Meeting the Need for Effective Food, Agricultural and ... · 1 The Food, Agriculture and Natural Resources Policy Analysis Network (FANRPAN) TOWARD A FANRPAN STRATEGY: 2007-2016 Meeting

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The Food, Agriculture and Natural Resources Policy Analysis Network (FANRPAN)

TOWARD A FANRPAN STRATEGY: 2007-2016

Meeting the Need for Effective Food, Agricultural and Natural Resources Policy Analysis in Southern Africa

Farm Inn Hotel, Pretoria, South Africa September 26-27, 2006

A Report of the Proceedings

REG IONA L SECRETARIAT 141 Cresswell Road, Weavind Park 0184 Private Bag X813, Silverton 0127 Pretor ia, South Africa

Tel: +27 12 845 9100 Fax: +27 12 845 9110 Email: [email protected] www.fanrpan.org

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Contents Page 1. Background…………………………………………………………………………………………

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2. Stakeholder par ticipation………………………………………………………………………

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3. The Strategic P lanning Meeting…………………………………………………………………………… a) Rev iewing the ev olution of FANRPAN………………………………………………………………….. b) Defining the scope and role of policy analysis……………………………………………………… c) Stakeholder Analysis………………………………………………………………………………………… d) A SWOT analy sis of FANRPAN and its role…………………………………………………………. e) A rev iew of FANRPAN’s v ision, mission and goals………………………………………………… f) A rev iew FANRPAN’s internal env ironment………………………………………………………….. g) An assessment of the key strategic policy issues for FANRPAN to focus on…………….. h) Linking performance to M ission and to S trategy : the balance scorecard approach.

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4. Conclusion………………………………………………………………………………………… 15

Dr Douglas Merrey, Dr Lindiwe Majele Sibanda, Professor Haidari Amani and Dr Howard Elliott at the strategic planni ng meeting

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Background FANRPAN has, over the last 2 years (2005-06), been involved in a major process of strengthening and revamping its institutional capacity – a process that has been supported by USAID-Southern Africa. This process has been characterized by five main thrusts: (I) Strengthening FANRPAN’s governance systems; (II) Strengthening FANRPAN’s links with, and contributions to, key regional policy processes and related regional institutions investing in policy reform; (III) Rev italizing FANRPAN country node system and stakeholder contributions in four pilot countries (Malawi, Mozambique, South Africa and Zambia) through training, policy dialogues, action research and new peer rev iew partnerships; (IV) Engaging national level analysts in policy research contributing to the harmonization of regional policies relating to agricultural inputs trade; and (V) Developing and implementing a sustainable funding strategy for the regional FANRPAN network . As part of this 5-pronged capacity -strengthening process, FANRPAN commissioned a baseline institutional v iability rev iew, at both national and regional levels, to establish and analyze FANRPAN’s current strengths, weaknesses, opportunities, and threats as a basis for designing new medium term organizational and operational strategies. This baseline rev iew was undertaken using the Partner Institution Viability Assessment (PIVA) tool and rev iewed 7 main organizational elements: Governance Systems; Operational and Management Systems; Programmes and Serv ice Delivery Systems; Human Resource Development Systems; Financial Management Systems; Resource Mobilisation strategies; External Relations and Advocacy . The peak of this 2-year capacity strengthening and organizational rev iew process was a 2-day strategic planning meeting (26-27 September 2006), organized by the FANRPAN regional secretariat in Pretoria, South Africa. The meeting brought together key stakeholders to discuss the lessons and findings over the 2-years and to convert these into a new FANRPAN 10-year strategic and operational plan (2007 –2016). The strategic planning meeting was organized around 8 main elements:

1. Rev iewing the evolution of FANRPAN 2. Defining the scope and role of policy analysis 3. Stakeholder analysis 4. A SWOT analysis of Agricultural Policy in Southern Africa and of FANRPAN and its role 5. A rev iew of FANRPAN’s v ision, mission and goals 6. A rev iew FANRPAN’s internal env ironment 7. An assessment of the key strategic policy issues for FANRPAN to focus on 8. Link ing performance to Mission and to Strategy: the balance scorecard approach.

The guiding principles and critical issues within these elements were presented in a strategic planning workbook – that guided stakeholder discussions at the meeting. Stakeholder Participation Stakeholder participation and involvement was central in both the rev iew and planning processes. National and regional level stakeholders were engaged both physically and electronically as part of the assessment process. The stakeholder institutions represented at the planning meeting in Pretoria included: SADC Secretariat, NEPAD Secretariat, COMESA Secretariat, National Universities (Lesotho, Pretoria, Zimbabwe, Angola, Mozambique, Venda), CGIAR centers (IWMI, IFPRI, ILRI), FANRPAN country nodes (Angola, Malawi, South Africa, Zambia, Mozambique, Tanzania, and Mauritius), Partner institutions (ODI, SAKSS-SA, SACAU, GWP, HSRC, SAfAIDS, GECAFS, PBS, A fricaBio); Consultants (Octoplus, Headstart, Development Data; FOODNCROPBIO, Limited Edition, Auditing & Accounting firm, IBIS-Africa), NGOs (DP Foundation, NANGO-Zimbabwe; legal adv isers; and FANRPAN board members. A ll these institutions articulated the value-addition expected from FANRPAN in the form of value propositions, which FANRPAN will translate into effective action.

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The Strategic Planning Meeting I. Evolution of FANRPAN The purpose of this session was to set the context for the strategy planning meeting and ensure that: all participants appreciated the diversity of FANRPAN’s clients and stakeholders and why their effective participation was important for FANRPAN; that all participants shared the sense of opportunity at hand in helping design and chart the future for FANRPAN; and that all participants appreciated the history and evolution of FANRPAN’s work in the region, as well as, the organizational background. Key outcomes In this session Dr Lindiwe Majele Sibanda, the FANRPAN CEO, presented the objectives of the meeting and Prof Haidari Amani, the FANRPAN Board Chairperson, helped the participants discuss and appreciate FANRPAN’s past, present and future scenarios. The following were some of the key outcomes of the session:

1) FANRPAN is a policy body – set up for policy analysis in the FANR sector 2) Initial think ing began in 1994. The network was constituted in 1997 and officially

registered in 2002 3) The network received endorsement from the SADC Council of Ministers 4) The driving forces for the creation of the network were: link ing national and regional

policy reforms; and backstopping these reforms with a critical mass of policy analysts 5) The main purpose of setting up FANRPAN was three-fold:

Promoting the development of appropriate agricultural and natural resources policies in the region through improved policy research, analysis and information generation

Building human capacity in the region for policy analysis and development Setting up a communication system for improv ing policy decisions

6) The need for a rev ised strategy is derived from three main factors: A new institutional landscape – RECs, NEPAD, FARA all bringing new processes and

targets A broader view of policy analysis – away from the narrow scope of agricultural

economic analysis that has characterized FANRPAN research to date A SWOT analysis of FANRPAN as an institution

7) Relocation of FANRPAN’s regional secretariat from Harare to Pretoria has opened up new opportunities and linkages for resource mobilization for the network

8) The diversity of FANRPAN stakeholders places competing claims on FANRPAN – based on multiple interests and demands – and these may sometimes be inconsistent

9) The FANRPAN customers and clients are not necessarily the ones pay ing the bill 10) Sometimes FANRPAN partners are themselves competitors, e.g., IFRPI is both a partner

and competitor in policy analysis 11) There is need to articulate FANRPAN’s key achievements and milestones over this period

as a basis for designing future scenarios 12) There is need to clearly define and articulate the distinctions between four categories of

FANRPAN clients: (I) FANRPAN members, (II) FANRPAN stakeholders, (III) FANRPAN partners, and (IV) FANRPAN nodes.

II. Defining the Scope of Policy Analysis This session discussed the demand for policy analysis and the factors that enhance its impacts. The underly ing theoretical frameworks for developing an effective strategic plan, as well as, the scope and scale of policy analysis and policy advice were presented by Dr Howard Elliot (Figures 1 and 2) as a basis for refining FANRPAN work . The frameworks were used throughout the

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planning meeting as a basis for understanding the strategic planning process and the implications of the scope and scale of policy analysis to FANRPAN’s effectiveness. Key outcomes 1. The strategic planning process was informed by 5 main elements (figure 1): an initial

agreement by both external and internal stakeholders that FANRPAN needs a new and more focused direction; a rev iew of FANRPAN’s mandate; a review of FANRPAN mission and values; an assessment of FANRPAN’s external and internal env ironments; and a critical analysis of the strategic issues that FANRPAN needs to address over the next 10 years.

2. FANRPAN needs to engage in a complete policy analysis cycle (figure 2) which consists of 6 major activ ities: Research and analyze; design and recommend; adv ise strategically ; mediate; democratize; and clarify values and arguments.

3. Implementing each of these policy analysis activ ities requires a specific operational sty le, a specific thrust and specific human resources that FANRPAN must have:

In researching and analyzing policies – FANRPAN assumes a “rational sty le” – and the driving force in this sty le must be: “what is good knowledge that the stakeholders need to know?” In order to research and analyze effectively , FANRPAN needs independent and objective researchers. The value-added in this mode is scientific quality , reliabil ity and validity of the findings.

In designing and recommending new policies – FANRPAN assumes a “client adv ice sty le” – and the driving force in this sty le must be, “what is good for the client?” In this mode FANRPAN needs impartial advisors and independent experts. The value-added in this mode will be policy relevance, usability and action-orientation.

In advising strategically – FANRPAN must focus on the “process.” The driv ing force here must be: “What is good for the process?” In order to advise strategically , FANRPAN needs good client counselors. In this operational mode the value-added will be political effectiveness, workability of options proposed, pro-activeness and personal goal achievement.

In the mediation role – FANRPAN needs to assume an “interactive sty le” and the driv ing force must be, “What is good for mutual understanding?” In this mode FANRPAN needs good facilitators, mediators and process managers and the key value-added will be acceptance and learning, sharing of different perspectives, and commitment to policy change.

In the democratizing mode – FANRPAN must assume a “participatory sty le” in which the driv ing force must be: “What is good for democratic society?” In this mode FANRPAN needs “democratic advocates” and the value-added is democratic legitimacy, openness, transparency and effective representation.

In clarifying values and arguments – FANRPAN assumes an “argument sty le’ and the driv ing force in this case would be, “what is good for debate?” In this mode FANRPAN would need good narrators, logicians and a code of ethics. The value-added would be improved quality of debate and arguments; consistency , richness and openness.

4. The demand for policy analysis is derived from a real demand for policy change on the part of some important client.

5. There are important differences between economic analysis (what is causing disequilibria), policy analysis (options), and policy adv ice (relevance). In this context its critical to isolate when each of these is likely to be effective.

6. The demand for the prov ision of policy analysis is not restricted to the public sector. 7. The greater the policy disequilibria – the greater the expected gain from policy change 8. Policy research may take the form of: data and information; ideas; and advocacy . It is

possible to combine research and advocacy . It is important to assess whether the type of

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policy engagement being undertaken is appropriate to the situation and the stakeholders involved.

9. Analysis of the demands of advocacy groups will give an indication of the ev idence base required.

Participants in a working group session: Dr Charles Mataya (Malawi node); Mr. Richard Humphries Sout h Africa node); Dr Tobias Takavarasha (Zimbabwe node) and Mr. Innocent Modisaotsile (SADC Secretariat)

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“Promote, influence and facilitate quality agricultural and natural resources policy research, analysis and dialogue at the national, regional and global levels”.

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III. Stakeholder Analysis: FANRPAN’s Clients and Stakeholders The purpose of this session was to describe the diversity of FANRPAN stakeholders and analyze their claims on FANRPAN products and serv ices. Key outcomes 1. The diversity of FANRPAN stakeholders often places competing and sometimes conflicting claims

on FANRPAN. 2. FANRPAN needs to isolate a special category of “critical stakeholders” – those that directly impact

on FANRPAN’s existence. 3. The “critical stakeholders” prov ide core support to FANRPAN and influence FANRPAN’s strategic

plan. 4. FANRPAN needs a business plan with specific core functions and activ ities funded by the “critical

stakeholders.” 5. In terms of effectiveness, FANRPAN stakeholders can be characterized as either “primary or

secondary.” Some stakeholders can swing between primary and secondary depending on the situation and level (national or regional).

6. Primary stakeholders are the ones that use FANRPAN products – while the secondary stakeholders are the ones that have to be conv inced about FANRPAN.

7. A wider group of public institutions and stakeholders, beyond the Ministries of Agriculture, is critical, e.g., parliaments and parliamentary committees.

8. Stronger operational partnerships with universities in developing countries are critical. 9. Partnerships with NGOs/CSOs should cover a wider scope, including trade unions, consumer

organizations. 10. ‘Agribusiness’ is too general – this needs to be split into several strata to include SMEs. 11. FANRPAN needs to articulate the different instruments it requires to reach different stakeholders. 12. National governments and bilateral donors should be included in the list of donors. 13. FANRPAN needs to identify and use “key change agents” that can influence policy change and

support FANRPAN lobby ing and advocacy activ ities. 14. FANRPAN needs to respond directly to the RECs agenda (SADC and COMESA). 15. FANRPAN needs to adopt informed policy positions based on technical research. 16. FANRPAN’s key functions must be providing research and articulating policy . 17. Donors are mainly concerned with FANRPAN hav ing and exhibiting a clear development purpose

for the region. 18. Who are the FANRPAN members and what’s their stake? What is the stake of governments – is it

in setting of priorities? How does FANRPAN balance between collaboration with government v is-à-v is independence?

19. Stakeholders include even those that might influence FANRPAN negatively. 20. What is the stake of SADC in FANRPAN? 21. Geographical coverage – is it SADC or Southern Africa? What is the implication of this on certain

stakeholders? To whom is FANRPAN responsible? 22. Who is a member of the network and who is a stakeholder? 23. FANRPAN membership consists of stakeholders across 4 sectors: government, Farmer

organizations, policy research institutions, and private sector. IV. SWOT Analysis This session discussed the current FANRPAN strengths, weaknesses, opportunities and threats in the context of the current regional agricultural policy needs, stakeholder demands and the theory of effective policy analysis. This discussion was informed by three sets of analysis: the report on the InterAcademy Council (IAC) workshop on agricultural issues in the region; the FANRPAN electronic survey analysis; and an internal SWOT analysis undertaken by FANRPAN’s strategic planning core team. Some of the key outcomes included:


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1. New branding – the relocation of FANRPAN to South Africa has given FANRPAN a new image – a new quality brand and an opportunity for attracting new resources. This new branding needs to trick le down to the nodes.

2. Commitment by the regional secretariat and regional board – the core team at the regional secretariat has demonstrated unique levels of tenacity , resilience and commitment over the last 3 years in working with very limited resources.

3. Finance Manager – FANRPAN urgently needs a fulltime finance manager based at the regional secretariat. This has not been possible to date due to lack of core funds.

4. Research Director – FANRPAN needs a resident research director to ensure quality control in FANRPAN research. Again this had not been possible due to limited funds.

5. Communication/ICT Manager – FANRPAN needs a resident communication manager to handle the information and knowledge management component of FANRPAN’s work .

6. There is a weak link between the secretariat and some country nodes. The two-year capacity grant from USAID focused on five of the twelve nodes. The different country nodes have different compositions.

7. FANRPAN carries out excellent policy research – but the reports need further distilling for different audiences.

8. FANRPAN prov ides an excellent forum for regional information sharing, and prov ides national level organizations an opportunity to access regional organizations and processes.

9. FANRPAN is well-recognized in the region and has high credibility . 10. FANRPAN has been undertak ing short-term projects that do not allow sufficient time and

funding to assess impact. 11. FANRPAN needs to establish a core regional peer rev iew team to rev iew its research

outputs. 12. FANRPAN prov ides a dialogue forum for various stakeholders. 13. FANRPAN has a regional character – a regional institutional framework for implementing

multi-country activ ities. FANRPAN is an organization that has been regionally grown. 14. FANRPAN has some very strong and credible node hosting institutions. 15. The FANRPAN network harnesses a diversity of skills in the region. 16. FANRPAN operates through loose linkages – which can sometimes affect longer-term

impact. 17. FANRPAN largely depends on external funding. FANRPAN needs to find ways of charging

for its serv ices. 18. FANRPAN needs to develop more synergies with the National Agricultural Research

Institutions (NARIs). 19. Because of the varied national interests, FANRPAN needs to focus on balancing regional

policy interests, and harmonizing the differences. 20. FANRPAN’s impact, to date, is not easily quantifiable. FANRPAN needs a strong M & E

component. 21. The changing nature of international and regional agricultural trade is an opportunity for

FANRPAN to intensify its trade related policy analysis in the region, as well as respond to national level trade challenges.

22. FANRPAN needs to increase demand for its products – by advertising its serv ices even beyond the region.

23. The increasing demand for capacity building in policy development in the region is an excellent opportunity for FANRPAN to take the lead.

24. Track ing the regional policy commitments and pronouncements, e.g., monitoring the quality and quantity of the Maputo declaration on 10% national spending on agriculture, and implementation of CAADP and MDGs is an open opportunity for FANRPAN.

V. A Review of Mission, Mission and Goals


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The purpose of this session was to rev iew FANRPAN’s Vision, Mission and Goal statements and assess if they adequately reflect the positioning that the organization was designed to be, as well as, project what it env isages to be in the next 10 years. It was observed that FANRPAN’s v ision must be distinct from those of other players (but be a broadly shared one) and the mission must reflect how FANRPAN will implement what it is striv ing to achieve in its v ision. Key outcomes The participants proposed 5 v ision statements and mandated the “core strategy team” – to further work these into a final FANRPAN vision: 1. “Creating a Conducive Policy Env ironment for a Food Secure SADC” 2. “Creating a Conducive Policy Env ironment of Sustainable food Security in Southern Africa”

(This was followed by a protracted debate on whether FANRPAN’s geographical coverage should be specified as SADC or Southern Africa. Each seemed to have its own merits and demerits)

3. “A food secure Southern Africa managing natural resources sustainably and equitably” 4. “A southern Africa that has achieved sustainable livelihoods” 5. “Productive agriculture as a basis for widely shared food security and prosperity

using natural resources sustainably in Southern Africa”. (There was some general consensus around this statement)

The following mission statements were proposed and the “core team” mandated to further work these into a f inal statement: 1. “Coordinate, promote, influence, and facilitate policy research, analysis and dialogue at

national, regional and global levels – in order to reduce poverty , achieve food security and equity – and contribute to agricultural growth and sustainable natural resource management – in Southern Africa”

2. “Ev idence-based policy analysis, dialogue and advocacy” 3. “Promote, influence and facilitate quality natural resources, agricultural and food

policy research, analysis and dialogue at the national, regional and global levels”. (There was some general consensus on this statement)

The meeting resolved that, FANRAN would achieve this mission through three main channels:

Generating evidence-based policy options (policy research) Building human and institutional capacity for policy development in the

region (capacity building) Providing appropriate policy information and advice (consultation).

6. The Internal Environment The purpose of this session was to rev iew the existing ev idence on the internal env ironment of FANRPAN at 4 levels:

a) As a network of engaged policy analysts and users b) As a secretariat serv ing a diverse group of clients and stakeholders c) As a network of networks – a regional network of national networks (national nodes)

with different national level needs d) As a regional institution - its governing mechanisms and operational strategies.

Key Outcomes Building on the discussion of FANRPAN’s v ision, mission and goals – the following were some of the outcomes essential for optimal performance:


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1. The SADC position on the Regional Board – has not been adequately filled since the relocation of the SADC-FANR directorate from Harare, Zimbabwe to Gaborone, Botswana. Filling this, as soon as possible, might ensure the required SADC endorsement of FANRPAN work .

2. Composition of Regional Board – needs to be rev isited by defining the specific “purpose” of the board. Is it for “raising FANRPAN’s profile? Is it for “fund raising”? Is it primarily for proper governance? What are the advantages versus costs of a larger board? What is the “value-added”?

3. Node/Country-based Board versus Eminent persons/trustees type board – FANRPAN needs to decide which type of board will give it leverage? Is it representation based or value-based or both?

4. Agenda setting – research issues and priorities should come from the national node through a representative regional board. The role of the Secretariat is mainly implementation (coordinating, fundraising, establishing linkages and regional representation).

5. Communication – a system of continuous communication between the Secretariat and the nodes, on the one hand, and among nodes, on the other, must be developed. This communication must go beyond just joint studies – it must be on-going even when there is no specific joint activity between a given node and the secretariat.

6. Country node; Node hosting Institution and Node Coordinator/facilitator – Although the FANRPAN constitution attempts to define these - there is need for more definite and clearer criteria to help stakeholders distinguish between these three elements – as they tend to be used synonymously – and in so doing - creating undue uncertainty. Country nodes are the national policy research, analysis and dialogue coordination units established in each of the member states. The node members comprise of FANRPAN’s four key stakeholder groups (government ministries responsible for FANR, policy research units, private sector national umbrella organizations that deal with FANR, national farmer organizations. The country node members designate one national organisation to be the node hosting institution, which prov ides secretariat serv ices through a node coordinator. A facilitator who, in most cases, is a full time employee of the node hosting institution assists the Coordinator.

7. Criteria for an ideal node-hosting institution – while the national contexts for policy engagement differ across the different national landscapes – it was proposed that a good node-hosting institution must have the following minimum attributes:

Convening capacity – capacity to convene high-level policy dialogue meetings for a cross-section of stakeholders in the FANR sector

Respect/Recognition by Government – must have a well defined policy agenda respected and recognized by government and other key stakeholders

Strong leadership/Governance – must be an organization with its own strategic direction and purpose – exemplified in strong leadership and governance systems

Legal Institution – must be a legal entity able undertake legally bidding agreements and MOUs with FANRPAN and other stakeholders

Capacity to raise own funding – the node hosting institution must have independent funding. FANRPAN cannot establish and fund a separate national level institution. This type of structure would be too heavy for FANRPAN

Communication System – must have a good communication system Independent – must be apolitical – able to play the role of an independent broker Interface between Regional and National issues – must have a policy agenda

to which FANRPAN can prov ide a regional link – and vice versa Networking – must be an organization with an emphasis on networking and

building partnerships so that the link to FANRPAN is part of its network ing agenda. 8. ACF model – the Agricultural Consultative Forum (ACF) of Zambia – that currently hosts the

FANRPAN-Zambia node – is an excellent nodal-model. Achiev ing this requires heavy investment in building capacity and stakeholder confidence. The Zambia model is very close to the CISANET-model in Malawi and the upcoming National Agricultural Forum in Mozambique is being modeled in a similar form.

7. Strategic Issues


13

This session was aimed at ref ining the areas of focus that FANRPAN is and should be involved in. The assessment was based on four key questions:

1. Why is it an issue and how is it related to FANRPAN’s v ision, mission, mandate, internal strengths, and external opportunities?

2. What would be the consequences of FANRPAN not addressing this issue? 3. How and to what extent is FANRPAN addressing this issue currently? 4. What priority rank ing should be given to this issue?

Key outcomes The following were some of the outcomes of this session: 1. Scope and Scale – participants proposed the following rank ing for FANRPAN:

a) Analysis of policy options based on available knowledge b) Management of policy processes (policy debate) c) Prov iding policy adv ice d) Economic and social science research

2. Gaps in Skills and Knowledge – participants proposed that FANRPAN needs additional sk ills in: a) Social analysis b) Enhancing information sharing

3. Region relevance – participants felt that the region really needs a network like FANRPAN linking the different actors and think tanks – and prov iding a platform for interface. They felt that the region is best served by an autonomous network that can mobilize resources in a “planned” fashion – to prov ide policy services on a continuous basis and not short-term consultancy mode

4. Thematic priorities – in terms of thematic priorities – participants observed that the lists identified in the workbook could be collapsed into fewer broad areas – from which FANRPAN could draw thematic issues to address:

Markets and Trade – including regional trade policy harmonization, input and output markets development, cross-border trade, smallholder supply chains (contract farming)

Natural Resources Management – including transboundary resources such as transboundary river basins, agricultural water productiv ity; environmental change; and biofuels (Land reform was emphasized by some, but there was no agreement)

Technology Development and adoption – Biotechnology; improved seed varieties; irrigation

Investment and Infrastructure – trans boundary infrastructural development; regional integration

Capacity building for policy analysis – human and institutional capacity development Agricultural Information Systems – knowledge management (trends analysis);

market information Food Security – the link between agriculture and other sectors – e.g. Health and

Agriculture (HIV and AIDS, Malaria, TB) Monitoring and Evaluation – of regional policy commitments – MDGs, CAADP, SADC

Heads of State Declarations 5. Links with other Policy Processes – two processes were identified for immediate FANRPAN

link up: NEPAD’s RE-SAKSS CAADP-COMESA country round-tables.

8. The Balanced Score Card: Linking performance to Mission and Strategy This session introduced the concept of balanced score card as a method for systematically identify ing the most important points/issues of leverage for FANRPAN, as well as, the trade-offs accompany ing these issues. The balanced scorecard has four distinctive characteristics:

1. It is a top-down reflection of the organization’s mission and strategy: It ensures that local activ ities and processes undertaken in the name of FANRPAN will be relevant to the overall strategy.


14

2. It is forward-looking: It addresses current and future success: how the Secretariat and the other FANRPAN structures can improve performance in the next period.

3. It integrates ex ternal and internal measures: It helps managers see where they have made trade-offs between performance measures in the past and helps ensure that future success on one measure does not come at the expense of another.

4. It helps an organization to focus: a balanced scorecard requires managers to reach agreement on only those measures most critical to the success of a company ’s strategy.

The balanced score card is, thus, a tool that will help FANRAPN respond effectively to three key questions:

a) If we succeed with our vision and strategy, how will FANRPAN look different to its shareholders and customers; in terms of its internal processes; in terms of its abil ity to innovate and grow?

b) What are the critical success factors in each of the four scorecard perspectives? c) What are the key measurements that will tell us whether FANRPAN is addressing those

success factors as planned? Figure 3: The balance Score Card (A rv eson. P, 1998)


15

Conclusion New Branding - The strategic planning meeting was a key milestone in the evolution of a new “branding” for FANRPAN – a high performance organization bringing a new value proposition to all its clients, customers and stakeholders. The need for a rev ised FANRPAN strategy derives from three main factors: a new institutional landscape including new demands and opportunities; a broader v iew of policy analysis; and a SWOT analysis of FANRPAN as an institution. Conceptual framework - The strategic planning process was anchored on two conceptual underpinnings: a 5-stage strategic planning cycle (figure 1) and a 6-step policy analysis cycle (figure 2). FANRPAN needs to engage in a complete policy analysis cycle: researching and analyzing; designing and recommending; advising strategically; mediating; democratizing; and clarify ing values and arguments. Critical stakeholders - The diversity of FANRPAN stakeholders and clientele often places competing and sometimes conflicting claims on FANRPAN. FANRPAN needs to isolate a special category of “critical stakeholders” – those that directly impact on FANRPAN’s existence. The “critical stakeholders” will prov ide core support to FANRPAN and significantly influence FANRPAN’s strategic plan. FANRPAN needs to develop a “business plan” with a specific “core” that will be funded by the “critical stakeholders.” New Opportunities - The relocation of the secretariat to South Africa has given FANRPAN a new quality brand and an opportunity for attracting new resources. This new branding needs to trick le down to the nodes. The changing nature of international and regional agricultural trade is an opportunity for FANRPAN to intensify its trade-related policy analysis in the region, as well as, respond to national level trade challenges. FANRPAN needs to increase demand for its products – for example by advertising its serv ices even beyond the region. The increasing demand for capacity building in policy development in the region is an excellent opportunity for FANRPAN to take the lead. Tracking the regional policy commitments and pronouncements – e.g., monitoring the quality and quantity of the Maputo declaration on 10% national spending on agriculture; implementation of CAADP and MDGs – is an opportunity for FANRPAN to become more relevant to the RECs and other regional processes. FANRPAN’s Mission – there was unanimous agreement that the FANRPAN mission must be to: “Promote, influence and facilitate quality agricultural and natural resources policy research, analysis and dialogue at the national, regional and global levels.” FANRPAN would achieve this mission through three main channels: generating ev idence-based policy options (policy research); building human and institutional capacity for policy development in the region (capacity building); and prov iding appropriate policy information and adv ice (consultation). Country node model – there was agreement that the Agricultural Consultative Forum (ACF) of Zambia – that currently hosts the FANRPAN-Zambia node – is an excellent nodal-model. This model is very close to the CISANET-model in Malawi and the upcoming National Agricultural Forum in Mozambique – and should be documented and promoted. Thematic priorities – participants observed that the thematic issues identified in the workbook could be collapsed into fewer broad areas – from which FANRPAN could draw thematic issues to address:

Markets and Trade; Natural Resource Management; Technology Development and Adoption; Investment and Infrastructure; Capacity Building for Policy Development; Agricultural Information Systems; Food Security; Monitoring and Evaluation of Regional Policy Implementation

“Pro

mot

e, in

fluen

ce a

nd fa

cilita

te q

ualit

y ag

ricu

ltura

l and

nat

ural

reso

urce

s po

licy

rese

arch

, ana

lysi

s and

dia

logu

e at

the

natio

nal,

regi

onal

and

glo

bal l

evel

s”.

17

Mat

rix

of F

AN

RPA

N’s

Pro

gram

mat

ic li

nkag

es t

o R

egio

nal P

olic

y Fr

amew

ork

s P

ropo

sed

them

atic

A

rea

FAN

RP

AN

Pro

gram

me

/int

erve

ntio

ns

Alig

nmen

t to

NEP

AD’s

CA

ADP

A

lignm

ent

to S

AD

C’s

RIS

DP

Al

ignm

ent

to C

OM

ESA

’s

Agri

cult

ural

str

ate

gy

Alig

nmen

t to

the

UN

-

MD

Gs

Mar

kets

and

Tra

de –

in

cludi

ng re

gion

al tr

ade

polic

y ha

rmon

izatio

n, in

put

and

outp

ut m

arke

ts de

velo

pmen

t, cr

oss-b

orde

r tr

ade,

smal

lhol

der

supp

ly

chai

ns (c

ontra

ct fa

rmin

g)

• M

aize

Mar

ketin

g an

d Tr

ade

Polic

ies i

n th

e SA

DC

Regi

on, i

n Co

llabo

ratio

n w

ith M

ichi

gan

Stat

e Un

iver

sity

; fun

ded

by th

e Ro

ckef

eller

Fou

ndati

on;

• Co

ntac

t Far

min

g as

a

Mec

hanis

m fo

r th

e Co

mm

ercia

lizat

ion

of

Smal

lhol

der

Agri

cultu

re in

the

SAD

C Re

gion

, Fun

ded

by th

e Fr

ench

Gov

ernm

ent;

•

The

Impo

rtan

ce o

f Rel

ief S

eed,

an

d O

ppor

tuni

ties

for

Impr

ovin

g th

e Co

ntrib

utio

n of

Re

lief S

eed

Prog

ram

mes

to

Com

mer

cial S

eed

Mark

et

Dev

elop

men

t – fu

nded

by

USA

ID

• A

seed

vou

cher

stud

y to

de

scrib

e th

e di

ffere

nt w

ays i

n w

hich

relie

f see

d an

d se

ed

vouc

hers

are

bein

g pr

ogra

mm

ed a

nd d

eter

min

e w

ays

in w

hich

seed

vou

cher

s ca

n po

tent

ially

bes

t ben

efit

both

farm

ers a

nd co

mm

ercia

l se

ed m

arke

ts, f

unde

d by

U

SAID

. •

A U

SAID

fund

ed fe

rtiliz

er tr

ade

stud

y on

Sco

ping

the

Dev

elop

men

t of F

ertili

zer

Stra

tegie

s fo

r Ma

lawi

, M

ozam

biqu

e an

d Za

mbi

a •

Stat

us of

Pla

nt V

ariet

y Pr

otec

tion

(PVP

) in

the

SAD

C Re

gion

, fun

ded

by U

SAID

Con

trib

utes

to

CAAD

P’s

Pill

ar 2:

•

Impr

ove

rura

l inf

rast

ruct

ure

trad

e re

late

d m

arke

t acc

ess:

mar

kets

; pac

kagi

ng; h

andl

ing

syste

ms;

inpu

t sup

ply

netw

orks

•

Infor

mat

ion

and

know

ledg

e sy

stem

s

Dire

ctora

te o

f Tra

de, I

ndus

try,

Fina

nce

and

Inve

stm

ent

Dire

ctora

te o

f Foo

d Ag

ricu

lture

and

N

atura

l Res

ourc

es

• Pr

omot

ing

Trad

e an

d H

arm

onis

ation

of F

ood

Safe

ty

Stan

dard

s •

SAD

C Se

ed S

ecur

ity

Prog

ram

me

COM

ESA

’s a

gric

ultu

re m

arke

ting

an

d re

gion

al in

tegr

atio

n ac

tivi

ties

: •

Agric

ultur

al M

arke

t Pro

mot

ion

and

Regi

onal

Inte

gratio

n Pr

ojec

t (su

ppor

ted

by th

e Af

DB)

•

The

Regi

onal

Agr

icultu

ral

Trad

e Ex

pans

ion

Supp

ort

(RAT

ES)

proj

ect s

uppo

rted

by

USA

ID

• Th

e AG

OA

Linka

ges (

ALIN

K) in

CO

MES

A su

ppor

ted

by U

SAID

. •

The

Com

mod

ity E

xcha

nge

Initi

ative

•

The

WTO

and

EU/

EPA

mar

ket

acce

ss in

itiat

ives

aime

d at

en

surin

g th

at th

e ES

A re

gion

ge

ts a

fair

deal

in gl

obal

ag

ricu

ltura

l tra

de

arra

ngem

ents

•

Fish

eries

Sec

tor

Deve

lopm

ent

in p

artn

ersh

ip w

ith th

e Co

mm

on F

und

for

Com

mod

ities

•

Impl

emen

tatio

n of

NEP

AD's

Com

preh

ensiv

e Af

rican

Ag

ricult

ural

Dev

elop

men

t Pr

ogra

mm

e (C

AADP

) in

the

East

ern a

nd C

entra

l Afri

can

(ECA

) re

gion

Goa

l 8:

Deve

lop

a gl

obal

pa

rtne

rshi

p fo

r de

velo

pmen

t D

evel

op fu

rthe

r an

open

tr

adin

g an

d fin

ancia

l sy

stem

that

is ru

le-b

ased

, pr

edic

table

and

non

-di

scrim

inato

ry, i

nclu

des

a co

mm

itmen

t to

good

go

vern

ance

, dev

elop

ment

an

d po

verty

redu

ctio

n—

natio

nally

and

in

tern

atio

nally

Ad

dres

s the

leas

t de

velo

ped

coun

tries

' sp

ecia

l nee

ds. T

his

inclu

des

tarif

f- a

nd q

uota

-fre

e ac

cess

for t

heir

exp

orts;

en

hanc

ed d

ebt r

elie

f for

he

avily

inde

bted

poo

r co

untri

es; c

ance

llatio

n of

of

ficia

l bila

teral

deb

t; an

d m

ore

gene

rous

offi

cial

deve

lopm

ent a

ssis

tanc

e fo

r co

untri

es co

mm

itted

to

pove

rty

redu

ction

D

eal c

ompr

ehen

sivel

y with

de

velo

ping

cou

ntrie

s' de

bt

prob

lems t

hrou

gh n

ation

al

and

inte

rnat

iona

l mea

sure

s to

mak

e de

bt s

usta

inab

le in

th

e lo

ng te

rm

Nat

ural

Res

ourc

es

Man

agem

ent –

inclu

ding

tr

ansb

ound

ary

reso

urce

s su

ch a

s tra

nsbo

unda

ry ri

ver

basin

s, ag

ricu

ltura

l wat

er

prod

uctiv

ity; e

nviro

nmen

tal

chan

ge; a

nd b

iofu

els (

Land

re

form

was

em

phas

ized

by

som

e, b

ut th

ere

was

no

agre

emen

t)

• Li

mpo

po B

asin

Wat

er P

over

ty

anal

ysis,

wat

er a

vaila

bilit

y an

d ac

cess

, agr

icul

tura

l wat

er

prod

uctiv

ity, i

nstit

utio

n an

d in

terv

entio

n an

alys

is an

d kn

owled

ge b

ase

deve

lopm

ent –

fu

nded

by

the

CGIA

R –

Chal

leng

e Pr

ogra

mme

for

Wat

er an

d Fo

od (C

PWF)

•

Glo

bal E

nviro

nmen

tal C

hang

e –

a GE

CAFS

pro

gram

me to

be

host

ed b

y FA

NRP

AN

• Re

gion

al h

ost f

or th

e CO

MPET

E

Con

trib

utes

to

CAAD

P’s

Pill

ar 1:

Ex

tend

area

und

er su

stai

nabl

e la

nd

man

agem

ent a

nd re

liabl

e wa

ter

cont

rol s

yste

ms

Info

rmat

ion

and

know

ledg

e sy

stem

s

Dire

ctora

te o

f Foo

d Ag

ricu

lture

and

N

atura

l Res

ourc

es

• Th

e Ag

ricult

ural

Wat

er

Man

agem

ent f

or F

ood

Secu

rity

Pr

ogra

mm

e •

The

Regi

onal

Lan

d Re

form

Fa

cility

•

The

SAD

C Bi

ofue

ls P

roje

ct

• SA

DC

FAN

R M

ulti-

Coun

try

Prod

uctiv

ity P

rogr

amm

e (M

APP)

• Ir

rigat

ion D

evel

opme

nt in

the

COM

ESA

Regi

on (

with

the

assi

stanc

e of

the

Indi

an

Gov

ernm

ent)

•

The

Actio

n Pl

an fo

r the

En

viron

men

t am

ong m

embe

r st

ates

•

Impl

emen

tatio

n of

NEP

AD's

Com

preh

ensiv

e Af

rican

Ag

ricult

ural

Dev

elop

men

t Pr

ogra

mm

e (C

AADP

) in

the

East

ern a

nd C

entra

l Afri

can

(ECA

) re

gion

Goa

l 7:

Ensu

re

envi

ronm

enta

l su

stai

nabi

lity

Inte

grat

e th

e pr

incip

les o

f su

stai

nable

dev

elop

men

t in

to co

untry

poli

cies

and

prog

ram

mes;

reve

rse

loss

of e

nviro

nmen

tal r

esou

rces

Re

duce

by h

alf t

he

prop

ortio

n of p

eople

w

ithou

t sus

tain

able

acce

ss

to s

afe

drin

king

wat

er

“Pro

mot

e, in

fluen

ce a

nd fa

cilita

te q

ualit

y ag

ricu

ltura

l and

nat

ural

reso

urce

s po

licy

rese

arch

, ana

lysi

s and

dia

logu

e at

the

natio

nal,

regi

onal

and

glo

bal l

evel

s”.

18

proj

ect (

Com

pete

nce

Platfo

rm

for

Ener

gy, C

rop

and

Agro

-fo

rest

ry S

yste

ms –

Afri

ca)

– a

biof

uels

proj

ect f

unde

d by

EU

Ac

hiev

e sig

nific

ant

impr

ovem

ent i

n liv

es o

f at

leas

t 100

mill

ion

slum

dw

elle

rs, b

y 20

20

Te

chno

logy

D

evel

opm

ent

and

adop

tion

– Bi

otec

hnol

ogy;

im

prov

ed se

ed v

ariet

ies;

irr

igat

ion

• Ad

dres

sing

Agri

cultu

ral

Biot

echn

olog

y an

d Bi

o-sa

fety

Po

licy

issue

s to

Impr

ove

Food

Se

curit

y in

the

SADC

, fun

ded

by th

e US

Gra

ins

Coun

cil a

nd

the

IFPR

I- P

BS;

• Pr

opos

ed e

stabl

ishm

ent o

f the

So

uthe

rn A

frica

Res

earc

h an

d Te

chno

logy

Net

work

(SAA

RTN)

in

col

labor

atio

n wi

th th

e Ag

ricult

ural

Res

earc

h co

uncil

•

Biot

echn

olog

y M

ulti-

stak

ehold

er d

ialo

gues

in

Sout

hern

Afri

ca in

colla

bora

tion

with

IFPR

I

Con

trib

utes

to

CAAD

P’s

Pill

ar 4:

Im

prov

e agr

icultu

ral r

esea

rch,

te

chno

logy

dis

sem

inati

on a

nd

adop

tion

to p

rovid

e the

und

erpi

nnin

g ne

cess

ary

for

long

-term

pro

duct

ivity

an

d co

mpe

titiv

enes

s

Dire

ctora

te o

f Foo

d Ag

ricu

lture

and

N

atura

l Res

ourc

es

• Th

e SA

DC

Com

mitt

ee fo

r Bi

otec

hnol

ogy

and

Bios

afet

y •

SAD

C FA

NR

Mul

ti-Co

untry

Pr

oduc

tivity

Pro

gram

me (

MAP

P)

• Co

ordi

nate

d Ag

ricu

ltura

l Re

sear

ch a

nd T

echn

olog

y In

terv

entio

ns (s

uppo

rted

by

USA

ID)

• A

Regi

onal

App

roac

h To

ward

s Bi

otec

hnol

ogy

(sup

port

ed b

y U

SAID

) •

Impl

emen

tatio

n of

NEP

AD's

Com

preh

ensiv

e Af

rican

Ag

ricult

ural

Dev

elop

men

t Pr

ogra

mm

e (C

AADP

) in

the

East

ern a

nd C

entra

l Afri

can

(ECA

) re

gion

Goa

l 8:

Deve

lop

a gl

obal

pa

rtne

rshi

p fo

r de

velo

pmen

t In

coo

pera

tion

with

the

priv

ate

sect

or, m

ake

avai

labl

e the

ben

efits

of

new

tech

nolo

gies

—

espe

cially

info

rmat

ion

and

com

mun

icatio

ns

tech

nolo

gies

Inve

stm

ent

and

Infr

astr

uctu

re –

tran

s bo

unda

ry in

frastr

uctu

ral

deve

lopm

ent;

regi

onal

in

tegr

atio

n

N

ew A

rea

Con

trib

utes

to

CAAD

P’s

Pill

ar 2:

Im

prov

e rur

al in

frast

ruct

ure

Info

rmat

ion

and

know

ledg

e sy

stem

s

Dire

ctora

te o

f Inf

rast

ruct

ure

and

Serv

ices

Impl

emen

tatio

n of

NEP

AD's

Com

preh

ensiv

e Af

rica

n Ag

ricul

tura

l De

velo

pmen

t Pro

gram

me (

CAAD

P) in

th

e Ea

ster

n an

d Ce

ntra

l Afri

can

(ECA

) re

gion

Goa

l 8:

Deve

lop

a gl

obal

pa

rtne

rshi

p fo

r de

velo

pmen

t Ad

dres

s the

spec

ial n

eeds

of

land

locke

d an

d sm

all

isla

nd d

evel

opin

g St

ates

C

apac

ity b

uild

ing

for

polic

y de

velo

pmen

t –

hum

an a

nd in

stitu

tiona

l ca

paci

ty de

velo

pmen

t

• St

reng

then

ing

Polic

y An

alys

is

and

Repr

esen

tatio

n Ca

paci

ty o

f Fa

rmer

-Bas

ed O

rgan

isatio

ns in

th

e SA

DC R

egio

n, Fu

nded

by

the

CTA;

•

USA

ID p

roje

ct o

n Im

prov

ing

the

Polic

y En

viron

ment

of

Smal

lhol

der

Farm

ers

thro

ugh

Tran

sform

atio

n of

FAN

RPAN

in

to a

Rep

utab

le R

egio

nal

Net

work

with

Enh

ance

d H

uman

an

d In

stitu

tiona

l Cap

acity

for

Supp

ortin

g Po

licy

Form

ulat

ion

and

Impl

emen

tatio

n in

the

SAD

C Re

gion

; •

New

are

a –

build

ing

capa

city

for

full

cycl

e po

licy

anal

ysis

: res

earc

hing

and

anal

yzing

; des

igni

ng a

nd

reco

mm

endi

ng; a

dvisi

ng

stra

tegi

cally

; med

iatin

g;

dem

ocra

tizin

g; a

nd cl

arify

ing

valu

es an

d ar

gum

ents

Con

trib

utes

to

CAAD

P’s

Pill

ar 4:

Cr

eatin

g an

enab

ling

envir

onm

ent

Info

rmat

ion

and

know

ledg

e sy

stem

s

Dire

ctora

te o

f Soc

ial a

nd H

uman

D

evel

opm

ent

Dire

ctora

te o

f Foo

d Ag

ricu

lture

and

N

atura

l Res

ourc

es

Th

e SA

DC F

ood

Secu

rity

Capa

city

Bui

ldin

g Pr

ogra

mm

e

Impl

emen

tatio

n of

NEP

AD's

Com

preh

ensiv

e Af

rica

n Ag

ricul

tura

l De

velo

pmen

t Pro

gram

me (

CAAD

P) in

th

e Ea

ster

n an

d Ce

ntra

l Afri

can

(ECA

) re

gion

Goa

l 8:

Deve

lop

a gl

obal

pa

rtne

rshi

p fo

r de

velo

pmen

t In

coo

pera

tion

with

the

deve

lopi

ng c

ount

ries,

de

velo

p de

cent

and

pr

oduc

tive

work

for

yout

h

Agr

icul

tura

l Inf

orm

atio

n Sy

stem

s –

know

ledge

m

anag

emen

t (tre

nds

• In

vent

ory

of A

gricu

ltura

l re

sear

ch in

stitu

tions

in

Sout

hern

Afri

ca –

in

Con

trib

utes

to

CAAD

P’s

Pill

ar 4:

In

form

atio

n sh

arin

g an

d its

role

in

mar

ket d

evel

opm

ent

Dire

ctora

te o

f Foo

d Ag

ricu

lture

and

N

atura

l Res

ourc

es

• Th

e SA

DC

Agric

ultu

ral

• CO

MES

A’s F

ood

and

Agric

ultur

al M

arke

ting

Info

rmat

ion

Syst

em (F

AMIS

),

Goa

l 8:

Deve

lop

a gl

obal

pa

rtne

rshi

p fo

r de

velo

pmen

t

“Pro

mot

e, in

fluen

ce a

nd fa

cilita

te q

ualit

y ag

ricu

ltura

l and

nat

ural

reso

urce

s po

licy

rese

arch

, ana

lysi

s and

dia

logu

e at

the

natio

nal,

regi

onal

and

glo

bal l

evel

s”.

19

anal

ysis)

; mar

ket

info

rmat

ion

colla

bora

tion

with

SAKS

S-SA

•

Agric

ultur

al g

row

th a

nd p

over

ty

tren

ds in

Sou

ther

n Af

rica

– in

co

llabo

ratio

n w

ith SA

KSS-

SA

• Re

gion

al P

olic

y Dia

logue

s and

Pu

blica

tions

, fun

ded

by C

TA;

• FA

NRP

AN s

take

holde

r dire

ctory

Info

rmat

ion

and

know

ledg

e sy

stem

s RE

-SAK

SS

CAAD

P ea

rly a

ctio

ns

Info

rmat

ion S

yste

ms

(AIM

S)

• St

atis

tical

Cro

p Fo

reca

sting

M

etho

dolo

gy P

rogr

amm

e •

SAD

C Re

giona

l Rem

ote S

ensin

g U

nit

a co

mpo

nent

of t

he A

MPR

IP

prog

ram

sup

porte

d by

AfD

B •

The

Pan

Afric

an T

setse

and

Tr

ypan

osom

iasi

s Era

dica

tion

Cam

paig

n (P

ATTE

C) in

co

llabo

ratio

n w

ith th

e AU

•

Impl

emen

tatio

n of

NEP

AD's

Com

preh

ensiv

e Af

rican

Ag

ricult

ural

Dev

elop

men

t Pr

ogra

mm

e (C

AADP

) in

the

East

ern a

nd C

entra

l Afri

can

(ECA

) re

gion

•

Crop

Cris

is Co

ntro

l (C3

) Pr

ojec

t with

the

supp

ort o

f U

SAID

In c

oope

ratio

n wi

th th

e pr

ivat

e se

ctor

, mak

e av

aila

ble

the b

enef

its of

ne

w te

chno

logi

es—

es

pecia

lly in

form

atio

n an

d co

mm

unica

tions

te

chno

logie

s

Food

Sec

urit

y an

d po

vert

y re

duct

ion

– th

e lin

k bet

ween

agr

icult

ure

and

othe

r se

ctor

s – e

.g.

Hea

lth a

nd A

gricu

lture

(HIV

an

d AI

DS, M

alar

ia)

• Th

e im

pact

of H

IV a

nd A

IDS

on

Agric

ultur

e an

d Fo

od S

ecur

ity

in

the

SAD

C,

fund

ed

by

the

Euro

pean

Uni

on a

nd t

he S

ADC

Secr

etar

iat

• Ru

ral L

ivel

ihoo

ds P

roje

ct in

the

Sout

hern

Af

rica

-

Polic

y M

odul

e, fu

nded

by

U

SAID

/RCS

A th

roug

h II

TA;

Con

trib

utes

to

CAAD

P’s

Pill

ar 3

In

crea

se fo

od s

uppl

y, re

duce

hun

ger

and

impr

ove

resp

onse

s to

food

em

erge

ncy

cris

es

Info

rmat

ion

and

know

ledg

e sy

stem

s

Dire

ctora

te o

f Soc

ial a

nd H

uman

D

evel

opm

ent

Dire

ctora

te o

f Foo

d Ag

ricu

lture

and

N

atura

l Res

ourc

es

• Th

e Re

gion

al F

ood

Rese

rve

Facil

ity

• SA

DC

FAN

R M

ulti-

Coun

try

Prod

uctiv

ity P

rogr

amm

e (M

APP)

•

Earl

y W

arni

ng S

yste

ms

• Vu

lner

abilit

y M

onito

ring

Syst

ems

Regi

onal

Foo

d Se

curit

y/Fo

od R

eser

ve

Initi

ativ

e am

ong

mem

ber s

tate

s •

The

Food

Sec

urity

Pol

icy

and

Vuln

erab

ility

Red

uctio

n Pr

ogra

m (

to b

e su

ppor

ted

by

the

9th ED

F)

• Li

vest

ock

Sect

or D

evel

opm

ent

in c

ollab

orat

ion

with

the

AU

and

USA

ID

• In

terv

entio

ns to

mitig

ate

impa

cts o

f HIV

/AID

S am

ong

smal

lhold

er fa

rmer

s in

the

ESA

regi

on

Goa

l 1:

Erad

icat

e ex

trem

e po

vert

y an

d hu

nger

•

Redu

ce b

y ha

lf the

pr

opor

tion

of p

eople

liv

ing o

n le

ss th

an a

do

llar a

day

•

Redu

ce b

y ha

lf the

pr

opor

tion

of p

eople

w

ho s

uffer

from

hu

nger

G

oal 6

: Com

bat

HIV

and

A

IDS,

Mal

aria

and

othe

r m

ajor

dise

ases

•

Hal

t and

beg

in to

re

vers

e th

e sp

read

of

HIV

/AID

S •

Hal

t and

beg

in to

re

vers

e th

e in

cide

nce

of m

alaria

and

oth

er

majo

r dise

ases

Mon

itor

ing

and

Eval

uati

on –

of r

egio

nal

polic

y com

mitm

ents

–

MD

Gs,

CAAD

P, S

ADC

Hea

ds o

f Sta

te

Dec

lara

tions

• N

ew A

rea

C

ontr

ibut

es t

o ov

eral

l CA

AD

P M

onito

ring

natio

nal l

evel

ado

ptio

n an

d in

vest

men

t In

form

atio

n an

d kn

owle

dge

syst

ems

Dir

ecto

rate

of F

ood

Agri

cultu

re a

nd

Nat

ural

Res

ourc

es

• SA

DC

Plan

t Pro

tect

ion

Actio

n Pl

an

Dir

ecto

rate

of S

ocia

l and

Hum

an

Dev

elop

men

t

Impl

emen

tatio

n of

NEP

AD's

Com

preh

ensiv

e Af

rica

n Ag

ricu

ltura

l Dev

elop

men

t Pr

ogra

mm

e (C

AAD

P) in

the

East

ern

and

Cent

ral A

frica

n (E

CA)

regi

on

Documents

Meeting the Need for Effective Food, Agricultural and ... · 1 The Food, Agriculture and Natural Resources Policy Analysis Network (FANRPAN) TOWARD A FANRPAN STRATEGY: 2007-2016 Meeting