CAPACITY STRENGTHNING
In principle, the strengthening of the NARS is seen as the basis for creating a strong sub-regional organisation. Capacity is not uniform across the sub-region and the Programme is focussing on those with greatest need in priority areas. As capacity is strengthened, including greater harmonisation and co-ordination, more stakeholders will be able to participate in the technical activities of CORAF/WECARD’s research agenda.
Co-ordination - The IAR4D paradigm requires multi-stakeholder and multi-level engagement, all of which requires carefully managed co-ordination. CORAF/WECARD was originally established to add value to the efforts of its constituent NARS through co-ordinating initiatives and efforts that facilitate sub-regional solutions to regional, sub-regional and national issues; this has not changed. It was done to minimise duplication of effort, optimise synergies and support resource mobilisation, enhancing the effectiveness of CORAF/WECARD and ensuring the achievement of its objectives. Coordination of researchers, NGOs, communities, private sector and extension is needed so they are included in the delivery of shared results and achievement of shared objectives. In this context, NARS members, other government and sub-regional organisations and stakeholder groups all have a responsibility to identify and develop potential opportunities for the co-ordination of their efforts and activities. The Secretariat's coordination role is critical in CORAF/WECARD and this role is fulfilled in two ways. Firstly, by direct involvement in co-ordination through, for example, advocacy, the establishment of appropriate fora and the chairing of meetings; and secondly, indirectly through facilitation of the process by encouraging dialogue, mobilising resources and providing appropriate levels of information to the actors. Co-ordination is complex and multifaceted. It can be categorised into two broad types, vertical and horizontal co-ordination, although this is an over-simplification.
- Vertical coordination can be performed, for example, between projects and programme management, programme management and the Executive Director, Executive Director and the Governing Board
- Horizontal co-ordination might be prompted between different sub-regional partners, between programmes or between partners and programmes.
Added to this is the aspect of formal and informal co-ordination which may be on a permanent or temporary basis.
- Formal co-ordination is through mechanisms such as regular meetings of programme managers and project leaders, the meetings of the General Assembly, representation of CORAF/WECARD at meetings of other sub-regional organisations or the facilitation of networking processing to implement work plans.
- Informal co-ordination may be accomplished on an ad hoc basis when driven by specific needs such as the development of initiatives to address specific sub-regional issues.
This complexity is summarised in Figure 9 which highlights some of the key features and characteristics. The new positions of Programme Managers and the Programme Approach in general, greatly enhance co-ordination and integration of effort. They facilitate exchanges between programmes and improve the monitoring, evaluation and planning processes. Whilst the bulk of co-ordination remains within the sub-region, there is some external co-ordination. This takes on more of an advocacy role than one of co-ordination and ensures that CORAF/WECARD’s interests are known and integrated into the planning and activities of related organisations and systems. FARA plays a major role in this context.
Capacity Strengthening Programme - Under this Operational Plan,CORAF/WECARD is developing a strategy drawing upon the findings of the recent review of the NARS commissioned by FARA, and further supplemented by CORAF/WECARD’s own study. This identifies and distinguishes between sub-regional and national issues, and deals directly with those where CORAF/WECARD as a sub-regional organisation has a comparative advantage. The nature of the support is non-conventional in the sense that it goes beyond formal training for research workers and the provision of physical resources. Whilst there is still a place for these, the main thrust is on empowering stakeholders to think, articulate and collaborate effectively with each other to create a multi-skilled cadre of motivated people capable and willing of working towards delivery and impact. As such it will also involve an element of active research to determine the most effective mechanisms. The Programme targets public and private sector organisations, NGOs, farmers, universities, producers, trade organisations, IARC, consumer organisations, technical partners, decision makers, and other sub-regional institutions. The projects within the Programme itself are targeting specific issues relating to broad-based sub-regional needs, such as those under the SCARDA initiative being resourced through FARA [November, 2007]. This Programme aims to achieve, for West and Central Africa, sustainable improvements in broad-based productivity, competitiveness and markets through:
- Developing appropriate mechanisms for effective capacity strengthening
- Identifying and supporting the development of strategic decision-making options for policy and institutions relevant to capacity strengthening
- Strengthening and co-ordinating the sub-regional capacity for research
- Facilitating and meeting the demand for knowledge relating to capacity strengthening from targeted clients
The bulk of this work will be funded on a competitive basis through international, regional and sub-regional support from technical experts. The Secretariat will also play an active role in providing support and through improving and developing systems of co-ordination and communication.
Current initiatives under this programme
CORAF/WECARD is addressing many of the general issues identified in Box 6, and described in the logframe, through the project Strengthening Agricultural Research for Development in Africa [SCARDA]. This project has four Results [Outputs] which are:
- Agricultural research management systems and managerial competencies to conduct high quality research strengthened in African NARS
- The capacity of African NARS to undertake quality agricultural research for development sustainably strengthened
- Tertiary agricultural teaching and training institutions empowered to match the capacity building they offer to changing market demands.
- SCARDA approach for capacity strengthening is documented, validated with and owned by key stakeholders
This is being funded through FARA and implemented at the sub-regional level by CORAF/WECARD, where the activities contribute principally to delivery of Result 3 of the CORAF/WECARD Operational Plan, and the Results of Programme 8.
Additional areas not covered by SCARDA, or which need supplemental support such as:
- Strengthening farmer organisations, NGOs and the private sector for IAR4D,
- Empowering communities to articulate their needs,
- Targeted support to the NARS of countries emerging from armed conflict,
- Advocacy and lobbying skills development within the NARS and at the sub-regional level,
will be addressed through specific projects integrated with SCARDA initiatives through the office of the Programme Manager for Programme 8.
Programme Manager: Dr. Sidi SANYANG