Day 2, Session 3: Building Capacity for Agricultural Policy Implementation

Capacity assessment for achieving agricultural transformation agenda in

Nigeria

Suresh Babu, Kwabena Gyimah-Brempong, Manson Nwafor, Hyacinth Edeh

IFPRI/ IITANSSP National Conference 2012:

“Informing Nigeria’s Agricultural Transformation Agenda with Policy Analysis and Research

Evidence”

Abuja, Nigeria – November 13-14, 2012

INTERNATIONAL FOOD POLICY RESEARCH INSTITUTE

Outline of the Presentation

• Introduction and background• ATA context• Capacity assessment methods• Results -policy process, organizational, and individual

capacity • Federal – State – LGA Linkages• Public- Private – CSO Partnerships• Value- Chain Development• Strategy for Capacity Development• Plan for Action


Introduction and Background

• Agriculture transformation• Human capital and institutional requirement• Capacity transformation• How to increase efficiency of the human

capacity?• How to increase organizational effectiveness?• How to improve the policy process?• Not just about Skills – necessary but not sufficient


Capacity Strengthening for Agricultural Transformation


Capacity Transformation


ATA Context

• African Agricultural Transformation - Nigeria, Kenya, Ethiopia

• Setting targets to achieve for commodities• Facilitating investments• Derived from National Transformation Agenda• Mobilizing States through policy process• Increasing the role of private sector• Value Chain approach


Mixed Methods

• 4 types of questionnaire ( experts, organizations, individual, policy process)

• Individual interviews• Group interviews• Groups discussions with private sectors, CSOs,

actors of policy process• 3 States and 3 LGAs


Policy Process capacity

• Parliamentary Committees• NCA – Sub committees• CSOs• Private sector• FMARD• Increase accountability, inclusiveness,

participation, ownership• Meaningful and effective


Stages of Policy Process


Organizational Performanace

• PRS, ARCN, ADP• Horizontal and vertical integration• Work flow processes• Translation of ATA into work plans, budgets,

targets• Monitoring and evaluation systems• Management information systems• Policy analysis and research


Organizational Capacity

• Technical expertise vs Administrative challenges• How to connect with States and LGAs• How to work with Value-chain teams?• How to manage and coordinate the targets?• Leadership and management skills• Bringing FPRS and SPRS together to set goals

and follow up.


Individual Skills

Analytical skills for:

Strategy development

Investment planning

Monitoring and evaluation

Knowledge management

Policy analysis


Federal- State- LGA Linkages

• How to strengthen the working relationship? • Formalized communications mechanisms and

accountability• Integrating States and LGAs them in national

strategies?• Reviving the organizational effectiveness• How research and extension linkages effectively

be integrated at LGAs under Value chain approach?


How to effectively engage with 774 LGAs?

Federal Strategies

State level plans

State – LGA

integration


Organizational and capacity interventions

• Revive State Agricultural Councils• Make it responsible for monitoring the target set

by national strategies• Have technical sub-committees to responsible

for oversight and reporting to NCA


Organizational and capacity interventions

• Integrate LGAs, State field functionaries, and ADP extension workers (GES)

• Clear allocation of responsibilities and cross monitoring.


Public-Private- CSOs

• States service delivery – effectiveness? • Do we have alternative paths?• Role of Private sector?• Role of CSOs?

• GES is an example – First year of implementation but good learning for involvement of private sector and strengthening them.


Consultations with the CSO Leaders


PPC partnerships

• Development of private sector through rural entrepreneurs.

• Small scale agro- dealers and private traders • Agro-processors• Vocational training in agribusiness• Vocational training in Farm mechanization• Emphasis on rural youth for Agribusiness – ICT-

practical training- business orientation


Capacity for Value Chain Development

Input , credit

market

Farm level production

Output markets

Processing and value addition

Final market / retailing


Broad set of capacity needs

• Value chain teams need orientation• Integrate them horizontally with Agencies and

departments• With state and LGA levels – organizational

capacity • Mainstreaming and capacity translation• Analytical capacity for value chain analysis


Elements of a Capacity Strengthening Strategy

• ATA should include a capacity development strategy

• Any structural transformation requires corresponding organizational and capacity transformation

• Responding to Food Crisis is an example• Comprehensive capacity development program


Mapping organizational linkages in FMARD


Mapping of Organizations and Stakeholders in Implementation of ATA

ATA Value Chains

ADP

Extension

R&D

COCOA Sorghum

IITA / IFPRI / IFDC

FADAMA

CADP

ATIG (Invest)ATIG (InfrastructureATIG (Value Chain)ATIG (NIRSAL )

Rice

AgriculturalDepartments

LGA's

State Ministries ofAgriculture

Farmers

Agri BusinessDevelopment

Private SectorDevelopment

Donors

Dairy Leather

Beef

Fishers

Maize/Soybean

Oilpalm

Cotton

Sheep/Goat

GES

President

Poultry

1. Agriculture Production Enhancement2. Support to Commercial Agriculture3. Land, Water and Light4. Linkages and Support to Inputs and Production...

CASSAVA

ARCN

NASC

NAIC

NAQS

NPAFS

ICRCTrade and

Investment

FederalMinistries

Water Resources

Environment

BOI

BOA

NEXIM

CBN(NIRSAL )

Private Sector

CSOs

M&E

Collaboration

ResearchStatistics

AgriculturalResearch Policy

Program

Planning

ATIC

EPAG

ParliamentaryCommittee

Period

PRS


Conclusions

• Capacity for designing and implementation of strategies is grossly lacking.

• Some technical skills and capacity exists at all levels.

• Capacity needs in policy process, organizational effectiveness, and human skills

• Investment is needed to strengthen and integrate capacities

• Plan of action for implementation in the next 3 years

• Discussions welcome

Mission Progress &

Forward-Looking Strategy

Eric Eboh, President, APRNet@ IFPRI Research Conference, 13-14 November 2012

Outline of Presentation on APRNet

• How and why we came into being?

• What we seek to achieve?• Where we are now?• What we aim to become?• Our Challenges and

Opportunities• An Appeal for Collaboration,

Cooperation and Support

Important Take-off Dates

• 22nd April 2009 – APRNet was

conceived

• 24th November 2009– Adoption of

Constitution and Election of Pioneer Exco

Major Problematic Retrospect 22nd April 2009

• Dissatisfaction with the very low interaction, collaboration and teamwork among policy researchers

• Concerns that:– research is not making sufficient impact on

policymaking and private enterprise– interaction, cooperation and collaboration

between researchers and policymakers have been merely ad hoc, episodic and mostly unorganised

APRNet was therefore intended to:

• Change the status quo characterized by isolation, poor interaction and lack of organized communication across the stakeholder aisles in agricultural and rural development policy landscape

• Foster interaction, connections, cooperation, collaboration, complementation, communication and information sharing among the Stakeholder Quartet in agricultural, food security and rural development policy– Researchers

– Government MDAs in Agric., Rural Devt. Water Res. & Evnt

– Agric. Sector CSOs & NGOs– Agric. Entrepreneurs & Managers

APRNet

Enterprise Community –Farmers, Managers, Investors, Entrprnrs.

Policymakers & Government Technocrats in MDAs

Practitioner Community – CSOs, NGOs

Research Community -(NARIs, Univs. T-Tanks)

Quartet of APRNet Stakeholders

APRNet Exco. reflects Stakeholder Quartet

• Research Community• Policymakers – FMARD, NPC,

FMWR• Enterprise Community –

Representatives of Farmer Groups/Organisations, e.g. ALFAN,

• Development Practice Community – NGOs, CSOs, PSOs, e.g. NESG

14th JUNE 2011 - INCORPORATION

Take-off Secretariat Support

• Computer• Printer• UPS• Modem

VISION

• The VISION of APRNet is to become an authoritative and independent forum for promoting research for evidence-based agricultural and rural development policies in Nigeria.

MISSION

• The MISSION of APRNet is to facilitate the conduct of research as well as the communication and utilization of research results in the agriculture and rural development policy process in Nigeria.

OBJECTIVES - I

• Promote the exchange of existing research information (methods, data, publications)

• Mobilize a pool of financial resources for independent policy research

• Encourage mentoring of upcoming policy researchers

OBJECTIVES - II

• Provide peer review for researchers• Create channels for linking research

with policy process• Encourage the use of research

results in the policy process

METHODOLOGY

• Research and information sharing;• Training/capacity building;• Policy linkages and feedback; and• Dissemination and public

enlightenment

KEY FUNCTIONS - I

• Facilitator of policy research and policy analysis – provide conducive working platforms and arrangements for the conduct of good-quality research

• Policy advocate – promoting and projecting research-based evidence and policy recommendations through sensitisation, enlightenment and public appearances

KEY FUNCTIONS - I

• Network loop – connecting and linking researchers, policymakers and practitioners to increase collaboration and shared understanding, build mutual confidence and promote better interface of research, policy and practice

• Agent of information and learning – transmitting and diffusing research and evidence-based information for broader public consumption

KEY FUNCTIONS - II

• Services provider – providing client-oriented expert and technical services for capacity enhancement of policy formulation, implementation, monitoring and evaluation in support of Nigeria’s agricultural development policies, institutions and programmes

PROGRESS DASHBOARD

• Membership growth – from 28 at registration to more than 80 presently

2009 20120

10

20

30

40

50

60

70

80

90

Membership

PROGRESS DASHBOARD

• Training and capacity building– Mendeley Web-based research writing resources 10th

February 2010, Sheraton Hotel, Abuja

PROGRESS DASHBOARD

• Training and capacity building– Research Writing and Policy Communications

workshop 31 August – 1 September 2010, Enugu

PROGRESS DASHBOARD

• Training and capacity building– Training workshop on methodologies and tools for

agricultural policy analysis from 20-23 March 2012 at Enugu

Policy Dialogue and Stakeholder Engagement

• National Policy Symposium on “Making Research Work for End-Users”, held on 24th May 2011 at Abuja – in collaboration with NARIs and ARCN

APRNet Launched its Secretariat

• Office Accommodation and Resumption of Program Officer- 1st June 2012

APRNet website launched www.arprnetworkng.org

• On 6th May 2012

http://www.arprnetworkng.org/

Publications

• ANNUAL REPORTS – 2010 & 2011 uploaded in the website

• APRNet Information Brochure

• APRNet: Mission Progress and Forward-Looking Strategy – an upcoming Flyer

FINANCES

• Membership Subscription

• IFPRI grants for Secretariat support

• Donations from members and stakeholders (time, intellect and materials)

• Exploring new Funding and Resources – Development Partners, Research Networks, Government Partners, project-based sources

• In line with good corporate governance, AUDIT REPORTS accomplished for 2010 and 2011.

Communication and Advocacy

• Newsletters

Communication and Advocacy

• Media Interviews and Press Releases (6 July 2012)

FORWARD-LOOKING STRATEGY

2012-2016

Concept Paper presented by the President at the 2011 Congress Meeting 23rd November 2011, Enugu

Strategy Development ProcessStrategy Workshop – 15th March 2012

EXCO Ratification of Strategy – 6th July 2012

President

Vice Presidents (2nos.) Treasurer Secretary

SECRETARIAT [Program Coordinator, Research Coordinator,

Advocacy Coordinator Program/Admin Officer, Mobilisation Officer, Zonal Liaison

Officers (6nos.), Website Manager]

Organogram of APRNet

Policy Research & Policy Analysis

• In support of evidence-based policymaking and programme/project planning– Budget Analysis and Reviews– State of Nigeria Agriculture Series (SONAS)

Research Communications & Policy Dialogue/Advocacy

• National Policy Dialogue Series on “Making Research Work for End-Users”– Examine, disseminate and promote best practices and innovative

models for research delivery by the National Agricultural Research Institutes and by individual policy researchers

• Research Monographs, Research Summaries/Abstracts, Policy Briefs, Policy Primers, Policy Papers & Policy Memos to Government MDAs and Legislative Committees.

• Evidence-based Annual Reviews/Dialogue on “State of Nigeria Agriculture”– Quarterly Series - Reviews/Publications/Releases– Annual Series - Reviews/Publications/Releases

CAPACITY BUILDING for LINKING RESEARCH, POLICYMAKING & ENTERPRISE

• Training and Technical Assistance on Policy Analysis (working with ARCN)

• Training Policymakers and Technocrats on finding/accessing and using Research Findings in Policymaking

• Training of Researchers on Research Dissemination, Communications and Methods/Practices for Linking/Engaging in the Policy process

Methodology/Approach

• Program-based Resource mobilisation (human, material, logistics, financial)

Methodology /Approach

• Collaboration, Cooperation and Joint Programming

Critical Challenges and Opportunities – Creating Value for Policymakers

• Providing real-time research, analysis and evidence feedback and knowledge needs for topical ATA Initiatives such as – Fertilizer Vouchers & Input Subsidies– Commodity Value Chains– Agricultural Credit Schemes– Staple Crop Processing Zones – Growth Enhancement Scheme

• Engaging with State Governments on topical policy questions such as – agric. budgets, fertilizer markets, agric. extension

and capacity building of agric. ministry and officials

Critical Challenges and Opportunities – Creating Value for Members - I

• Creating benefits and value to members to elicit greater individual interest, teamwork and participation

• Creating novel researcher-esteeming

channels for beneficial interaction with policymakers, development partners, research-funding institutions

Critical Challenges and Opportunities – Creating Value for Members- II

• Providing greater access to training, professional growth, career building and research funding opportunities – e.g. building a critical mass of well-tooled policy researchers within APRNet, need help from IFPRI

• Giving corporate “impersonal” voice to policy advocacy and research dissemination that will otherwise be risky with individual researcher approaches – providing researchers a “special window” to the outside world

To Become the Foremost Research-based Change Agent in Nigeria’s Drive

for Agricultural Transformation

Looking Forward - OUR VISION IS CLEAR

But, as a budding organisation, our

Challenges are Daunting, with Implicit

Opportunities waiting to be tapped for

us to Grow………So, we need your Experiences,

Advice and Suggestions! THANK YOU!

Capacity building for Community driven development.

Evidence from Mid Term Impact Evaluation of the National Fadama

development (Fadama3) Project

Kato,E. (IFPRI), and E. Nkonya. (IFPRI)

D, Phillip, B. Ahmed, A. G. Daramola, A. Gana Shetima, S., Ingawa, I. Luby, E.A. Lufadeju, M.

Madukwe, and Peter Ajibaiye

Abuja, Nigeria, November 13-14, 2012

Nigeria’s economic growth – an express train which by-passes the poor

• Nigeria’s GDP grew by 6.4% in 2001-10, a growth which was among the highest in SSA

• However, 64% of the population lives below the international poverty line

• Majority of the poor (70%) are in rural areas

• People living below US$1/day increased from 52% in 2004 to 61% in 2010 (NBS 2010)

• Does this mean that Nigeria’s fast economic growth is by-passing poor farmers?

• What can be done to put the rural poor onboard Nigeria’s express train economic growth? Is Fadama III the answer?

Fadama3 implementation design:

Coverage: 36 states Time span: 2009-2013. Possible extension. Project Budget: 250 million dollars from WB

and 200 m from Nigeria Govt. Organisation of Beneficiaries: individuals had to form Fadama User

groups(FUGs) based on EIG. 20 members per FUG.

several FUGs encouraged to form an FCA (Fadama Community Association).

Fadama3 implementation design

Types of beneficiary groups: crop farmers, livestock producers, fisher folks, agro processors, vulnerable persons etc.

Project support: capacity building, community owned infrastructure, productive asset acquisition, advisory services, input support

.

Fadama Resource Allocation.

0

5

10

15

20

25

30

35

40

45

50

Fadama III

Fadama II

Capacity building in FADAMA3

Project Component 1. Capacity Building, Local Government, and Communications and Information Support--US$87.5m. This component included :

(a)Capacity building support for community organizations;

(b) Capacity building support to local governments; and

(c) Communications and information support.

FADAMA – Capacity Value Chain

FED. FADAMA

State FADAMA

LGA FADAMA

Federation of FCAs

FCA Facilitators FCAs

EIGsCDDs

Welfare of beneficiaries

What Capacities were Needed?

Forming EIGs (FUGs) Mobilizing FCAs Federating FCAs Designing Business Plans and budgets Implementation capacity Monitoring and Evaluation Impact Assessment Redesigning of business plans and CDDs

Focus on M&E capacity

M&E is critical for program redesign. Is needed for monitoring expenditures Is useful for re-allocation of resources within

activities Useful for creating database for eventual

impact evaluation. However capacity of M and E is usually weak M and E is crucial for achieving project goals

and objectives. Because of this situation, IFPRI focused on

strengthening M and E capacity within fadama3 project.

Capacity Building activities for Local Collaborators. -IFPRI worked with 36 State consultants, 4

Zonal consultants, 1 National Consultant drawn mainly for Local State Universities.

-IFPRI also worked with National Fadama office strengthening Monitoring and Evaluation staff skills.

Trained all state consultants, State Level M and E staff, and National Fadama M and E staff (about 120 persons).

Skills Imparted: -Design of Baseline studies with a counterfactual approach (selection of Controls).

More skills Imparted

-Design of follow-up surveys ( Midline survey).

Data management, data quality and data integrity processes.

Rigorous Analytical approaches for Impact evaluation.

-Counterfactual analysis: Matching methods with single difference , double difference and Triple difference

-Non Counterfactual analysis. -FIML, LIML, etc.

Did the CDDapproach used by Fadama3 Improve Rural Household Welfare in Nigeria?

Analytical Approach ( Identification Strategy)

Counterfactual Analysis: -Quasi-Experimental Estimates:

Matching combined with difference-in-difference estimator.

-Matching Methods: Kernel matching and Nearest Neighbor (Propensity Score matching),

-Robustness Checks: Covariate Matching and Coersened Exact Matching.

-Matching quality checks: balancing tests, Common support , Trimming and CIA assumption checks

National Impacts of Fadama3

Livestock Income

Crop income

Non Farm Income

Agricultural Income

Household income

44%** 32% 415%** 23%** 19%**

Impacts by Gender

Crop Income

Livestock Income

Non-Farm Income

Household Income

Male 19%** 49%** 152%*** 16%**

Female 157%*** No impact 4284%*** 48%**

Impacts by Wealth Status

Asset Terciles AgriculturalIncome

Non Farm Income

Household Income

Tercile1(Poor) 30%** 1830%*** 36%***

Tercile2 (medium) 18%* No Impact No Impact

Tercile3 (Rich) 12% No Impact No Impact

Impacts by Age

Age Terciles Crop Income

Livestock Income

Non Farm Income

Youth beneficiaries

No Impact

No Impact 245%***

Medium age tercile

No Impact

No Impact No Impact

Older beneficiaries

52%*** 159%*** No Impact

Impact on household income (ΔATT)

Fadama III had greatest impact on hhd incomeof women and the poorest effective targeting

Impacts on Job creation (Proxy: Agricultural Labour Demand) Fadama increased demand for hired labor in

agricultural production by 5 persons/ hhd.

With Village Fixed effects

With Geopolitical Fixed effects

With State Fixed effects

Fadama3 5.311*** 5.421*** 3.345***

Other Controls

Yes Yes Yes

Impacts on Poverty Reduction.

About 8% of Fadama III beneficiaries escaped from poverty.

Poverty line =$1.25 per day

Poverty line =$2 per day

Poverty line =$1 per day

Fadama 3 8.4% *** 8.8% *** 8.3% ***

Impacts on Income Inequality

Fadama III reduced income inequality by 16% while income inequality in the communities without Fadama III project decreased by only 3%.

Additional Impacts

Elite Capture: Statistically Tested and found no Evidence of Elite capture.

Political capture: We did not test for this.

Implications of Fadama III

Both Fadama II and Fadama III CDD approach has shown effective targeting of the poor

Fadama III reached only 3.5% of the households in Nigeria.

How could the remaining 96% households benefit from the favorable impacts of Fadama III?

• Commercialization of rural services offered by Fadama III ( inputs support)

• Mainstream FCAs (e.g. Federation of FCAs)• Mainstream other services & approaches in

rural poverty reduction programs (e.g. ATA, ADP, rural infrastructure, etc)

• Greater harmonization and coordination of rural poverty programs. One of the key reasons for Fadama III success is provision of several synergistic rural services

Yes, Fadama III CDD approach could put Nigeria’s poor farmers onboard the express train economic growth

Implications For ATA ?

ATA implementation is based on Value Chain Approach

ATA Value chains could be considered as CDDs of FADAMA

Development of Value chains will need capacity along the value chains

Identifying these capacities and strengthening them will enhance the implementation of ATA

A careful development of a capacity strategy and implementing them will make ATA successful

Implications for ATA contd

Attention to M &E Quality data collection on all ATA outcomes for Rigorous Assessment of ATA impacts for both short term and long term impacts

M&E data collection be disaggregated by social-economic and socio-demographic characteristics e.g gender, wealth status.

Education

Day 2, Session 3: Building Capacity for Agricultural Policy Implementation