an

d ana

lysis

of lea

rning

at

SRO

and F

ARA

levels

unde

rtake

n by

Janu

ary 2

009.

SADC

-FAN

R, he

ld a L

earn

ing P

latfor

m wo

rksho

p in G

abor

one f

rom

27-2

9 Jan

uary

2009

for p

artne

rs inv

olved

in th

e SAD

C-SC

ARDA

pr

ogra

mme t

o sha

re le

sson

s lea

rnt, a

chiev

emen

ts, an

d cha

lleng

es

on th

e imp

lemen

tation

of th

e SCA

RDA

prog

ramm

e as w

ell as

de

velop

mitig

ation

stra

tegies

to ad

dres

s ide

ntifie

d cha

lleng

es.

It was

reco

mmen

ded t

hat a

t futur

e Lea

rning

Plat

form

meeti

ngs

adeq

uate

time b

e allo

cated

to th

e find

ings o

f the I

nstitu

tiona

l An

alyse

s to a

llow

Foca

l Insti

tution

s to i

nform

their

partn

ers a

nd

satel

lite in

stitut

ions a

bout

SCAR

DA an

d con

sult t

hem

on th

eir

capa

city s

treng

thenin

g nee

ds. T

his w

as co

nsist

ent w

ith S

CARD

A be

ing ab

out s

treng

thenin

g mult

i-stak

ehold

er pa

rtner

ships

to

ensu

re th

at the

outco

mes o

f the p

rogr

amme

lead

to st

rong

er

NARS

and n

ation

al ag

ricult

ural

innov

ation

syste

ms.

In AS

AREC

A, le

sson

lear

ning i

s par

t of th

e Pro

gram

me M

anag

e-me

nt Te

am m

eetin

gs.

The M

onito

ring,

Evalu

ation

and L

earn

ing W

orks

hop h

eld in

Ba

mako

on 30

th Mar

ch to

2nd A

pril i

nclud

ed a

full d

ay on

the

prep

arati

on of

a CO

RAF/

WEC

ARD

plan f

or le

sson

lear

ning a

nd

docu

menta

tion.

This

will b

e use

d as a

n inp

ut to

the de

velop

ment

of a d

raft c

ommu

nicati

ons p

lan w

hich w

ill be

deve

loped

by

CORA

F/W

ECAR

D sta

ff and

NRI

’s Cz

ech C

onro

y in D

akar

on

16-1

7 Apr

il 200

9. Inp

ut fr

om th

e Foc

al Ins

titutio

ns in

COR

AF/

WEC

ARD

will b

e mad

e at th

e Reg

ional

Prog

ramm

e Wide

St

rateg

ies an

d Lea

rning

Wor

ksho

p in A

ccra

and t

he pl

an w

ill be

fin

alise

d by t

he en

d of th

at me

eting

.

Seco

nd re

view

of lea

rning

unde

rtake

n an

d stra

tegy f

or sc

aling

up de

velop

ed by

Oc

tober

2009

.Le

sson

s and

best

prac

tices

docu

-me

nted a

ppro

priat

ely an

d sha

red w

ith ke

y sta

keho

lders

by Ja

nuar

y 201

0.

19

Working with Partners

Excellent working relationships have been developed and maintained between partner organisations in SCARDA. These relationships build on the good rapport and trust that was established during the inception phase and throughout the year.

On several occasions, NRI staff have responded to requests for inputs at short notice with consistently high levels of commitment and willing-ness to be flexible. An important lesson for the future is to improve the planning of capacity strengthening activities so that resource persons and participants have adequate time to prepare for them. This will enhance the effectiveness of these activities and improve the learning experience for the participants.

In the ASARECA sub-region, the roles and responsibilities of ASARECA and RUFORUM have been well articulated and the establishment of a programme monitoring team has streamlined decision-making and facilitated interaction among the partner organisations. In CORAF/WECARD and SADC, the absence of agreements with the Lead Service Providers has meant that the SROs have had to accept more responsibility in planning and running capacity strengthening events. This has placed a heavy burden on the Focal Persons at the Focal Insti-tutions, especially where the capacity of the SRO Secretariat is itself limited. The recently established Programme Management Teams in SADC and CORAF/WECARD should improve programme manage-ment and communication.

Implementation of capacity strengthening activities

Reflection on the process and outcomes of the rapid Institutional Analyses carried out in November and December 2007 helped to shape the revised methodology for institutional analyses. An important lesson was to place less emphasis on ‘expert’ analysis and give more prominence to the role of the teams in facilitating enquiry and planning

4. Lessons learnt

20

by both management and staff in the Focal Institutions. It was found that, in view of the relative day to day autonomy of professionals working in research and academic organisations, there is a need for Management to lead and facilitate change, rather than to direct it. The revised methodology also includes a more targeted approach to engaging with external stakeholders during analyses and planning. One consequence of this is a greater focus on intermediaries rather than “end-users” such as farmers’ organizations.

The analyses interaction with policy makers found that there were sometimes quite difficult relationships between national agricultural research organizations and their line ministries. In some countries ministries of agriculture considered that research was making little contribution to national agricultural development. This indicated that national agricultural research organi-zations need to be able to communicate more effectively with policy makers and to provide them evidence of the high returns to investment in agricultural research for development. They also need to establish clear impact pathways for their research programmes and to be better at documenting the beneficial outcomes of their research.

The participants in the first training workshop in agricultural research management held in Kumasi rated it a success. There was strong ‘buy-in’ from the Focal Institutions both in terms of representation and the commitment of the participants. Several lessons were learned which will be of use to ASARECA and SADC in designing their training workshop in agricultural research management:

• The importance of involving the host Focal Institution fully in the planning and execution of the workshop

• Service providers need sufficient time to absorb the resource material and the more general information about SCARDA before the pre-workshop meeting

• More effort is needed to ensure an appropriate gender balance (only one of the twenty par-ticipants was a woman and the facilitators and service providers were all men)

• Interactive group activities should be more effectively integrated into the workshop sessions which relied heavily on presentations and guided discussions

• Fewer modules should be delivered in a one-week programme: 4-5 rather than 8• Process documentation is essential if maximum value is to be obtained and appropriate

human resources need to be allocated to this• The concept of Participants Action Plans was accepted by participants, but was perhaps not

fully understood. Greater efforts need to be made to explaining the purpose of Participant Action Plans and how they should be implemented. How participants will be supported in the development of their Participant Action Plans has not been clearly defined

Programme management and institutional arrangments

The Programme Management Team established in ASARECA offers good potential to act as a sub-regional learning platform, provided adequate time is allocated for discussing lessons learnt during its meetings. Similar models have been adopted for the CORAF and SADC sub-regions. A programme wide managemennt team has now been inaugurated.

In the selection process for Lead Service Providers, it is uncertain what trade-offs were made between the competences of candidate organisations in SCARDA related subject matters and their competences in the identification and evaluation of service providers. Geographical limitations may also have been under estimated in evaluating the potential of the Lead Service Providers to

21

serve SCARDA purposes. In reviewing the functioning of the Lead Service Providers’ consid-eration in future programmes should be given to options for strengthening the capacities of the Lead Service Providers themselves as an integral capacity strengthening activity.

Communication

Communication among the main partner organisations has been generally good. In particular, communication between FARA and NRI has been efficient and has enabled the two organisa-tions to work together very effectively. One-on-one communication with staff in other partner organisations has also been good.

The experience in implementing SCARDA has demonstrated the importance of effective com-munication between the partners. It is crucial that reports are shared among partners, as freely as possible but with respect to the confidentiality of specifically institutional information gathered during discussions with individual focal institutions. The partners have to be pro-active in sharing information because SCARDA is a complex programme with many partner organiza-tions operating at regional, sub-regional and national levels to ensure that they all have access to appropriate information and are included in the decision making processes. Differences between the SROs, in terms of their procedures, aspects of their institutional development, and working languages will continue to influence the way that FARA manages its relationship and applies the subsidiarity principle. For example, care must be taken not to try to over-standardise the way that SCARDA will operate because that could stifle innovation and slow down progress. Provided that there is careful documentation of SCARDA’s processes the different approaches in programme management and decision making will provide a unique opportunity to evaluate alternative approaches and share best practices.

The D-group website was available but it was not well used. This is an important issue which will be addressed in the preparation for the forthcoming Regional Programme Wide Strategies and Learning Workshop in Accra. It is hoped that, with the interest in common interest groups, where partners can engage in the issues that specifically interest them usage and interactions will improve.

External communication with organizations and individuals interested in agricultural research for development has been quite limited. The main means of external communication has been through presentations on SCARDA by FARA Secretariat staff at regional and international meet-ings. The newsletter which was launched in March 2009 will improve external communication provided that adequate time is spent by actors in the collaborating institutions in preparing issues on a regular basis and the content is made informative and interesting. Another priority for the coming year is to enhance the programme web site.

Monitoring and Evaluation

SCARDA has a complicated programme structure and operates at several organizational and geographical levels. The Programme seeks to develop and promote new ways of capacity strengthening and to do this within a learning environment. This means that SCARDA’s moni-toring and evaluation is a multi-faceted and complex activity. Since there are few comparative examples of good practice in M&E in initiatives like SCARDA the M&E system will have to evolve during programme implementation. This presents an additional challenge to the limited M&E capacity of SCARDA partners. Furthermore, organisational learning is a concept that is quite new for most of the participating organisations so it will take time to foster effective learn-ing environments and further support will be needed to support the Focal Institutions to develop their approaches to learning to review progress and inform future action.

22

The experience of developing M&E plans in the sub-regions has shown that M&E tends to be viewed as a separate activity in operational planning but it should be an integral part of operational planning to help set the parameters for the plan and specify ways in which progress can be monitored. Priority will now be given to finalizing the M&E system and establishing the baselines for the new progress indicators.

Another consequence of the delay in the development of M&E plans in the programme is that inadequate attention has been given to the way in which monitoring data will be collected and collated and the resources that are needed to support this. It is important that the Focal Institutions make adequate provision for this. However, they can benefit from the time and effort put into designing the SCARDA Performance Management Plan to guide them and they have benefitted from the training in M&E and Learning provided as initial SCARDA activities.

Good Practice/Innovation in Capacity Strengthening

SCARDA has developed an innovative approach to capacity strengthening but whether it suc-ceeds depends, to a large extent, on the effectiveness with which it is implemented. Some of the capacity strengthening activities, such as the MSc training, appear to be very conventional. If these are not properly guided by deliberate change management processes they may only make a limited contribution to institutional, as opposed to individual, capacity strengthening. The added value of the SCARDA approach is that the students have been selected based on their expected future contributions to priority programmes of their Focal Institutions. However, this in itself is not sufficient to guarantee benefits for the Focal Institutions and efforts have been made to ensure that students are properly equipped with a wider set of skills that will help them to operate more effectively in multi-disciplinary and multi-institutional teams. RUFORUM has led the way in this endeavour by ensuring that the MSc students in ASARECA receive training in areas such as proposal writing and systems skills.

One of the most innovative features of SCARDA is the approach to capacity strengthening in agricultural research management which is now seen as the entry point for institutional change management. The approach that has been developed comes from the recognition that short-term training in specific areas of management will have limited impact unless it is anchored in a broader process of organisational and institutional change. Supporting key staff within the Focal Institutions to embrace change and to identify priority areas where beneficial change can take place is an important first step which SCARDA has facilitated.

The main instruments for implementing change are the Participant Action Plans. The develop-ment of these plans ensures that the capacity strengthening inputs meet the priority needs of the Focal Institutions, whilst enabling them to take ownership of the change process. The experience in CORAF suggests that there is good potential for the implementation of the Participant Action Plans to enhance the performance of the Focal Institutions. Crucially, the Participant Action Plans are embedded in the core strategic and operational plans of the Focal Institutions rather than being ‘additional’ activities which could be easily sidelined due to lack of time or financial resources.

23

5. Priorities and milestones for the next 12 monthsPlease see details of priorities and milestones for the next 12 months in the revised SCARDA Plan of Action to 2010 submitted to DFID on 18th May, 2009.

6. AnnexesAnnex 1 : SCARDA Logical Framework

Annex 2. Financial summary for the programme’s year

Annex 3. SCARDA Communication Plan

Annex 4. SCARDA Personnel and officers in charge

24

Annex 1 : SCARDA Logical Framework

NARRATIVE SUMMARY

INDICATORS OF ACHIEVEMENT

MEANS OF VERIFICATION

RISKS AND ASSUMPTIONS

GOAL

Poverty is sustainably reduced in sub-Saharan Africa.

These will be derived from relevant higher level indicators ( e.g. MD Goal 1 for poverty and hunger and Goal 7 for environmental sustainability)

- Government statistics

- FAO, World Bank, ADB and Economic Commission for Africa statistics and reports

- ECOWAS , ECCAS, SADC, COMESA, IGAD and other regional organization reports

- UN COM-TRADE statistics and reports

- UNEP statistics and reports

- National and international context enables benefits (at this level)

- Political stability adequate

- National and interna-tional stakeholders and partners cooperate within current and future frameworks to enable benefits

PURPOSE

To strengthen the institutional and human capac-ity of African agricultural research and development systems to identify, generate and deliver research outputs that meet the needs of poor people.

• 70 % of key stakeholders of Focal Institutions express satisfaction and noticeable improvement in the delivery and relevance of research services by 2010.

• 25% increase in value of competitive and other funding secured by Focal Institutions by 2010.

• 30% increased collabora-tive participation of relevant stakeholder partners in pro-poor agricultural research initiatives by 2010.

• 100% of Focal Institutions evidence specific measures to mainstream gender, HIV/AIDs, pro-poor and other social inclusion issues at both internal policy and implementation levels.

• Programme evaluation reports (including stakeholder surveys).

• Annual reports of SROs, target institutions, and capacity strengthening providers.

• Levels of National investment in African Agricultural Research are sustained along with commitments to increase these.

• Steps to prevent and mitigate the specific effects of HIV-AIDS, malaria and tuberculo-sis on human capacity continue and improve.

• Regional mechanisms for sharing relevant knowledge and prod-ucts are sustained and continue to improve.

25

OU

TPU

TSIN

DIC

ATO

RS

OF

AC

HIE

VEM

ENT

MEA

NS

OF

VER

IFIC

ATIO

NR

ISK

S A

ND

ASS

UM

PTIO

NS

Outp

ut 1:

Ag

ricult

ural

rese

arch

ma

nage

ment

syste

ms an

d man

a-ge

rial c

ompe

tencie

s to

cond

uct h

igh

quali

ty re

sear

ch

stren

gthen

ed in

Af

rican

NAR

S.

By M

arch

2008

each

SRO

has a

n agr

icultu

ral re

sear

ch m

anag

emen

t ca

pacit

y stre

ngthe

ning p

lan.

By Ju

ne 20

08 pa

rticipa

ting F

ocal

Institu

tions

have

an IF

of 50

3 in

deve

loping

actio

n plan

s for

stre

ngthe

ning a

gricu

ltura

l rese

arch

ma

nage

ment

in re

spon

se to

a pa

rticipa

tory i

nstitu

tiona

l ana

lysis

agre

ed

with

the re

levan

t SRO

.

By S

eptem

ber 2

008,

prov

iders

of ca

pacit

y stre

ngthe

ning s

ervic

es ha

ve

agre

ed de

tails4

of C

S int

erve

ntion

s with

Foc

al Ins

titutio

ns an

d SRO

s.

By Ju

ne 20

09, 1

00%

of F

ocal

Institu

tions

have

imple

mente

d the

capa

c-ity

stre

ngthe

ning a

ction

plan

s for

agric

ultur

al re

sear

ch m

anag

emen

t.

By Ja

nuar

y 201

0, pa

rticipa

ting F

ocal

Institu

tions

have

an IF

of 90

in at

lea

st thr

ee of

the k

ey ag

ricult

ural

rese

arch

man

agem

ent a

reas

iden

tified

in

their a

ction

plan

.

• Fo

cal In

stitut

ions’

CS

plans

• CS

Ser

vice p

rovid

er

prog

ress

repo

rts

• CS

plan

ning w

orks

hop

repo

rts

• Fo

cal In

stitut

ions’

annu

al re

ports

• SR

O qu

arter

ly an

d ann

ual

repo

rts

• FA

RA qu

arter

ly an

d an

nual

repo

rts

• Se

nior m

anag

ers i

n tar

get in

stitu-

tions

activ

ely su

ppor

t an i

ntern

al ch

ange

man

agem

ent p

roce

ss5,

• Pr

ovide

rs of

capa

city s

treng

thenin

g se

rvice

s agr

ee to

oper

ate in

a co

llabo

rativ

e mod

e sha

ring t

raini

ng

mater

ials a

nd ex

perie

nces

to

gene

rate

regio

nal p

ublic

good

s6.

• IT

infra

struc

ture,

and c

ommu

nica-

tions

in pa

rticipa

ting o

rgan

isatio

ns

conti

nue t

o fun

ction

and i

mpro

ve.

Outp

ut 2:

The

ca

pacit

y of A

frican

NA

RS to

unde

rtake

qu

ality

agric

ultur

al re

sear

ch fo

r dev

elop-

ment

susta

inably

str

ength

ened

By Ja

nuar

y 200

8, ea

ch S

RO ha

s a lis

t of “

prefe

rred p

rovid

ers”

for

techn

ical a

nd pr

ofess

ional

capa

city s

treng

thenin

g agr

eed w

ith FA

RA.

By Ju

ne 20

08 pa

rticipa

ting F

ocal

Institu

tions

have

an IF

of 75

in

deve

loped

actio

n plan

s for

stre

ngthe

ning p

riority

profe

ssion

al an

d tec

hnica

l com

peten

cies i

n res

pons

e to a

n ins

titutio

nal a

nalys

is.

By Ju

ne 20

09, F

ocal

Institu

tions

have

an IF

of 90

in im

pleme

nting

the

ir acti

on pl

ans f

or st

reng

thenin

g prio

rity pr

ofess

ional

and t

echn

ical

comp

etenc

ies.

• NA

RS an

nual

repo

rts

• SR

O an

nual

repo

rts

• Op

erati

ng U

nit an

nual

repo

rts

• FA

RA an

nual

repo

rts

• Se

rvice

prov

ider r

epor

ts

• Pr

ovide

rs of

capa

city s

treng

thenin

g se

rvice

s agr

ee to

oper

ate in

a co

llabo

rativ

e mod

e sha

ring t

raini

ng

mater

ials a

nd ex

perie

nces

to

gene

rate

regio

nal p

ublic

good

s.

• IT

infra

struc

ture,

and c

ommu

nica-

tions

in pa

rticipa

ting i

nstitu

tions

co

ntinu

e to f

uncti

on an

d imp

rove

.

3. IF

= Im

plem

enta

tion

(or I

mpa

ct) F

acto

r der

ived

from

a m

ultip

le o

f % o

f Foc

al In

stitu

tions

and

the

% to

whi

ch th

ey h

ave

impl

emen

ted

the

fact

or u

nder

stu

dy d

ivid

ed b

y 10

0, i.

e., t

otal

ado

ptio

n w

ould

be

indi

cate

d by

an

IF o

f 100

(100

*100

)/100

. If h

alf t

he in

stitu

tions

ado

pt to

an

aver

age

of 7

5% th

e IF

wou

ld b

e 37

.5 i.

e., (

50*7

5)/1

00

4. Th

is c

ould

be

mos

t effe

ctiv

ely

achi

eved

thro

ugh

a fa

cilit

ated

wor

ksho

p pr

oces

s, af

ter F

ocal

Inst

itutio

ns a

nd se

rvic

es p

rovi

ders

hav

e be

en id

entifi

ed u

sing

agr

eed

crite

ria a

nd a

gree

men

ts si

gned

bet

wee

n th

em

and

the

resp

ectiv

e SR

Os a

nd/o

r FA

RA

.

5. Th

is w

ould

cul

tivat

ed th

roug

h a

two

way

dia

logu

e w

hich

, if w

ell c

ondu

cted

ena

blin

g m

utua

l tru

st to

dev

elop

, wou

ld re

sult

in th

e re

leva

nt m

anag

ers/

deci

sion

mak

ers s

igni

ng a

n ag

reem

ent o

f coo

pera

tion.

6. Th

is w

ould

be

unde

rpin

ned

by a

gree

men

ts b

etw

een

the

CS

serv

ice

prov

ider

s an

d SR

Os

and/

or F

AR

A w

hich

incl

ude

the

para

met

ers

for d

efini

ng “

owne

rshi

p” o

f the

trai

ning

pro

duct

s an

d “g

ood

prac

tice

less

ons”

dev

elop

ed.

26

OU

TPU

TSIN

DIC

ATO

RS

OF

AC

HIE

VEM

ENT

MEA

NS

OF

VER

IFIC

ATIO

NR

ISK

S A

ND

ASS

UM

PTIO

NS

By Ja

nuar

y 201

0, pa

rticipa

ting F

ocal

Institu

tions

have

an IF

of 50

in

demo

nstra

ted ap

plica

tion o

f gain

ed co

mpete

ncies

to th

eir pr

ioritie

s ide

ntifie

d in t

he ac

tion p

lan.

• Pa

rticipa

ting i

nstitu

tions

conti

nue

to ha

ve co

nditio

ns re

quire

d for

ap

plica

tion o

f CS

activ

ities a

gree

d in

their C

S pla

ns.

Outp

ut 3:

Tertia

ry ag

ricult

ural

educ

ation

an

d tra

ining

insti

tu-tio

ns em

powe

red

to ma

tch ca

pac-

ity bu

ilding

offer

to

chan

ging m

arke

t de

mand

.

Findin

gs of

rece

nt re

levan

t stud

ies an

d rem

aining

gaps

iden

tified

and

prop

osed

meth

odolo

gy fo

r stud

y dev

elope

d by F

eb 20

08.

Outst

andin

g gap

s in c

ompe

tence

of ag

ricult

ural

grad

uates

in re

spec

t to

the em

ploym

ent m

arke

t iden

tified

by Ju

ne 20

08.

Analy

sis of

futur

e dem

and s

hare

d with

key s

takeh

older

s and

way

for

ward

agre

ed by

Sep

t 200

8.

• Re

view

of ex

isting

stud

ies,

• SC

ARDA

“Tra

cer s

tudy”

repo

rt/s

• W

orks

hop p

rese

ntatio

n/s

& re

lated

repo

rts

• Inv

olvem

ent o

f dec

ision

-mak

ers i

n the

targ

et ins

titutio

ns in

stud

y des

ign

and a

gree

ment

to ac

t on fi

nding

s is

secu

red.

• Ot

her t

raini

ng or

ganiz

ation

s will

acce

pt re

levan

ce of

findin

gs fo

r the

ir cu

rricu

lum re

view

proc

ess.

Outp

ut 4:

SCA

RDA

appr

oach

for

capa

city s

treng

then-

ing is

docu

mente

d, va

lidate

d with

, an

d own

ed by

key

stake

holde

rs.

SCAR

DA co

ordin

ators

(regio

nal a

nd su

b-re

giona

l) rec

ruite

d and

in of

fice

by Ja

nuar

y 200

8.

Stra

tegy a

nd de

tailed

plan

for d

ocum

entat

ion an

d les

son l

earn

ing

agre

ed at

FARA

and S

RO le

vels

by M

arch

2008

.

M&E

and r

epor

ting s

ystem

for S

CARD

A at

FARA

and S

RO le

vels

is op

erati

onal

by Ju

ne 20

08.

Know

ledge

shar

ing pl

atfor

ms at

FARA

and S

RO le

vels

estab

lishe

d and

op

erati

onal

by Ju

ne 20

08.

First

revie

w an

d ana

lysis

of lea

rning

at S

RO an

d FAR

A lev

els un

der-

taken

by Ja

nuar

y 200

9.

Seco

nd re

view

of lea

rning

unde

rtake

n and

stra

tegy f

or sc

aling

up

deve

loped

by O

ctobe

r 200

9.

Less

ons a

nd be

st pr

actic

es do

cume

nted a

ppro

priat

ely an

d sha

red w

ith

key s

takeh

older

s by J

anua

ry 20

10.

• FA

RA qu

arter

ly an

d an

nual

repo

rts

• SR

O qu

arter

ly an

d ann

ual

repo

rts

• Se

rvice

prov

ider r

epor

ts

• Le

arnin

g wor

ksho

p re

ports

• W

ebsit

e and

e-gr

oups

us

age r

epor

ts,

• St

rateg

y doc

umen

t on

up- s

calin

g,

• Ca

se st

udies

and “

polic

y br

iefs”.

• Ex

isting

elec

tronic

infor

matio

n sh

aring

platf

orms

and s

uppo

rt pr

ogra

mmes

in FA

RA an

d SRO

s are

ma

intain

ed an

d con

tinue

to im

prov

e.

• Ta

rget

Institu

tions

have

basic

ac

cess

to in

terne

t ser

vices

.

• Co

ntinu

ity of

invo

lveme

nt by

key

mana

gers

and p

rofes

siona

ls in

the ta

rget

and s

ervic

e pro

viding

ins

titutio

ns.

27

AC

TIVI

TIES

MIL

ESTO

NES

RIS

K M

ITIG

ATIO

N S

TRAT

EGIE

S

Outp

ut1:

Agr

icultu

ral r

esea

rch

man

agem

ent s

yste

ms

and

com

pete

ncies

to co

nduc

t high

qua

lity re

sear

ch

stren

gthe

ned

in Af

rican

NAR

S.

• Fo

rmati

on of

team

/s an

d fina

lisati

on of

meth

odolo

gy

for in

stitut

ional

analy

sis.

• Pa

rticipa

tory a

sses

smen

t of m

anag

emen

t cap

acity

str

ength

ening

need

s in F

ocal

Institu

tions

in re

lation

to

mana

geme

nt of

chan

ge an

d inn

ovati

on.

• De

velop

ment

of ma

nage

ment

capa

city s

treng

then-

ing pr

ogra

mme a

nd ag

reem

ents

with

Foca

l Ins

titutio

ns.

• Im

pleme

ntatio

n of m

anag

emen

t cap

acity

stre

ngth-

ening

train

ing (g

roup

train

ing, a

pplic

ation

plan

s &

follow

-up)

in F

ocal

and S

atellit

e Ins

titutio

ns.

• St

reng

thenin

g/dev

elopm

ent o

f key

man

agem

ent

syste

ms an

d pro

cess

es in

Foc

al Ins

titutio

ns

(men

toring

, adv

isory

and f

acilit

ation

supp

ort o

f pla

nned

chan

ges,

shar

ing go

od pr

actic

e).

Insti

tutio

nal a

nalys

is te

am, m

etho

dolog

y and

pr

ogra

mm

e ag

reed

by D

ecem

ber 2

007.

Insti

tutio

nal d

iagno

stic a

nalys

es u

nder

take

n in

all

selec

ted

Insti

tutio

ns b

y mid

2008

(a

pplie

s also

to o

utpu

t 2).

Grou

p tra

ining

cour

ses c

over

ing p

riorit

y man

agem

ent

area

s dev

elope

d an

d de

liver

ed in

all s

ub-re

gions

by

Dece

mbe

r 200

8.

Risk

1: D

rop-

out a

nd/or

pass

ive re

sistan

ce/to

ken

partic

ipatio

n by F

ocal

Institu

tions

.

Mitig

ation

stra

tegies

:

1a. R

igoro

us ap

plica

tion o

f agr

eed c

riteria

in se

lectio

n of

Foca

l Insti

tution

s (FI

s).

1b. C

lear a

nd tim

ely co

mmun

icatio

n of S

CARD

A ob

jectiv

es an

d app

roac

h to F

I.

1c. P

artic

ipator

y and

tran

spar

ent in

stitut

ional

analy

sis

proc

ess.

1d. L

etter

s of a

gree

ment

signe

d by k

ey de

cision

mak

ers

resp

onsib

le for

FIs.

1e. C

lear p

lan at

FI le

vel fo

r CS

deve

loped

and a

gree

d joi

ntly w

ith C

S se

rvice

prov

iders.

1f. S

iting g

roup

train

ing in

FIs

wher

e pos

sible.

1g. E

stabli

shme

nt of

learn

ing gr

oups

with

code

s of

cond

uct.

28

AC

TIVI

TIES

MIL

ESTO

NES

RIS

K M

ITIG

ATIO

N S

TRAT

EGIE

S

Outp

ut 2:

The

capa

city o

f Afri

can

NARS

to u

nder

take

qu

ality

agric

ultur

al re

sear

ch fo

r dev

elopm

ent s

usta

in-ab

ly str

engt

hene

d.

• Pa

rticipa

tory a

nd st

rateg

ic as

sess

ment

of pr

ofes-

siona

l and

tech

nical

capa

city s

treng

thenin

g nee

ds in

Fo

cal In

stitut

ions (

in re

lation

to pr

iority

rese

arch

and

innov

ation

oppo

rtunit

ies).

• De

velop

ment

of pr

ofess

ional

and t

echn

ical c

apac

ity

stren

gthen

ing pr

ogra

mme a

nd ag

reem

ents

with

Foca

l Insti

tution

s & se

rvice

prov

iders.

• Im

pleme

ntatio

n of p

rofes

siona

l and

tech

nical

(pos

tgrad

uate

attac

hmen

ts, m

entor

ing) c

apac

-ity

stre

ngthe

ning p

lans i

n Foc

al an

d Sate

llite

Institu

tions

.

• Im

pleme

ntatio

n of p

rofes

siona

l and

tech

nical

capa

city s

treng

thenin

g plan

s (sh

ort c

ourse

s) in

Foca

l and

Sate

llite I

nstitu

tions

Post-

grad

uate

cand

idate

s with

train

ing a

pplic

ation

pla

ns id

entifi

ed b

y Apr

il 200

8 an

d pla

ced

by S

ept 2

008.

SRO

deta

iled

plans

for t

echn

ical a

nd p

rofe

ssion

al tra

ining

in p

riorit

y are

as b

y Jun

e 20

08.

Tech

nical

and

prof

essio

nal g

roup

train

ing co

urse

s de

velop

ed a

nd d

elive

red

in all

sub-

regio

ns b

y De

cem

ber 2

008.

Tech

nical

and

prof

essio

nal m

ento

ring

and

follo

w up

acti

vities

dev

elope

d an

d ini

tiate

d in

all S

ROs b

y De

cem

ber 2

008.

Risk

2. M

argin

alisa

tion o

f wom

en. Y

oung

er, ol

der

rese

arch

ers i

n CS

activ

ities

Mitig

ation

stra

tegies

:

2a. A

gree

socia

lly in

clusiv

e crite

ria fo

r sele

ction

of

partic

ipatin

g ind

ividu

als,

1c, 1

d and

1e ab

ove.

Outp

ut 3:

Terti

ary a

gricu

ltura

l edu

catio

n an

d tra

ining

ins

titutio

ns e

mpo

were

d to

mat

ch ca

pacit

y buil

ding

offer

to

chan

ging

mar

ket d

eman

d

• Re

view

of fin

dings

, gap

s and

meth

odolo

gy le

sson

s fro

m pr

eviou

s stud

ies of

dema

nd fo

r and

appli

catio

n of

agric

ultur

al gr

adua

te tra

ining

.

• De

velop

ment

and i

mplem

entat

ion of

a “tr

acer

stud

y” of

futur

e dem

and f

rom

emplo

yers

of gr

adua

tes

involv

ed in

agric

ultur

al inn

ovati

on.

• St

udy r

esult

s sha

red a

nd im

plica

tions

disc

usse

d wi

th ke

y stak

ehold

ers a

t app

ropr

iate f

ora.

Resu

lts o

f tra

cer s

tudy

deli

vere

d an

d dis

cuss

ed w

ith

key s

take

holde

rs b

y July

200

8.Ri

sk 3.

CS

servi

ce pr

ovide

rs ar

e relu

ctant

to co

llabo

rate

with

each

othe

r in de

velop

ment

and d

elive

ry of

traini

ng

mater

ials a

nd sh

aring

of ex

perie

nces

.

Mitig

ation

stra

tegies

:

3a. D

iscus

s coll

abor

ation

and I

PR as

pects

in in

itial

dialog

ue an

d inc

lude c

lause

s in c

ontra

cts w

ith

servi

ce pr

ovide

rs.

3b. E

viden

ce re

cord

of th

e abo

ve du

ring s

electi

on,

3c. J

oint p

lannin

g of C

S inp

uts w

ith al

l main

servi

ce

prov

iders

pres

ent.

3d. In

clude

servi

ce pr

ovide

rs in

lesso

n wor

ksho

p/s.

3e. E

stabli

sh le

arnin

g gro

up/s

for C

S tra

iners.

29

AC

TIVI

TIES

MIL

ESTO

NES

RIS

K M

ITIG

ATIO

N S

TRAT

EGIE

S

Outp

ut 4:

SCA

RDA

appr

oach

for c

apac

ity st

reng

then

-ing

is d

ocum

ente

d, va

lidat

ed w

ith, a

nd o

wned

by k

ey

stake

holde

rs.

• Se

lectio

n and

recru

itmen

t of S

CARD

A co

ordin

ators

at FA

RA an

d SRO

leve

l and

proc

urem

ent o

f rela

ted

equip

ment.

• Co

llabo

rativ

e dev

elopm

ent o

f deta

iled M

&E an

d re

portin

g plan

and s

ystem

for S

CARD

A at

FARA

an

d SRO

leve

ls (in

cludin

g stra

tegies

for m

onito

ring

mains

tream

ing of

cros

s-cutt

ing is

sues

– ge

nder,

HI

V/AI

DS, a

ge et

c).

• Co

llabo

rativ

e dev

elopm

ent o

f deta

iled p

lan an

d sy

stems

for c

ommu

nicati

on –

includ

ing do

cume

nta-

tion a

nd le

sson

lear

ning a

nd sh

aring

at FA

RA an

d SR

O lev

els by

Mar

ch 20

08.

• De

velop

ment

of int

erac

tive e

xper

ience

and

know

ledge

shar

ing m

echa

nisms

for S

CARD

A (e

.g.

learn

ing gr

oups

/”com

munit

ies of

prac

tice”

).

SCAR

DA st

aff a

t FAR

A an

d SR

O lev

el re

cruit

ed a

nd in

po

st by

Janu

ary 2

008.

SCAR

DA M

&E a

nd re

porti

ng p

lans a

t SRO

and

FARA

lev

el de

velop

ed a

nd a

gree

d by

Mar

ch 2

008.

SCAR

DA co

mm

unica

tion

plans

at S

RO a

nd FA

RA le

vel

deve

loped

and

agr

eed

by M

arch

200

8.

Docu

men

tatio

n fra

mew

ork,

met

hodo

logy a

nd le

sson

lea

rning

plan

dev

elope

d by

Mar

ch 2

008.

Elec

tronic

plat

form

(SCA

RDA

webs

ite a

nd g

roup

-mail

) es

tabli

shed

by A

pril 2

008.

Proc

ess d

ocum

enta

tion

guida

nce

and

emer

ging

lesso

ns re

view

even

ts he

ld by

Aug

ust 2

008.

Lear

ning

grou

ps “C

omm

unitie

s of p

racti

ce” d

efine

d an

d ini

tiate

d by

Octo

ber 2

008.

Risk

4. S

harin

g and

lear

ning w

ill be

limite

d by c

ultur

al fac

tors a

nd la

ck of

trus

t.

Mitig

ation

stra

tegies

:

4a. P

artic

ipator

y dev

elopm

ent o

f cod

e of c

ondu

ct in

learn

ing gr

oups

.

• Fa

ce to

face

expe

rienc

e sha

ring a

nd le

sson

de

velop

ment

even

ts to

defin

e goo

d pra

ctice

in

institu

tiona

l cap

acity

stre

ngthe

ning.

• De

velop

ment

of a s

calin

g up s

trateg

y for

the

SCAR

DA ap

proa

ch.

• Do

cume

ntatio

n and

stra

tegic

shar

ing of

key l

esso

ns

with

key s

takeh

older

s.

Firs

t less

on le

arnin

g wo

rksh

ops h

eld in

all S

ROs b

y Ja

nuar

y 200

9.

Stra

tegy

for u

p-sc

aling

SCA

RDA

deve

loped

and

agr

eed

by M

arch

200

9.

Synt

hesis

less

on le

arnin

g wo

rksh

ops h

eld in

at r

egion

al lev

el by

Octo

ber 2

009.

Main

less

ons p

acka

ged

and

deliv

ered

to ke

y tar

get

audie

nces

by J

anua

ry 2

010.

30

Ann

ex 2

. Fin

anci

al s

umm

ary

for t

he p

rogr

amm

e’s

year

Stre

ngth

enin

g Ca

pacit

y for

Agr

icultu

ral R

esea

rch

and

Deve

lopm

ent i

n Afri

ca (S

CARD

A)Im

plem

enta

tion

Phas

e Bud

get

Stat

emen

t of E

xpen

ditu

re fo

r the

per

iod

01 Ja

nuar

y 200

8 to

31 M

arch

2009

Act

ivity

Tota

l

Prog

ram

B

udge

t

£

Tota

l

Prog

ram

B

udge

t

US$

Expe

nditu

re

Jan-

Dec

’08

US$

Exp

endi

ture

Jan-

Mar

'09

US$

Tot

al

Expe

nditu

re

Jan’

08-M

ar’0

9

US$

Bud

get

Bal

ance

US$

Inst

itutio

nal C

apac

ity S

treng

then

ing

Institu

tiona

l Ana

lysis

642,6

351,3

17,40

234

6,403

59,48

140

5,884

911,5

18

Quali

ty Re

sear

ch2,0

48,66

74,1

99,76

719

4,040

536,1

1973

0,159

3,469

,608

Profe

ssion

al Sk

ills1,2

85,56

72,6

35,41

265

,487

69,58

313

5,070

2,500

,342

Rese

arch

Man

agem

ent

1,251

,613

2,565

,807

268,1

5114

4,973

413,1

242,1

52,68

2Tr

acer

Stud

ies23

5,902

483,5

990

44,75

044

,750

438,8

49Su

b to

tal

5,464

,384

11,20

1,987

874,0

8185

4,906

1,728

,987

9,473

,000

Lead

Ser

vice P

rovid

ers

439,0

2490

0,000

33,04

887

,841

120,8

8977

9,112

Pr

ogra

mm

e-w

ide

activ

ities

M&E

184,1

4637

7,499

65,41

241

,870

107,2

8227

0,217

Comm

unica

tions

Sys

tem25

5,000

522,7

5052

,616

052

,616

470,1

34

Star

t-up W

orks

hop

83,34

117

0,849

123,3

260

123,3

2647

,523

Mid-

term

and fi

nal R

eview

s80

,976

166,0

010

00

166,0

01

603,4

631,2

37,09

924

1,355

41,87

028

3,225

953,8

74

Prog

ramm

e Coo

rdina

tion

1,269

,220

2,601

,901

897,8

1718

8,316

1,086

,133

1,515

,768

Ca

pital

costs

69,26

914

2,001

3,959

03,9

5913

8,042

GR

AND

TOTA

L 7,8

45,36

016

,082,9

892,0

50,26

01,1

72,93

33,2

23,19

312

,859,7

96

31

Annex 3. SCARDA Communication Plan

February 2009

1. FARA’s Overall Communication Strategy and ResponsibilitiesFARA’s mission is to enhance and add value to the effectiveness and efficiency of agricultural research systems in Africa that will contribute to agricultural development, economic growth and sustainable use of natural resources. FARA plays advocacy and coordination roles for agricul-tural research for development.

The SCARDA programme is part of FARA’s Networking Support Function 4, Capacity strengthening. NSF4 aims to ensure that Africa has the human and institutional capacity, public and private, to achieve improved broad-based agricultural productivity, competitiveness and markets which will contribute to achieving the African Vision of 6% percent annual growth in agricultural production.

2. FARA’s SCARDA Communication Objectives and Main Stakeholders

2.1 SCARDA Communication ObjectivesThe SCARDA Communication Strategy (CS), which was developed during the inception phase and approved at the inception workshop, provides the framework for this communication plan and also those of the SROs. The CS has the following six objectives.1. Foster commitment to and ownership of SCARDA among key partners during and beyond

the programme period by providing mechanisms through which they can contribute to decision-making

2. Build trust and a shared understanding among SCARDA stakeholders, through enabling transparency in SCARDA processes and decision-making

3. Facilitate efficient functioning of and widespread participation in SCARDA activities by making relevant information accessible to all partners

4. Enable the widespread learning and sharing of programme lessons among programme part-ners (esp. Target institutions), the policy community and relevant organisations outside of Africa

5. Raise awareness about SCARDA’s activities, key stakeholders and achievements among (a) policy-makers with a view to improved policy support that will achieve SCARDA’s aims; and (b) current and potential donors, with a view to raising additional resources

6. Foster a learning environment that enables diverse stakeholders to interact effectively to bring about innovations

2.2 SCARDA StakeholdersThere need to be good communication linkages between FARA and its key stakeholders if SCARDA is to function efficiently and effectively. FARA’s principal SCARDA stakeholders are:

• SROs (ASARECA, CORAF, SADC-FANR); • Lead Service Providers (AGHRYMET, ANAFE, RUFORUM): • the Focal Institutions (Focal Institutions)• the Natural Resources Institute, UK; • regional policy makers and bodies (e.g. African Union); and• DFID and other potential donors.

32

The key communication linkages between FARA and its SCARDA stakeholders are shown in Figure 1.

There also needs to be effective communication within FARA, among the different staff members who have roles to play in relation to SCARDA. Staff responsibilities are described in section 4.1.

3. FARA’s SCARDA Communication Activities

The SCARDA inception plan noted that FARA is “responsible for developing programme-wide internet-based communication structures and mechanisms that support these [SCARDA com-munication] objectives, including the SCARDA website and groupware, which will enable a variety of SCARDA stakeholder groups to communicate with each other electronically”.

In addition, FARA will be the lead agency for the SCARDA communication objective concerned with raising awareness about SCARDA’s activities, key stakeholders and achievements among: (a) regional policy-makers (notable the African Union and NEPAD)- with a view to improved

policy support that will achieve SCARDA’s aims; and(b) current and potential donors - with a view to raising additional resources.

FARA and its SCARDA partners are establishing learning platforms at different levels (e.g. regional, sub-regional) in which different partners can come together to review, reflect on and learn from the experiences of SCARDA and other capacity building initiatives.

FARA’s SCARDA communication activities are listed below, grouped in relation to each of these objectives.

Figure 1: Communication Linkages between FARA and its main SCARDA Stakeholders

33

Objective 1. Foster commitment to and ownership of SCARDA among key partners during and beyond the programme period by providing mechanisms through which they can contribute to decision-making1.1. Provide suggestions for appropriate participatory mechanisms at S-R level (e.g. forum in

SADC)1.2. Organise Inaugural workshop 1.3. Support development of FI institutional analysisObjective 2. Build trust and a shared understanding among SCARDA stakeholders, through enabling transparency in SCARDA processes and decision-making2.1. Make visits to the 3 sub-regions to meet all SCARDA stakeholders (SROs, Focal Institu-

tions, LSP) together jointly2.2. Develop SCARDA operations manual2.3. Build database of potential service providers and available scholarships (NSF4 or

SCARDA?)2.4. Maintain frequent and regular email contact with SROs2.5. Hold regular one on one meetings with SRO SCARDA-related staff – focal persons, finance

officersObjective 3. Facilitate efficient functioning of and widespread participation in SCARDA activities by making relevant information accessible to all partners 3.1. Establish the SCARDA webpages as part of the FARA NSF4 website3.2. Maintain and refine the SCARDA webpages at regional level, and associated internet-based

communication structures and mechanisms3.3. Establish SCARDA D-group3.4. Maintain and refine the SCARDA groupware3.5. Develop and/or upload information products/content for use in communication tools

(Website, Blog/Vlog, D-group, SCARDA newsletter)3.6. Develop & publish a SCARDA ‘flyer’3.7. Develop & publish SCARDA newsletter3.8. Develop SCARDA operations manual3.9. Maintain frequent and regular email contact with SROs3.10. Hold regular one on one meetings with SRO SCARDA-related staff – focal persons, finance

officersObjective 4. Enable the widespread learning and sharing of programme lessons among programme partners (esp. Focal Institutions), the policy community and relevant organi-sations outside of Africa (a) Among programme partners

4.1. Develop framework for process documentation by Focal Institutions4.2. Post lesson-learning documents and other information products on SCARDA D-group

(b) Among the policy community and organizations outside of Africa4.3. Post lesson-learning documents and other information products on SCARDA website

- to guide the selection of CB themes for the FARA General Assembly in 2010; and to guide the selection of CB themes for the FARA Bulletin

4.4. Contribute to on-line discussions relating to CB of African AR4D organisations

34

Objective 5. Raise awareness about SCARDA’s activities, key stakeholders and achievements among (a) policy-makers with a view to improved policy support that will achieve SCARDA’s aims; and (b) current and potential donors, with a view to raising additional resources(a) Policy­makers

5.1. Implement various activities to influence/improve/support policy/policy direction of the African Union and its members (e.g. via FARA GA)

5.2. Produce reports and other information products suitable for policy-makers containing lessons and evidence that will improve the effectiveness & efficiency of investments in CB

(b) Current and potential donors5.3. Provide DFID with quarterly progress reports and other information products describ-

ing SCARDA's progress and achievements5.4. Provide information products to a wide range of international donors describing

SCARDA's approach and achievementsObjective 6. Foster a learning environment that enables diverse stakeholders to interact effectively to bring about innovations

6.1. Establish and facilitate a learning platform at the regional level6.2. Support the SROs and Focal Institutions in establishing learning platforms at various levels

by:(a) Providing guidelines/guidance to SROs and Focal Institutions on the composition of

the learning platforms (b) Providing guidelines on the monitoring and documentation of learnings by the learn-

ing platforms at various levels.

4. Staff Responsibilities and Communication Products 4.1. Staff responsibilities for FARA’s SCARDA communication activitiesThe FARA SCARDA/ NSF4 staff, and the SCARDA Programme Officer in particular, are responsible for implementing the vast majority of activities. However, for a few of the activities related to Objective 3 (which are shown in the table below) other FARA staff are responsible. SCARDA-related information will need to flow in a timely and transparent manner between all of the staff listed, and also the Executive Secretary.

Table: SCARDA Communication Activities and Staff Responsibilities

General Activities Staff member Position

Ralph von Kaufman SCARDA Coordinator

Irene Annor-Frempong SCARDA Programme officer

Objective 3 Activities

* Establish the SCARDA website

* Maintain and refine the SCARDA website and associated internet-based communication structures and mechanisms

Dady Demby RAILS Programme Officer

* Establish SCARDA D-group

* Maintain and refine the SCARDA groupware

Francois Stepman FARA Communications Specialist

35

4.2. Communication tools and products

FARA will use a wide range and combination of communication tools and products in imple-menting its communication activities. These will use English, and occasionally French, and they include:• Internet-based structures and tools, including the SCARDA website, SCARDA Dgroup,

electronic bulletins/newsletters and email;• Printed materials, including reports (e.g. the inception report), and a SCARDA booklet,

briefing paper, flyer and newsletter;• Face-to-face interactions, including workshops, learning platforms and one to one meetings;• Telephonic communication, including cell phone and Skype; and • CD Roms.

SCARDA web pages have been created on the FARA website, and SCARDA documents uploaded. This is the public or external face of SCARDA at the regional level.

SCARDA Official Documents on Website: 1. Inception Report. SCARDA, Strengthening Capacity for Agricultural Research and Devel­

opment in Africa. Volume 1: Main Report 2. Inception Report. SCARDA, Strengthening Capacity for Agricultural Research and Devel­

opment in Africa. Volume 2: Preliminary Institutional Analyses of Focal Institutions3. SCARDA briefing papers: Strengthening Capacity for Agricultural Research and Develop­

ment in Africa. Volume 34. Agricultural Research Delivery in Africa: An Assessment of the Requirements for Efficient,

Effective and Productive National Agricultural Research systems in Africa. Main Report and Strategic Recommendations.

5. Agricultural Research Delivery in Africa: An Assessment of the Requirements for Efficient, Effective and Productive National Agricultural Research systems in Africa. Executive Summary and Strategic Recommendations.

- Download Brief on SCARDA - (French)

SCARDA Working Documents

1. Report on SCARDA April 2007activities Final2. Report on Dr Tim Chancellor Visit to Accra-Review final 3. Report on Visit to SADC17 April 20074. SADC Implementation Planning Meeting, 8-10 Aug 07 5. SCARDA Ralph Meeting with Prof Mukiibi and Dr Kibwika Entebbe 3 April 2007 6. Scoping Studies Mauritius Table of Content Exec Summary & Abbreviations

NRI7. SCARDA Project Performance Measurement Framework- Lead Service provider Level 8. SCARDA Project Performance Management Plan January 20099. Proposed Process for Developing M&E Framework & Plans at Various Levels of SCARDA

operations

36

10. Developing SCARDA Core Partners' Communication Plans by Czech Conroy11. NRI SCARDA Quarterly Progress Report Jan-Mar 200812. NRI SCARDA Quarterly Progress Report Apr-Jun 200813. NRI SCARDA Quarterly Progress Report Jul-Aug 200814. NRI SCARDA Quarterly Progress Report Sept-Dec 200815. SCARDA Project Performance Measurement Framework at FARA level

SROs’ DOCUMENTS1. SCARDA-CORAF Work Planning Meeting report2. Proceedings of the CORAF-WECARD Stakeholders Workshop, Dakar-Senegal 11-12 July

2007 3. Participatory Scoping Study for the identification of Priority Capacity Strengthening Needs

of the NARS of the CORAF/WECARD sub-region. 4. SCARDA CaSt Action 2008/Niamey Report5. CORAF/WECARD Work plan June 2008 - 20106. CORAF/WECARD Work plan October 2008 - March 20097. SCARDA CORAF/WECARD Quarterly report July - September 20088. SCARDA CORAF/WECARD Quarterly report October-December 20089. SCARDA CORAF/WECARD Quarterly report July-September 2008/ French10. SCARDA CORAF/WECARD Quarterly report October-December 2008/ French 11. SCARDA Agricultural Research Management (ARM) Course Material12. SCARDA Agricultural Research Management (ARM) Workshop report/ English13. SCARDA Agricultural Research Management (ARM) Workshop report/ French

ASARECA1. Project Documents for SCARDA: The Eastern and Central Africa Component 2. ASARECA Implementation plan for SCARDA3. Trainer Overview report on the SCARDA-ECA Agricultural Research Management Train-

ing course January 20094. SCARDA Activity work plan for the ISAR, Kigali-Rwanda5. SCARDA Activity work plan for the ISABU, Bujumbura-Burundi

SADC

1. SADC Report on the FARA/CORAF/SCARDA ARM workshop Dec 2008 2. SADC-FANR SCARDA Quarterly progress report3. SADC Work plan July 20084. April Institutional Analysis visit to the Natural Resource Development College5. SADC Workplan developed at the SCARDA Implementation workshop 24-27 November

2008

37

SCARDA D-group This was established on a pilot basis in May 2008 as a mechanism for supporting internal communication among programme partners, with an initial membership of 14 drawn from FARA, the 3 SROs, the 3LSPs and NRI. It can be used to:

• provide a repository of SCARDA-related documents;• provide a calendar showing all SCARDA events, such as training courses and workshops; and• as a mechanism for electronic dialoguing.

Now that FI focal persons have been identified there is a case for expanding the membership to include them, and perhaps also some additional staff from the other SCARDA partner organisations.

List of SCARDA documents on D-groups1. SCARDA Newsletter Dec. 08 2. SCARDA inaugural workshop report3. English version of the SCARDA Inception reports (Volume 1, 2, & 3) 4. French version of the SCARDA Inception reports. (Volume 1, 2, & 3) 5. SCARDA-CORAF/WECARD Agricultural Research Management (ARM) Workshop

program6. Communication Plan log frame7. Communication Plan 8. SCARDA Approach to link with other Capacity Strengthening initiatives 9. Managing D-groups emails 10. Power point presentation of D-groups11. Innovative farmer advisory services using ICT

Printed materials can play a valuable role in marketing SCARDA, profiling its existence and publicising its achievements. Some reports and a booklet (‘Brief on SCARDA’) have already been published in both English and French. In addition, there is an urgent need for a SCARDA ‘flyer’ that gives a succinct description of SCARDA’s aims, philosophy and approach, and lists all the principal partners of SCARDA. There are also plans to start publishing a SCARDA newsletter in the near future.

Implementation Schedule for FARA’s SCARDA Communication Activities

A barchart showing the timetable for implementing the communication activities is presented below. It covers a 2 ¼ year period, from 1 April 2008 to 30 June 20010, the latter being the end point of the first phase of SCARDA. For activities that occur at specific point(s) in time an ‘X’ indicates the quarter(s) in which the activity takes place; whereas the timing of continuous, ongoing activities is shown by shading of the relevant cells.

38

Bar

char

t: C

omm

unic

atio

n A

ctiv

ities

Sch

edul

e

AC

TIVI

TIES

FY 2

008

(Apr

il-M

arch

)FY

200

9FY

201

0

Q1

(Apr

il-Ju

ne)

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Objec

tive 1

Prov

ide su

gges

tions

for

appr

opria

te pa

rticipa

tory

mech

anism

s at S

-R le

vel

X Co

raf

X SA

DC,

Asar

eca

Orga

nise I

naug

ural

works

hop

X

Supp

ort d

evelo

pmen

t of F

I ins

titutio

nal a

nalys

is

Objec

tive 2

Make

Visi

ts to

the 3

sub-

regio

ns to

mee

t all s

takeh

old-

ers j

ointly

X Co

raf

X SA

DC,

Asar

eca

(Mid-

term

revie

w)X

SADC

, CO

RAF,

Asar

eca

X SA

DC,

CORA

F, As

arec

a

Deve

lop S

CARD

A op

erati

ons

manu

alX

X

Build

datab

ase o

f pote

ntial

servi

ce pr

ovide

rs

Maint

ain em

ail co

ntact

with

SROs

Hold

regu

lar on

e on o

ne

meeti

ngs w

ith S

RO S

CARD

A-re

lated

staff

X Co

raf

X SA

DC,

Asar

eca

X SA

DC,

CORA

F, As

arec

a

X SA

DC,

CORA

F, As

arec

a

39

AC

TIVI

TIES

FY 2

008

(Apr

il-M

arch

)FY

200

9FY

201

0

Q1

(Apr

il-Ju

ne)

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Objec

tive 3

Estab

lish S

CARD

A we

b-pa

ges

at re

giona

l leve

l X

Maint

ain an

d refi

ne th

e SC

ARDA

web

site

Estab

lish S

CARD

A D-

grou

pX

Maint

ain an

d refi

ne th

e SC

ARDA

grou

pwar

e

Deve

lop an

d/or u

pload

inf

orma

tion p

rodu

cts/co

ntent

for us

e in c

ommu

nicati

on to

ols

Deve

lop &

publi

sh a

SCAR

DA

‘flyer

’X

Deve

lop &

publi

sh S

CARD

A ne

wslet

terX

XX

XX

XX

Deve

lop S

CARD

A op

erati

ons

manu

alX

X

Maint

ain em

ail co

ntact

with

SROs

Hold

regu

lar on

e on o

ne

meeti

ngs w

ith S

RO S

CARD

A-re

lated

staff

X Co

raf

X SA

DC,

Asar

eca

X SA

DC,

CORA

F, As

arec

a

X SA

DC,

CORA

F, As

arec

a

40

AC

TIVI

TIES

FY 2

008

(Apr

il-M

arch

)FY

200

9FY

201

0

Q1

(Apr

il-Ju

ne)

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Objec

tive 4

(a) a

mon

g pr

ogra

mm

e pa

rtner

s

Deve

lop gu

idelin

es &

fra

mewo

rk for

proc

ess

docu

menta

tion b

y FIs

X

Post

lesso

n-lea

rning

docu

-me

nts an

d othe

r infor

matio

n pr

oduc

ts on

SCA

RDA

D-gr

oup

(b) a

mon

g po

licy m

aker

s & in

tern

ation

al co

mm

unity

Post

lesso

n-lea

rning

infor

ma-

tion p

rodu

cts on

SCA

RDA

webs

ite

To g

uide

the se

lectio

n of C

B the

mes f

or th

e FAR

A G

A in

2010

To g

uide

the se

lectio

n of C

B the

mes f

or th

e FAR

A Bu

lletin

Contr

ibute

to on

-line d

iscus

-sio

ns re

lating

to C

B of

Afric

an

AR4D

orga

nizati

ons

41

AC

TIVI

TIES

FY 2

008

(Apr

il-M

arch

)FY

200

9FY

201

0

Q1

(Apr

il-Ju

ne)

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Objec

tive 5

Activ

ities t

o infl

uenc

e/imp

rove

/su

ppor

t poli

cy/po

licy d

irecti

on

of the

AU

and i

ts me

mber

s (e

.g. FA

RA G

A)

Prod

uce r

epor

ts an

d othe

r inf

orma

tion p

rodu

cts co

ntain-

ing le

sson

s and

evide

nce t

hat

will i

mpro

ve th

e effe

ctive

ness

&

efficie

ncy o

f inve

stmen

ts in

CB

Prov

ide D

FID

with

quar

terly

prog

ress

repo

rts an

d othe

r inf

orma

tion p

rodu

cts de

scrib

-ing

SCA

RDA'

s pro

gres

s and

ac

hieve

ments

Prov

ide in

forma

tion p

rodu

cts

to a w

ide ra

nge o

f inter

natio

nal

dono

rs de

scrib

ing S

CARD

A's

appr

oach

and a

chiev

emen

ts

Objec

tive 6

Estab

lish a

nd fa

cilita

te a

learn

ing pl

atfor

m at

the

regio

nal le

vel

1st mee

ting,

March

2nd m

eetin

g, Oc

tober

3rd m

eetin

g, Ma

rch

42

AC

TIVI

TIES

FY 2

008

(Apr

il-M

arch

)FY

200

9FY

201

0

Q1

(Apr

il-Ju

ne)

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Supp

ort th

e SRO

s and

FIs

in es

tablis

hing l

earn

ing pl

atfor

ms

at va

rious

leve

ls by

(a) P

rovid

ing gu

idelin

es/

guida

nce t

o SRO

s and

FIs

on th

e com

posit

ion of

the

learn

ing pl

atfor

ms:

(b) P

rovid

ing gu

idelin

es

on th

e mon

itorin

g and

do

cume

ntatio

n of le

arnin

gs

by th

e lea

rning

platf

orms

at

vario

us le

vels

X X

43

Annex 4. SCARDA Personnel and officers in charge

Position Name Date of assumption

FARA Coordinator Mr. Ralph von Kaufmann Since inceptionProgramme Officer Dr. Irene Annor-Frempong 1st Sept 2008Interim Programme Officer1 Dr. Aissétou Yayé _Interim Programme Officer2 Prof. Anthony Youdeowei _*M&E Specialist *Dr. Bocar Diagana Oct 2008Communication Expert Mr. François Stepman _Gender Officer _ _

SROs /ASARECA

Focal Person Dr. Joseph Methu 1st February 2009

Interim Focal Person Dr. Patrick OkoriM & E Officer and Interim Oversight Responsibility for SCARDA

Dr. Leonard Oruko from inception

Gender Officer Elizabeth Ssendiwala _Communication Officer Ms. Jacqueline Nyagahima _Contact Person Lead Service Provider Dr. Wellington N. Ekaya _Contact Person Institut des Sciences Agronomiques du Rwanda (ISAR) Rwanda

Mr. Laurent Ndiramiye _

ISAR M & E Officer Dr. Karangwa Antoine _ISAR Gender Officer Ms. Claudine Umukazi _ISAR Communication Officer Ms. Claudine Umukazi _ _Contact Person Institut des Sciences Agronomiques de Burundi (ISABU) - Burundi

Mr. Pascal Ndayiragije _

ISABU M & E Officer Mr Jean Mugisha Wimana _ISAR Gender Officer Mrs Bernadette Hakizimana _ISABU Communication Officer _ _ _Contact Person Agricultural Econom-ics and Policy Research Center Agricultural Research Coorporation (ARC) - Soudan

Dr. Abdelmoneim Taha _

ARC M & E Officer Dr. Abdelmoneim Taha _ARC Gender Officer Ms. Ishtiag Faroug Abdalla _ARC Communication Officer Prof. Kamal Elsiddig Ahmed _

_SROs /CORAF

Focal Person Dr. Samba Ly

Interim Focal Person Dr. Marcel Nwalozie _Interim Oversight Responsibility for SCARDA AND M & E Officer

Dr. Vincent Joseph Mama

Gender Officer _ _

44

Position Name Date of assumption

Communication Officer Dr. Yekeminan Anatole Kone _ Contact Person Lead Service Provider Mr. Djibo Hamidou _Contact Person Crops Research Institute (CRI) - Ghana

Dr. Harrison Dapaah _

CRI M & E Officer Mr. Dankyi Awere Ansong _CRI Gender Officer Mrs Joyce Haleegoah, _CRI Communication Officer _ _ _Contact Person Institut d’Economie Rurale (IER) - Mali

Mr. Lassine Diarra _

IER M & E Officer Dr Gaoussou Traore _IER Gender Officer Dr Mohamed N'Diaye _IER Communication Officer _ _ _Contact Person National Agricultural Research Institute (NARI ) - Gambia

Mr. Jobe Lamin _

NARI M & E Officer Mr. Jarju Ansumana (Western Gambia); Mr. Sulayman Jallow (Eastern Gambia)

_

NARI Gender Officer Mr. Kutubo Joko Sanyang _NARI Communication Officer _ _ _Contact Person Centre de Recherches Agronomiques de Loudima (CRAL/ DGRST)

Mr. Pierre Bandtaba _

CRAL/ DGRST M & E Officer _ _CRAL/ DGRST Gender Officer _ _CRAL/ DGRST Communication Officer _ _

SROs /SADC Focal Person Dr. Joyce MacalaM & E Officer Dr. Monica Murata _Gender Officer _ _Communication Officer Mr. Krishan Bheenick _Contact Person Lead Service Provider Prof. Paxied W. Chirwa _Contact Person Botswana College of Agriculture (BCA) - Botswana

Mrs. Boingotlo Sebolai _

BCA M & E Officer Dr Christopher Tsopito _BCA Gender Officer Mrs M. Monkhei _BCA Communication Officer _ _ _Contact Person Department of Agricul-tural Research (DAR) - Botswana

Mr. Boitumelo Senyane _

DAR M & E Officer _ _

45

Position Name Date of assumption

DAR Gender Officer Ms Mary Molefe _DAR Communication Officer _ _ _Contact Person Natural Resources De-velopment College (NRDC) - Zambia

Mr. Dennis Musonda Sichula _

NRDC M & E Officer Mr. Emmanuel Akilas Sakala _NRDC Gender Officer Ms Zizo Sikananu-Nchimuny _NRDC Communication Officer Mr. Emmanuel Akilas Sakala _ _Contact Person University of Zambia (UNZA)

Dr. Mick Sikaenyi Mwala _

UNZA M & E Officer Mrs. Lubind's _UNZA Gender Officer _ _UNZA Communication Officer _ _ _Contact Person National University of lesotho (NUL)

Dr. Motlatsi nick Mokhothu _

NUL M & E Officer _ _NUL Gender Officer Mrs Nthati Ts'oele _NUL Communication Officer Mrs Nthati Ts'oele _

Participants of the 1st ARM Training Workshop for CORAF/WECARD held at the CSIR-CRI, Kumasi, Ghana, 1–6 December 2008.

46

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

AGRA Alliance for a Green Revolution in AfricaAICM Agricultural Information and Communications ManagementANAFE African Network for Agriculture, Agroforestry and Natural Resources

EducationARM Agricultural Research ManagementARMTI Agricultural Research Management Training InstituteARD Agricultural Research and DevelopmentARI Advanced Research InstituteASARECA Association for Strengthening Agricultural Research in East and Central

AfricaAWARD African Women in Agricultural Research and DevelopmentCORAF/WECARD Conseil Ouest et Centre Africain pour la Recherche et le Développement

Agricoles/ West and Central African Council for Agricultural Research and Development

CSIR-CRI Council for Scientific and Industrial Research – Crops Research InstituteDELPHE Development Partnerships in Higher Education ECA East and Central AfricaFARA Forum for Agricultural Research in AfricaFI Focal InstitutionGIMPA Ghana Institute of Management and Public AdministrationJKUAT Jomo Kenyatta University of Agriculture and TechnologyKNUST Kwame Nkrumah University of Science and TechnologyM&E Monitoring and EvaluationNACRRI National Crops Resources Research InstituteNARS National Agricultural Research SystemNARI National Agricultural Research InstitutesNRDC Natural Resources Development College, ZambiaNRI Natural Resources Institute (of Greenwich University, UK)NUL National University of LesothoOVI Objectively Verifiable IndicatorPAP Participant Action PlanPICO People, Innovation and Change OrganizationRUFORUM Regional Universities Forum for capacity building in AgricultureSADC Southern Africa Development CommunitySADC-FANR SADC Food Agriculture and Natural Resources DirectorateSCARDA Strengthening Capacity for Agricultural Research and Development in

AfricaSRO Sub Regional OrganizationUK-DFID United Kingdom Department for International Development

Abbreviations and acronyms

47

About FARAFARA 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 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 through the provision of networking support to the SROs, i.e.1. Advocacy and resource mobilization 2. Access to knowledge and technologies3. Regional policies and markets4. Capacity strengthening5. Partnerships and strategic alliances

FARA’s major donors are The African Development Bank, The Canadian International Development Agency, European Commission, the Governments of the Netherlands, United Kingdom, Italy, Ireland, Germany and France, the Consultative Group on International Agricultural Research, the Rockefeller Foundation, Bill and Melinda Gates Foundation, the World Bank, and the United States of America Agency for International Development.