FANRPAN’s STRATEGIC PLAN 2007 – 2015 and BUSINESS PLAN 2007-2012

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Meeting the Demand for Effective Food , Agriculture and Natural Resources Policy Analysis in Southern Africa. FANRPAN’s STRATEGIC PLAN 2007 – 2015 and BUSINESS PLAN 2007-2012 By Lindiwe Majele Sibanda (Ph.D.) Chief Executive Officer - FANRPAN www.fanrpan.org. Policy Context: FANRPAN. - PowerPoint PPT Presentation

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  • Meeting the Demand for Effective Food , Agriculture and Natural Resources Policy Analysis in Southern Africa

    FANRPANs STRATEGIC PLAN 2007 2015and BUSINESS PLAN 2007-2012

    By Lindiwe Majele Sibanda (Ph.D.) Chief Executive Officer - FANRPANwww.fanrpan.org

  • Policy Context: FANRPAN Vision: Productive agriculture as a basis for widely shared food security and prosperity using natural resources sustainably in Southern Africa

    Mission: To promote, influence and facilitate quality agricultural and natural resources analysis and dialogue at national regional and global levels

  • POLICY INSTRUMENTS Southern African Countries endorsed the following strategies to address agricultural challenges; - SADC Dar es Salam declaration- SADC - RISDP, COMESA- NEPAD - CAADP

    Operationalisation and implementation of these policy designs and instruments is a challenge in the region

  • CHALLENGES Majority of regional population are poor and depend largely on agriculture for subsistence

    Continued government intervention against weak and uncompetitive private sector engagement weakens privatisation initiatives

    The major water resources are transboundary in nature requiring regional agreements for equitable exploitation

    Lack of coherent policies and effective institutions to meet different objectives for the sector

  • WHY FANRPAN The need

    to harmonize agricultural policies throughout the region

    for research to advance understanding of common national policy challenges across different SADC countries

    to promote dissemination of information on research results across the region

    to improve the depth and quality of agricultural policy analysis for SADC, COMESA and member states

  • ROLE OF FANRPAN Research and dissemination of information across the region

    Improvement of the depth and quality of agricultural policy analysis

    Collaboration and networking within the region and internationally on agricultural and natural resources policy issues

  • FANRPAN: The Story From 2002 FANRPAN was formally registered with the aim of:Encouraging exchange of skills, information and experiences

    Coordinating comparative research

    A constitution and 5 year strategy were developed and FANRPAN was registered

  • NEED FOR CHANGEThe current policy environment has seen a growing continentalisation of agricultural development strategies stemming from; MDGs, NEPAD, CAADP, COMESA, SADC RISDP and FARA.

    This presents an opportunity for FANRPAN to expand Africa-wide through strategic partnerships and collaboration

  • NEED FOR CHANGEResearch and networking environment has grown with organisations such as AERC, SATPRN, SARPN, FEWSNET, Re-SAKSS and others

    FANRPAN inherent weaknesses are;Isolated Individual expertise Lack of coherence in node managementFailure to maintain permanent secretariatResearch based, with limited engagement in the policy cycle

    Four new members; Lesotho, Swaziland, Mauritius and Angola have been incorporated

  • POSITIVE SYNERGIES IN RESPONSE TO DEMANDS Over the years FANRPAN has acquired experience and capacity in collaborating with regional and international institutions, such as the CGIAR system, SADC, COMESA, AU and others

    To effectively respond to growth internally and the policy demands, FANRPAN finds itself facing the challenge of;Funding a permanent administrative structure

    Articulating and implementing a programme that enhances policy analysis capacity

  • THE CHANGE PROCESS The process involves;Review of FANRPANs mission and mandateA review of stakeholders needs and expectationsDiagnosis of internal and external environments for policy researchSWOT analysisDiscussion of alternatives for FANRPAN evolution

  • THE PROPOSED FANRPAN STRATEGIC PLAN FRAMEWORK FANRPANs three strategic areas;

    The Research Strategy

    The Capacity Building Strategy

    The Voice Strategy

  • RESEARCH STRATEGY Research the FANRPAN perspective;

    Large cross country studies investigate impact of identified factors on the sector and derive lessons

    Action research projects that incorporate evidence gathering on selected interventions with on-going policy dialogue

    Research advisory services offer services to officials and/or senior executives drawing upon already existing evidence

  • RESEARCH STRATEGY The Research Thrusts for 2007-2012;

    Promoting regional economic integration

    Positioning Southern Africa for a competitive international trade environment

    Creating a conducive agriculture policy environment for reducing poverty and vulnerability

    Management of impact of innovation and adaptation

  • CAPACITY BUILDINGCountry nodes are central, will focus on;

    Capacitating nodes

    Partnerships

    Short term training

    Monitoring, review/learn and evaluation

  • CAPACITY BUILDINGNode structure will be determined by specific local circumstances;

    Positioning of policy research

    Nature of representative structures

    Relationship between government and the agricultural industry

  • CAPACITY BUILDINGRequirements to ensure effectiveness of nodes;

    Engagement with wide range of stakeholders

    Ability to convene high level policy engagements

    Staff and facilities to maintain good communications with stakeholders and the rest of the FANRPAN network

    Capacity to secure and effectively manage grants and contracts on behalf of FANRPAN

  • THE VOICE Focus - Enhancing FANRPANs voice in national and regional policies. The VOICE strategy;

    Improved information flows (print, electronic and personal engagements)

    Improved capacity to use research based evidence

    More effective positioning of FANRPAN and intense engagements with Governments, SADC secretariat, SADC - MAPP, COMESA, FARA and AU-NEPAD.

  • THE VOICEThe thrust of the Voice strategy;

    Development and use of the website and portals

    Building contacts databases

    Using multimedia for disseminating information on food, agriculture and natural resources issues

    Arranging exhibitions of FANRPANs products at major conferences

  • IMPLEMENTING FANRPAN STRATEGYElements critical to FANRPANs strategy;

    Effective node leadership

    Eminent governors with ability to mobilise resources

    Adequately staffed nodes and regional secretariat

    Continuous development of partnerships

    Regular contacts with policy makers at secretariat level

    A revised constitution to take into account new developments that have led to an expansion of the mandate

    Sufficient and assured core funding to support full implementation of the strategy

  • IMPLEMENTING FANRPAN STRATEGYNode development;

    Assisting national nodes to define policy priorities

    Raise awareness amongst members of important national and region-wide policy issues

    Facilitate training for policy makers and analysts

    Lead discussions within the membership

    Promote the engagement of previously under-represented small farmer interests

  • IMPLEMENTING FANRPAN STRATEGY Node development - financial implications;Budget Per Node

    - Projected minimum budget- $100,000 - Duration- One year

    - Coverage- Full-time officer, - Half time administrative assistant - Office running costs

    For a fully functional node the projected expenditure is $1,000,000 per year and this includes the core business of research, capacity building and voice

  • IMPLEMENTING FANRPAN STRATEGY Developing the secretariat - roles to be strengthened;

    Research leadership, co-ordination and quality control

    Technical and administrative support to the nodes

    Information synthesis and dissemination

    Representation and leadership in regional discussions

    Promoting regional and international policy research

    Capacity building in policy research and advocacy

    Resource mobilisation and management

    Monitoring and evaluation

  • IMPLEMENTING FANRPAN STRATEGYStaff establishment to ensure effective implementation of the strategy a CEO, a Director of Research a Director of Communication,Support: Finance and Administration function Overall leadership is provided by an 8 member Board of GovernorsSupreme body is the membership - the nodes

  • IMPLEMENTING FANRPAN STRATEGYThe development of the secretariat into a fully functional unit is projected to cost $2,900,000 in the next five years

    Development of country nodes into fully functional units will cost a total of $9,400,000 over five years

    Multi-year funding is required to ensure continuity and institutional stability

    Models that the secretariat can consider include setting up a trust fund or the CGIAR system model of securing core or unrestricted funding

  • IMPLEMENTING FANRPAN STRATEGYSecretariat staff is expected to secure portions of their salaries from participating in other projects;Research Director- 50%

    Chief Executive Officer- 25%

    Communications Director- 25%

    The operations of the trust have to be clearly defined from inception to ensure security of funds and transparency in grant management

  • FINANCING THE IMPLEMENTATION Projected cost - $12,300,000

    Direct expenditure (Nodes)- $ 9,400,000

    Direct expenditure (Secretariat)- $ 2,900,000

    Duration- 5 years

  • FANRPAN COST STRUCTURE 2007-2012 (US$ 000)

  • FINANCING THE IMPLEMENTATIONAssumptions;

    15% allocation of research costs in year 1 & 2 are taken by the secretariat. This reduces as the nodes become more self sustaining

    As more nodes are established the cost of capacity building and the cost to the secretariat increases. This is set at 20% of capacity building expenditure

    Voice costs will be attributed to both nodes and the secretariat

  • Thank You