CORAF/WECARD STRATEGIC THRUSTS OF THE 2nd OPERATIONAL PLAN
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CORAF/WECARD STRATEGIC CORAF/WECARD STRATEGIC THRUSTS OF THE 2 THRUSTS OF THE 2 nd nd OPERATIONAL PLAN OPERATIONAL PLAN Harold Roy-Macauley Executive Director
description
By:Harold Roy-Macauley Executive Director of Coraf
Transcript of CORAF/WECARD STRATEGIC THRUSTS OF THE 2nd OPERATIONAL PLAN
CORAF/WECARD CORAF/WECARD STRATEGIC THRUSTS OF STRATEGIC THRUSTS OF
THE 2THE 2ndnd OPERATIONAL OPERATIONAL PLANPLAN
Harold Roy-Macauley Executive Director
360 M people (2009)
Promote sub-regional cooperationCreated i n
1987
Create synergies & reduce duplications
Solve common agricultural research
and development problems
Advocate for financial investments
Contribute to the transformation of
agriculture
Overview of CORAF/WECARD
STRATEGIC ACHIEVEMENTS OF 1st OP (2008 – 2013) of 10-year Strategic Plan (2007 – 2016)
SCLFA NSC NRM BB PMT SC KM
PROGRAMS
SCOPING STUDIES INVOLVING ALL RELEVANT STAKEHOLDERS
REGIONAL PRIORITY RESEARCH FOR DEVELOPMENT THEMES IDENTIFICATION
75 INNOVATION PLATFORMS WITH VALUE CHAIN APPROACH ESTABLISHED ALL OVER WEST AND CENTRAL AFRICA WITH DIFFERENT ENTRY POINTS RELATED TO
PRIORITY REGIONAL CHALLENGES
COMPETITIVE GRANT PROJECTS
COMMISSIONED PROJECTS
POTENTIAL IMPACT INFRASTRUCTURE
Success stories
Success stories Success
stories
Key Strategic Thrusts OP2 [1]
Strengthening programme structure to meet expectations of paradigm shift
Evolution of programme approach making managers accountable for Result delivery
Supported by organisational structure and governance changes
Focus of Result Delivery and Themes
More coherent with holistic IAR4D approach
Theme is a major opportunity or challenge facing agricultural transformation in the sub-region
Aim to increase resilience of households and systems to respond to threats posed by a wide range of biological, social, environmental and political challenges
Emerging themes
• Theme 1: NRM and Ecosystem services
• Theme 2: Markets, Market linkages and Trade
• Theme 3: Sustainable Agriculture
Director Research and
Innovation
Executive Director
Strategic Issues Assistant to ED
Internal Audit
Strategic Communication
Biotech
Ins cap dev
Env &Soc
Data BaseICT
Planning, M&E & Learning
Director Corporate Services
Finance and Accountancy
Procurement
Administration and Human Resources
Organisational Structure OP2
Gender
RDMT 1
RDMT 2
RDMT n
RDMT 3
Director Knowledge Management
Assist. Director
RI
Still in Still in DevelopmentDevelopment
Key Strategic Thrusts [2]
IAR4D paradigm working but needs to be consolidated with additional requirements
Ensure coherence across activities with guidelines for:
Innovation platforms (establishment & facilitation)
Key management systems including M&E and learning, planning and reporting
Gender, environment, biotechnology and biosafety, capacity development (institutional and organizational) and other cross-cutting and emerging issues
Key Strategic Thrusts[3]Strengthening CORAF/WECARD ES accountability and clarification of functions and roles in result delivery
Secretariat with own plan and logframe – making it accountable – new Result at level of OP2:
Result delivery by Executive Secretariat effectively managed
Focus on:
Capacity and IAR4D
Communication and information sharing
M&E to track performance
RBM and logframes key to success
Key Strategic Thrusts OP2 [4]Affirmation of high level role in strategic coordination (influencing policy at regional and national levels)
Increased visibility at regional level - links to RECs,
Proactive role in advocating for IAR4D and agriculture
Proactive role in advocating for strengthened research, innovation & learning institutions (Centres of Excellence)
Merci pour votre attention
Secrétariat exécutifSecrétariat exécutifTél (221) 33 869 96 18Tél (221) 33 869 96 18Fax (221) 33 869 96 31Fax (221) 33 869 96 31
E-mail: E-mail: [email protected] Web: Web: www.coraf.org
