Transcript Slide 1

African Forum for Agricultural
Advisory Services
AFAAS
Increasing Agricultural Productivity Through
More Effective AAS
Dr. Silim Nahdy, Executive Director AFAAS &
Dr. Dan Kisauzi, Management Consultant AFAAS
Brussels, 20-22 March 2012
www.afaas-africa.org
Outline
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Challenges in AAS and role of AFAAS
Experience
Strategic Plan
Achievements
Resource mobilization
What worked well and why
Looking into the future
Sustainability
Challenges Facing African Agricultural
Advisory Services (AAS)
Unsupportive
Policies
Widening scope of
AAS
Low
organisational &
Institutional
Capacities
Environmental
degradation and
climate change
Farmers who are
not empowered
?!
Inappropriate AAS
delivery
approaches
Inappropriate
funding
approaches
Inability to target
poverty and
gender
Ineffective
demand for AAS
Poor Market
Orientation
Why AFAAS?
• Support to the country AAS to ensure that FAAP
principles are applied within the CAADP
process
• Support sharing of experiences, information
and knowledge on AAS
• Backstop country-level AAS to organize
themselves to focus on AAS issues
• Represent AAS at continental and international
fora
Experience
Success factors for organizational and institutional
development:
• Sustained demand
• Championing
• Institutional support by NAADS and FARA
• Brokerage and Advocacy
• Seed Resources
• Foundation building
• Achievements
Experience (cont): Sustained
First networking Symposium and General
Assembly
Kampala, 2004 (7 countries)
Second Symposium & General Assembly
Kampala, 2006 (14 countries)
Demand
Sub-Saharan African
Network on Agricultural
Advisory Services
(SSANAAS),
African Forum for
Agricultural Advisory
Services (AFAAS)
Third Symposium & General Assembly
Strategic Plan
Accra, 2011 (36 countries)
Constitution
Experience (cont): Brokering and Advocacy
for AFAAS
• NAADS - at national and regional levels
• SROs - sub-regional stakeholders
• FARA - within African R&D institutions
• GFRAS at a global level
World bank and DPs as catalysts
Experience cont. Seed Resources
received
• From 2004 to 2010 supported by Uganda’s National
Agricultural Advisory Services (NAADS) through its
operational budget
• A EUR 1.5 Mio grant from the EU obtained in 2008 to
support AFAAS for 2.5 years
o effective utilization started in May 2010 after
establishment of the MDTF and ended in June
2011
Experience cont. Organizational and
Institutional
Foundation Building
• Establishment as a legal entity in Uganda
• A constitution under which AFAAS shall obtain
legal status in other countries
• Governance arrangements comprising of the
General Assembly and the Board
• A Strategic Plan
• Procedures for Finance and Administration,
Procurement and Human Resource Management
• Fully functional Secretariat
• Start-up staff with Executive Director & supported
by consultants
Strategic Plan (2011-2016)
Goal
Enhanced utilization of improved knowledge and technologies by agricultural value
chain actors for improving productivity oriented towards their individual and national
development objectives
Purpose/Outcome
AAS providers have sufficient capacity to effectively support value chain actors towards
increasing agricultural productivity and food security in a sustainable manner
Results/Outputs
2. Information
and knowledge
1. AAS are
management
integral part
system capable
of CAADP
of networking
roundtables
AFAAS
and poststakeholders
compact
and embedding
CAADP
them into global
processes
knowledge hubs
developed
3. Country level multi
stakeholder fora with
capacity to act as a
platform for
information and
knowledge sharing
amongst actors
involved in AAS
established
4. Partnerships
between AAS
service providers
and other relevant
institutions with
similar mandates
and interests
established
5. A continental African
Organisation that can
sustainably support
national AAS to
continuously enhance
their contribution to
national, regional,
continental and global
development objectives
established
Achievements
1. Engagement with CAADP
• Strategy for AAS engagement in CAADP
embedded in the strategic plan for CAADP
Pillar IV developed jointly with FARA
• Developed capacity of eight AAS experts who
shall backstop the CAADP process from an AAS
perspective
• Guidelines for AAS to engage with country
CAADP
Achievements (cnt.)
2. Information and Knowledge Management
• Three Symposia organised;
• A website, and a virtual social networking platform;
• A conceptual framework for lesson learning
developed;
• A guide for Piloting Market Oriented AAS;
• Study on targeting Women Advisory Service Providers
in Capacity Development Programmes;
• Study on how issues of Climate Change are being
addressed in AAS
Achievements (cont.)
3. Country Fora
• Guidelines on how to engage with AAS
stakeholder in a country to bring about the
emergence of CF that are aligned with CAADP.
• Country Fora established in seven countries
(Benin, Kenya, Malawi, Nigeria, Sierra Leone,
Tanzania and Uganda)
• Six countries in the process of developing their
own Strategic Plans aligned with that of AFAAS
Achievements (cont.)
4. Partnerships
• A Memorandum of Understanding (MoU)
between FARA and AFAAS signed in June 2008
• Partnership with CORAF, ASARECA to be
established at sub regional level
• GFRAS – Advocacy and Inter-continental
networking
• ICRA – Country Fora
• NRI – Climate change
• National Systems e.g. NAADS; national AAS
capacity strengthening
Resource Mobilization
• FARA - USD 0.7 Mio core support from July 2011 to
December 2012
• GFRAS – USD 90,000 for KM
• SDC – USD 200,000 in kind over two years (2 country fora)
• Pledges
– EC – EUR 5 Mio over 5 years (through a WB managed MDTF),
core support
– IFAD – USD 1 Mio over two years (5 country fora)
– CORAF – support of country fora and possibly staff position
(not yet quantified)
Budget
Results
Resources
required (SP)
(in USD ‘000)
Funds committed
(in USD ‘000)
Funding Gap
(in USD ‘000)
CAADP Integration
2,835
-
2,835
Information & KM
5,624
90
5,534
Country Fora
1,745
-
1,745
765
-
765
5,997
700
5,297
16,984
790
16,194
Partnership
Institutional Dev.
Total
What Worked Well and Why
• Ownership by stakeholders
• Collaboration with continental AAS
networks in Asia and LA
• Partnership with FARA and GFRAS
• Brokering role by the World Bank
• Establishment of functioning
organizational structures
Key for success has been the demand and
need expressed by various actors and
stakeholders
Challenges
• AFAAS is still a very young organization
expected to demonstrate its added value
• Time required to put governance and
management systems in place
• Stakeholders want to see impact but
resources, governance and management
systems are required first to work towards
impact
Looking into the Future
AAS providers have sufficient capacity to effectively
support value chain actors towards increasing
agricultural productivity and food security in a
sustainable manner
• Improvement in skill levels and competencies of AAS
service providers
• Skilled professionals delivering AAS addressing the
priority areas (climate change, market access, gender
etc.)
• Value chain actors satisfied with quality of AAS
Sustainability
AFAAS is sustainable because:
• it links and integrates with national
(including donor-funded) programs
• AAS is perceived as a key building block
of R&D together with agricultural
research and education
Thank you for listening
http://www.afaas-africa.org
http://networking.afaas-africa.org