1. Status of the FANR-Policy Analysis Network Business Plan

2. Status of business plan Good news –Doing well on programme component Bad News –Limited investment in institutional development –Not operating anywhere near potential of the network

3. FANRPAN in the Regional Agenda

4. Region COMESA Region SADC The Complex Regional Agenda (typology of interventions) Summation Country C Country B Country A Weakest link Best shot

5. CAADP – An agenda in need of speeding up

6. FANRPAN as partner for CAADP process Already has capability to convene in 12 countries and at regional level Country node hosts (policy institutions) have expertise in policy and do it One-stop partner for 12 countries and the region – ease of management and accountability Cross country information sharing and learning would be easy Already interacting at various levels where coordination would be necessary Performing such role in Zambia CAADP process

7. A role in a crowded field? AU NEPAD ACF&CILSS FARA CMAWCA Univ. of Zambia & CILSS ASARECA SADC-FANR CORAF/WECARD NASRO SADC COMESA ECOWAS MS1 MS9 MS7 MS10MS2 MS4 MS6 MS8 MS13 MS11 MS3 MS12 MS14 MS5 Sub-Regional Organisations (SROs) Pillar Coordinators RECs ReSAKSS US -IEHA RIU AAA

8. CAADP Pillars Four –Pillar 1:Land and water management –Pillar 2: Rural infrastructure & Rural trade--related capacities for market access –Pillar 3: Increasing food Increasing supply & reducing hunger –Pillar 4: Agricultural research, technology dissemination & adoption Includes policies for sustainable agriculture

9. FARA NASRO ASARECA CCORAF/ WECARD CARDESA NAR Agric. Prod. Plan Zim Multi-C Agric. Prod. Plan AU-IBAR AU-SAFGRAD IAPSC +++ Expert Reference Group National CAADP Roundtable Regional CAADP Roundtable NAR CAADP Partnership Platform CAADP Focal Person REC Country A Continent Pillar 4 Leadership and operations

10. IFPRI ( Coordinator ) ICRISAT IITAILRI Facilitate: peer review, benchmarking, adoption of best practices, and mutual learning among member countries to improve policy and program planning, implementation, and outcomes. Regional nodes work with existing regional research organizations and networks Are linked with country knowledge systems to generate the necessary technical information to inform the implementation process and track progress. IWMI Country SAKSS Regional SAKSS Regional Nodes ReSAKSS Operations

11. Farmers Researchers Government Civil Society FANRPAN in the CAADP Picture

12. What should FANRPAN do? Assist CAADP focal persons to broaden awareness of CAADP and knowledge of processes Mobilise stakeholders for engagement at country and regional level Provide multi-stakeholder platforms for partnerships for ReSAKSS activities Provide multi-stakeholder platforms for pillar specific interventions of a policy nature Provide a platform for the coordinating and integrating inputs and processes of various pillars and specialised projects Offer the same type of support for the African Green Revolution agenda (including, ensuring discussion within the CAADP framework)

13. Why is such a role important? Organising stakeholder participation (meaningful) requires continuous engagement and relationship building Multiple organisers duplicate effort, reach different individuals and commitment is more difficult to build Effective network building requires skills and time commitment (technical expertise in a field network development and management ability) An active network of informed stakeholders creates demand for action which can lead to reduction of delays The need to deepen participation is best addressed by those that spend more time mobilising and organising for participation Investing in organising skills of existing relevant networks more efficient

14. Policy networks and Policy Process Stage of policy process ObjectivesNetwork roles Agenda settingConvince policymakers that the issue does indeed require attention Marshall evidence to enhance the credibility of the argument Extend an advocacy campaign Foster links among researchers, CSOs and policymakers FormulationInform policymakers of the options and build a consensus Collate good-quality representative evidence and act as a ‘resource bank’ Channel international resources and expertise into the policy process Build long-term collaborative relationships with policymakers Bypass formal barriers to consensus ImplementationComplement government capacity Enhance the sustainability and reach of the policy Act as dynamic ‘platforms for action’ Evaluationevidence and channel it into the policy process Provide good-quality representative evidence and feedback Link policymakers to policy end-users UnderlyingCapacity building for CSOs aiming to influence policy Provide a dynamic environment for communication and collaborative action Provide support and encouragement Provide a means of political representation Source: Perkin and Court, 2005

15. Internal requirements for performance

16. Governed by a Steering committee Steering Committee elected by Members Inclusive Active Country Nodes

17. Regional Secretaria t The FANRPAN Family Board Technical Advisory Committee Secretariat Nodes MoU

18. Possible roles Coordination Connectivity Links members, facilitates exchange of information, interactions, etc Alignment Facilitates the development of common positions on issues Productivity Engaged in bring about specific changes in policies and practices

19. Node Host Assessment …Partner Institutional Viability Assessment (PIVA) Office space Financial and accounting systems Operational resources for node Management systems Coordinator

20. The Coordinator is multi-skilled Weaver Creates/facilitates linkages Fundraiser Finds resources to support network activity Steward Keeps network in good form Organiser Brings people together Facilitator Links people with common interests Coach Guides other staff on maintenance and development of network

21. Addressing capacity to meet expectations How? Implementation of the current business plan Node level strategic plans? What? Funding for more alignment and productivity work Stronger coordination capacities at regional and node levels Implementation challenges Requires long-term investment No promise of specific-policy changes Capacity of FANRPAN has not been a donor priority. Policy change is. Policy change resulting from research?

22. Summary – 3Cs Concept Commitment Competence Role Valued High expectations Committed Members and leadership Limited investment in capacity Alignment and productivity weakly supported Role in regional policy through recommendations Need recognition of network as being about both outputs and underlying relationships Need recognition of specialist skills requirements for network organisation Need recognition of capacity limitations Need investment in capacity development Need strategies to overcome donor hesitation in supporting network development Skills for policy work

23. Thank You!