11th Ordinary Meeting of the General Assembly of CORAF/WECARD 20 June, 2014 Niamey- Niger Addendum...

11th Ordinary Meeting of the General Assembly of CORAF/WECARD

20 June, 2014 Niamey- Niger

Addendum to the Strategic Plan (2007 -2016) & the 2nd Operational Plan (2014 – 2018)

Addendum to SP & 2nd OP2 (2014 -2018)

Addendum to SP (2007 – 2016)2nd Operational Plan (2014 -2018)Key points and content

Structure and Content of OP2 Rationale for structure of documentOverview and general Aspects

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ADDENDUM TO THE SP 2007-2016

Concurrent with the development of the OP[2014-2018] for implementation of 2nd phase of Strategy [2007-2016]

Strategic Plan reviewed to ensure that key elements are aligned to wider policy environment

Addendum identifies and describes three elements of the original Plan that should be amended or considered in light of changes occurring in the wider policy environment:

PolicyImplementation approachStructure

ADDENDUM TO THE SP (2007-2016)

Policy environment – CAADP, the RECs and Science Agenda

CORAF/WECARD developed its Strategic Plan [2007-2016] following the principles, targets and focus of the NEPAD/AUC-led CAADP, policies of the RECs

Focus of these core policy documents - elimination of hunger and reduction of poverty and food insecurity through agriculture

Has remained largely unchanged, however, the manner in which these are to be achieved has shifted.

ADDENDUM TO THE SP (2007-2016)

• In consultation with a wide range of stakeholders NEPAD has developed Sustaining CAADP Momentum of CAADP and FARA the Scientific Agenda for African Agriculture.

• CORAF/WECARD’s Strategic Plan remains aligned to these and this Addendum is presented in recognition of that fact.

• Sustaining the CAADP Momentum – Going for Results and Impact The CAADP 10-year Results Framework. NEPAD, 2014. 34pp

• Science Agenda For Agriculture In Africa (S3a) “Connecting Science”- A Science Agenda For Transforming Agriculture In Africa.

Alignment of CORAF/WECARD Plan with key policy statements of CAADP, ECOWAS and ECCAS objectives & deliverables

Changes in Implementation Approach

Based on lessons learned from analysis by broad-based stakeholders and external evaluations the new approach will focus on a Programme-Thematic Approach and offers several potential benefits:

Provides a clear poverty focus in an integrated manner and responding to their demand for improved technologies/innovations.

Provides a virtual means for institutionalising collaboration among programmes and cross cutting units.

Ensures better coherence with CORAF/WECARD’s, ECOWAP and PAC, and dev ‘t partner’s priorities.

Changes in Implementation Approach • The new approach will shift the focus from

programmes to the delivery of Results with a new Directorate of Programme and Innovation [DPI], managing, amongst other things, the interconnections between Results

• The Directorate will comprise six programmes under thematic areas.

• Themes are defined as major opportunities or challenges facing agricultural transformation in the sub-region.

• They are a means for institutionalising collaboration between programmes and cross-cutting-units and with bigger policy issues

Emerging themes

• Theme 1:Food Health and Nutrition security

• Theme 2: Markets and Trade

• Theme 3: Sustainable Agriculture

Concept of Themes and Result Delivery

Transformation Change Impact

Outcomes

Other organisations and initiativesSpecific Objective

General Objective

Thematic Project and Non-project activities and initiatives

NARS

Theme 1 Theme 2 Theme n

Programmes & Cross-Cutting Units

Result 1 Result 2 Result 3

Result 4

Result 5

Technical inputs into calls for commissioned and competitive activities

Management of Result delivery

Project Implementation

and M&E

Coordination

Changes in Structure & Governance• The key change affecting the Strategic Plan is in the

internal structure of the Secretariat. In order to address the new functions and approach to implementation a new structure is proposed

• The structure is a mixture of new positions and reassigned and redefined roles.

• All the roles and responsibilities of Secretariat staff will be reviewed and aligned to ensure that they will deliver the necessary and sufficient conditions for successful delivery of Results.

• Staff development will be tailored to reflect new demands.

Structure of CORAF/WECARD Secretariat for OP2

Operational Plan (2014 – 2018)

1. Background

• Historical Perspective

• Policy environment• Strategic Plan

Historical perspective – setting the scene

Context of wider policy environment – CAADP, FAAP and RECs

Strategic Plan and links with OP2 - deliverables

Process of developing OP2

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1. Background 2. Performance OP1



• Background• External Evaluations• Internal Assessments• Implications

Summary of external and internal evaluations and reviews

Achievements, constraints and issues

Need to build on lessons learned

Issues and points reflected in approach of OP2

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3. Summary of Improvements in OP2

• Strategy for implementation of OP2

• Responses to key challenges

Overall approach of OP2 – the rationale/strategy of the Plan

Eight Key challenges

Responses to the Challenges

Acknowledges weaknesses Not done all OP1 promised Need to avoid business as usual Build on Strengths and achievements Greater accountability and proactive management

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4. Restating the role of CORAF/WECARD




• Vision and Mission• Mandate and Core

Functions• Role of

CORAF/WECARD under OP2




Links to Statutes - explanation of Vision and Mission statements

Restatement of CORAF/WECARD’s mandate and core functions

Specific role that CORAF/WECARD will have in OP2 in context of core functions – differences from OP1

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5. Strategy for OP2

• Logframe principles• Results and Delivery• Specific Objective

Explanation of nesting and its significance

Meaning of logframe statements Explanation of Results and new Result Importance of Result delivery and achievement of

objectives

Interactions of Results 18



6. Result Deliver mechanism and Themes







• Overview• New approach - rationale• Thematic descriptions• Monitoring and Evaluation




5. Strategy for OP2


Rationale for evolution of Programme approach

Thematically designed interventions

Project and non-project activities

Indicative Themes

Monitoring and Evaluation 19




7. Structure and Governance








• Change to support paradigm shift• Roles and Responsibilities• Issues of change and change

management• Change Management Plan




5. Strategy for OP2


Changes necessary to support new functions

Options and descriptions of roles

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7. Structure and Governance 8. Budgets and Financial Planning










• Overview• Model of FP• Budgeting

methodology• Financing Structure




5. Strategy for OP2


Approach to budgeting and indications of needs

New costs centres 21




7. Structure and Governance 8. Budgets and Financial Planning

9. Conclusions










• Overview• Model of FP• Budgeting

methodology• Financing Structure




5. Strategy for OP2


Conclusions• Stemming from the lessons learned under OP1, and the

stakeholder analysis, OP2 will internalize and up-scale IAR4D and value chain approaches via multi-stakeholders IPs at all levels of interventions to strengthen the impact infrastructure (multi-stakeholder Innovation Platforms) established during the implementation of OP1.

This is envisaged to lead to increased adoption of technologies, improved agricultural production in quantity and quality, and increased connection of producers and their organizations to markets.

Apropriate administrative and programmatic management systems will be put in place to enhance insitutional performance

Robust Planning, M&E and Learning system for tracking and reporting performance based on set targets in C/W results framework will be ensured in OP2.

Thank You for Your Attention

Merci pour Votre Attention

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11th Ordinary Meeting of the General Assembly of CORAF/WECARD 20 June, 2014 Niamey- Niger Addendum...

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