facilitating technical networks in support of the...
TRANSCRIPT
Facilitating Technical Networks in
support of the Implementation of the
CAADP Malabo Declaration
Working Paper, No 1
Table of Contents
1 INTRODUCTION AND BACKGROUND......................................................................... 3
1.1 FROM MAPUTO TO MALABO; THE CAADP PROCESS ....................................................... 3
1.2 LESSONS FROM PREVIOUS EFFORTS TO HARNESS AND CAPACITY ..................................... 5
1.3 WHY DO WE NEED TECHNICAL NETWORKS NOW?............................................................. 6
1.4 THE AFRICAN UNION PROJECT TO DEVELOP AND OPERATIONALIZE TECHNICAL
NETWORKS: THE MODEL.............................................................................................................. 7
2 THE FUNCTIONS AND VALUE ADDITION OF TECHNICAL NETWORKS ......... 8
2.1 DIMENSIONS OF TECHNICAL CAPACITY DEVELOPMENT .................................................. 9
2.2 SPECIFIC FUNCTIONS OF TECHNICAL NETWORKS ............................................................. 9
2.3 PROPOSED TECHNICAL NETWORKS AND RELATIONSHIP TO THE CAADP RF AND THE
IS&R 10
3 HOW TECHNICAL NETWORKS WILL WORK?....................................................... 11
3.1 PRINCIPLES FOR SUCCESS OF TECHNICAL NETWORKS .................................................... 12
4 STRUCTURE OF TECHNICAL NETWORKS.............................................................. 12
4.1 GOVERNANCE AND LEADERSHIP .................................................................................... 13
4.2 HOW WILL NETWORKS RECEIVE AND GAUGE DEMAND FOR SUPPORT?............................ 14
4.3 HOW WILL NETWORKS RESPOND TO DEMAND FOR SUPPORT? ......................................... 14
4.4 HOW WILL NETWORKS BE SUPPORTED TO DELIVER? ...................................................... 15
4.5 THE LEARNING AND SHARING PLATFORM ....................................................................... 15
4.6 QUALITY ASSURANCE, MONITORING AND EVALUATION ................................................ 16
Technical Networks in support of the Implementation of the
CAADP Malabo Declaration – A Briefing Paper
1 Introduction and Background
This paper summarizes the key issues in the design and implementation of a new African Union
initiative to develop Technical Networks to support the implementation of CAADP, and in
particular the CAADP Malabo Declaration. The paper begins by presenting the context for this
effort, describing the continent-wide movement to transform African agriculture. Section 2
provides details on the functions of Technical Networks while Section 3 describes how Technica l
Networks will work, including structures and principles for success. The final section discusses
structure and related issues.
This Working Paper is written as a ‘living document’ to inform project staff, stakeholders and
other interested parties, and to stir constructive debate. This means, it will be regularly updated to
reflect the latest thinking.
1.1 From Maputo to Malabo; the CAADP process
Established in by the AU Assembly of Heads of State and Government in the Maputo Declaration
in 2003, the Comprehensive Africa Agriculture Development Programme (CAADP) was
developed to improve food security and nutrition and increase incomes in Africa's largely
agriculture-based economies. To mark the 10th anniversary of CAADP, 2014 was declared by the
African Union as the Year of Agriculture
and Food Security (YOA). The Year of
Agriculture and Food Security provided an
opportunity to reflect on the achievements
and lessons of CAADP and to plan for the
future. It culminated in the Malabo
Declaration on Accelerated Agricultura l
Growth and Transformation for Shared
Prosperity and Improved Livelihoods. This
Declaration made seven specific
commitments and most importantly placed
emphasis on implementation, results and
impact, building on the achievements of
CAADP’s first ten years and lessons learnt.
The Malabo Declaration also underscored the need for a mechanism that builds and supports
effective and efficient implementation capacity at national, regional and continental levels. This is
articulated in the Malabo Implementation Strategy and Roadmap (IS&R), which constitutes a set
of strategic actions that together aim to achieve the change required to attain the 2025 vision for
Africa’s agriculture. The IS&R differs from the approach of CAADP implementation in the first
decade (2004-2014) because it explicitly recognizes the need to pay a balanced attention – based
Box 1: The 7 Malabo Declaration Commitments
1) Re-commitment to the Principles and Values of the
CAADP Process
2) Enhancing Investment Finance in Agriculture
3) Ending Hunger in Africa by 2025
4) Enhancing Agriculture’s Contribution to Economic
Growth and Significant Poverty Reduction (by at
least half)
5) Boosting Intra-African Trade in Agricultural
commodities and services
6) Enhancing Resilience of Livelihoods and
Production Systems to Climate Variability and
other related risks
7) Mutual Accountability to Actions and Results
on specific country contexts – between the
transformation of agriculture and sustained
inclusive growth, as well as strengthening
systemic capacity to implement and deliver
results. The strategy consists of a set of 11
strategic action areas (SAAs), divided into
two groups: four SAAs focus on thematic
options that will directly bring about
agricultural transformation and sustained
growth and remaining seven SSAs will
strengthen systemic capacity to enable that
transformation and growth to occur.
Furthermore, the IS&R is linked with the
CAADP Results Framework 2015-2025,
which is the main tool that is to be used to
measure and report progress of performance
in achieving the Malabo Declaration
commitments and targets.
The CAADP Results Framework 2015-2025 consists of three levels: Level 1 on Agriculture’s
contribution to economic growth and inclusive development represents the impact to which
agriculture contributes; Level 2 on Agricultural transformation and sustained inclus ive
Agricultural growth represent the changes in African agriculture resulting from the CAADP
implementation support; an Level 3 on Strengthening systemic capacity to deliver results
represents the added value of CAADP support to institutional transformation and systemic
capacities.
Figure 1: The CAADP Results Framework
Box 2: The IS&R Objectives and Strategic Action
Areas
Objective 1: Transform agriculture and ensure inclusive
growth, focusing on the following four themes:
1) Double productivity and increase production in a
sustainable manner
2) Enhance value-chains, markets, trade
3) Enhance resilience of livelihood systems
4) Strengthen governance of natural resources
Objective 2: Strengthen systemic capacity for
transformation by supporting targeted actions on:
1) Capacity for planning
2) Policies and institutions
3) Leadership, coordination, partnerships
4) Knowledge, skills, agricultural education
5) Data and statistics
6) Institutionalized mutual accountability
7) Investment financing
1.2 Lessons from previous efforts to harness and capacity
The ‘Sustaining CAADP Momentum’ (SCM) study by the AUC and NPCA reviewed the
achievements of CAADP in the first decade (2003-2014) and proposed ways to chart a medium-
to-long-term strategy for CAADP implementation in the second CAADP decade (2015-2025).
Specifically, the study was commissioned to respond to the call for results and impact, as a basis
to cross-examine the assumptions and precise set of actions that will deliver the results-impact,
and to ensure systematic mechanism and associated capacity to foster evidence-based
accountability, track results and build a learning culture, foster alignment and harmonization, and
forge partnerships and alliances. The SCM study documented and synthesized lessons and
experiences in CAADP implementation in the first decade, and identified key strategies for
building sustainable capacity for results-based planning, action, and all the reforms and effective
action learning that accompanies accelerated agricultural and economic development. The SCM
study identified broad strategies for capacity strengthening in the areas of (i) Institutions, Policies
and Leadership; (ii) Financing Agricultural Development; and (iii) Knowledge Support.
The CAADP agenda recognizes Knowledge and analytical skills as central to enhancing the quality
and effectiveness in performance of African Agriculture. The SCM study noted that: “Africa needs
robust capacity and institutions to facilitate platforms, networks and community of practice to raise
the form and standard of available knowledge and information as well as stimulating and
facilitating dissemination, co-creation and learning”. Although CAADP generated some positive
outcomes in agricultural development in some countries, a key finding of the SCM study was that
inadequate technical and institutional capacity was one of the major barriers to effective
implementation of CAADP at the national level.
It should be noted that the challenge of weak technical and institutional capacity for CAADP
implementation was addressed in the first decade of CAADP but the models that were applied did
not effectively respond to the demands and needs of the countries and other CAADP implementers.
In the CAADP “Pillar Lead Institutions” (PLI) Model, selected institutions were appointed to
lead and co-ordinate each of the four CAADP pillars. The PLIs made important contributions in
the development of Pillar Technical Frameworks to operationalize the four CAADP pillar areas
(land and water, market access, food security and research) which provided accessible and
coherent analyses of issues and good practice to inform CAADP implementation in the early
stages. The PLI model failed due to several reasons; the PLIs were perceived to be inadequately
resourced, had limited incentives to network and the delivery of their services was vulnerable to
changes in key personnel at the respective institutions. Furthermore, the performance of PLIs were
found to be unsatisfactory for several reasons, including, in some cases, the lack of technical
capacity to fulfil their mandate, the limited geographical capacity to deploy, poor or lack of
accountability mechanisms, over dependence on CAADP Secretariat for funding, lack of a
coherent system to facilitate response to service/ information requests, and the perception that their
selection was not transparently undertaken.
The CAADP Knowledge Information System (KIS) Model was then put in place to play the role
that was previously undertaken by the PLIs. The KIS approach was launched at the 8th CAADP
Partnership Platform meeting in Nairobi in May 2012, following a series of consultations by the
CAADP leadership at NPCA and AUC. The intention was to strengthen knowledge communit ies
and networks within and across the national, regional and continental levels in agriculture and
agriculture related fields and specifically to facilitate consolidation and alignment of thematic
knowledge networks to meet specific needs in CAADP implementation. This proposal never
materialized despite the vacuum left by the abandon of the PLI model.
In view of the persistent technical expertise challenges facing the implementation, the Joint
Action Groups (JAGs) Model for specific thematic issues was launched during the 9th CAADP
Partnership Platform meeting in Abuja, Nigeria in October 2013, during which a Joint Action
Group on Regional trade and Infrastructure (JAG-RTI) was formed, with the idea that several
JAGs on other specific thematic issues will also be formed. There was however no clarity on the
functions, purpose, structure, membership, roles and responsibilities of JAGs and the model was
never operationalized. This conversation was also carried over to the 10th CAADP PP meeting in
2014 in Durban, still with very little progress achieved to date.
1.3 Why do we need technical networks now?
To achieve the ambitious goals and targets of the Malabo Declaration, countries, and institut ions
at the regional and continental level will require technical support in terms of capacity, tools,
systems and knowledge analysis. The past attempts and efforts put in place such as the Pillar Lead
Institutions (PLI), the Knowledge Information System (KIS) and the Joint Action Groups (JAGs)
(section 1.2 above) were meant to ensure a systemic framework for supporting countries and
CAADP stakeholders with the knowledge, technical expertise and capacity tools to ensure
effective implementation and realisation of CAADP goals for transforming Africa’s agriculture.
These initiatives however did not prove effective as envisaged, thus necessitating the search for
alternative models and approaches to guide the implementation of CAADP to attain the Malabo
Declaration goals and targets.
The IS&R recognizes that at the core of its successful implementation will be the strategic
engagement of African countries with existing and emerging continental and internationa l
communities of practice (CoPs) relevant for the delivery of agricultural transformation. The AU
committed, through the IS&R, to put in place a coordinated and systematic mechanism for
Box 2: Summary of lessons learnt from previous efforts to address capacity development for
African agriculture:
1) Lack of clarity on what the key issues and a coherent responsive system for gauging needs of countries
and processing request
2) Inadequate technical and institutional capacity to bring key players together
3) Inadequate resources allocated to effort
4) Overreliance on individual champions
5) Lack of an incentives and recognition system
6) Challenges of geographic scope presented by a wide and diverse Africa
7) Poor accountability mechanisms – for both performance and resources
8) Perceived over-dependence on CAADP Secretariat for funding,
9) Lack of confidence amongst stakeholders in the process
identifying these CoPs and developing modalities for working with them at national, regional and
continental levels in a more coordinated and strategic manner, to leverage their interests and
investments through partnership arrangements that meaningfully, efficiently and effective ly
contribute to the agriculture transformation agenda. The model of “Technical Networks” is
therefore being mobilised in response to this capacity gap. They will be called upon to identify,
generate and provide knowledge and tools for specific content areas and to provide training and
technical advice to country and regional agriculture sector entities on policies, programs and
practices that can accelerate achievement of the Malabo goals and targets at the national, regional
and continental levels.
We need the Technical Networks because they are expected and required to respond to the current
capacity gaps by sourcing and making available technical resources to clients (countries, Regional
Economic Communities (RECs) and other CAADP implementers, including private sector and
civil society). The TNs will specifically support activities across five themes outlined in the
CAADP Results Framework Level 2 that are envisaged to contribute to the agricultura l
transformation and sustained inclusive growth (increased agriculture production and productivity;
increased inter-African regional trade and better functioning of national and regional markets ;
expanded local agro-industry and value chain development inclusive of women and youth;
increased resilience of livelihoods and improved management of risks in the agricultural sector;
and improved management of natural resources for sustainable agriculture) and two themes
outlined in the Results Framework Level 3 that are envisaged to contribute towards the
strengthening of the institutional and systemic capacity to deliver results (capacity to generate,
analyze and use data, information, knowledge and innovations; and mutual accountability in
sectors related to agriculture).
1.4 The African Union project to develop and operationalize
Technical Networks: the Model
The AUC and NPCA, with the support of USAID through the Africa Lead II has, through a
competitive tender process, recruited and contracted PICO-Eastern Africa (PICO-EA) to help with
the design the Technical Networks model to support the implementation of the Malabo Declaration
across Africa for a 12-month period (April 2016-April 2017). PICO-EA role is that of fostering
the development of Technical Networks across several themes that will support CAADP, Malabo
and Feed the Future Policy Plan priority areas. Specifically, the Technical Networks are expected
to focus on achieving the objectives of the IS&R of the June 2014 “Malabo Declaration on
Accelerated Agriculture Growth and Transformation for Shared Prosperity and Improved
Livelihoods” and the attendant CAADP Results Framework: 2015-2025.
A process for the institutional development and resourcing of the Technical Networks has been
designed to account for lessons from previous efforts. In particular, this process will follow four
steps: (1) consultations – including soliciting for expressions of interest – to identify and engage
prospective Network Members; (2) Mapping the institutional landscape to get a better
understanding of the initiatives, programmes, resources and issues; (3) Validation and launch of
technical Networks; (4) Mentoring and supporting the development of networks; and (4)
development of a learning and sharing platform. Figure 1, below illustrates these steps.
Figure 1: Process for the institutional development and resourcing of Technical Networks
2 THE FUNCTIONS AND VALUE ADDITION OF TECHNICAL
NETWORKS
Technical Networks will provide technical support and capacity development to AU Member
States, (RECs) and other CAADP implementers. Technical Networks are communities of practice
that will develop mechanisms and provide tools to support the implementation of specific Malabo
Declaration content areas.
The Networks will provide training and technical advice in specific content areas to national and
regional agriculture sector governance entities on policies, programs and practices that can
accelerate achievement of national, regional and continental agriculture production, productivity
and food security goals related to Malabo and CAADP.
2.1 Dimensions of Technical Capacity Development
Capacity is the ability of individuals, organizations and systems to achieve results or the ability to
perform effectively and efficiently. Technical capacity, is therefore a measure of what a country
(region or Africa as a collective), through its people, organizations and systems, is able to do in
terms of agricultural development. It represents both the stock of technical "know-how", as well
as the ability to put that know-how to use. So capacity is not merely about knowing the theory of
any aspect of agricultural development, but having the means and ability to undertake the
development. Capacity development is simply the process of obtaining, strengthening and
maintaining these transformative capabilities.
Capacity development is not a one-off intervention, but an interactive process of designing, doing,
learning and adapting. One cannot develop capacity through a time-limited project of activit ies,
timeframes and strict budgets. Instead,
it is a more organic process of growth
and development, involving
experimentation and learning.
Technical Capacity for agricultura l
development can be unpacked into
three inter-dependent parts, which
together combine to create the
conditions for achieving agricultura l
development: (1) Individual; (2).
Organizational; and (3). Systemic or
Enabling environment (see Figure
adapted from FAO)
2.2 Specific functions of Technical Networks
Technical Networks will take a holistic view of capacity development – looking at the totality of
individual, organizational and systemic capacities necessary for implementing Malabo regional
and national Agricultural and Food Security Investment Plans. Specifically, technical networks
will provide, among other services:
1. Best practice or state-of-the-art methods and tools in specific technical areas
2. Targeted training and other capacity development support as appropriate & demanded
3. Technical advice responding to specific queries and implementation challenges
4. Occasional situational analyses
5. Facilitation of continuous learning and sharing
Technical Networks will not implement any programmes on behalf of countries, RECs and other
CAADP implementers. Their role will be limited to supporting the capacity enhancement required
to help these actors implement by themselves.
2.3 Proposed Technical Networks and relationship to the CAADP
RF and the IS&R
Up to seven (7) technical networks, loosely based on Malabo Commitment areas and the IS&R
Strategic Action Areas, will be facilitated. A summary of the proposed Technical Networks is
presented in Table 1, also indicating their relationship to the Malabo Declaration Commitments,
and the CAADP Malabo Implementation Strategy and Roadmap Strategic Action Areas
Table 1: Technical Networks that will be facilitated in support of Malabo Implementation
Malabo Technical
Network
Issues that will be covered (indicative) Related CAADP Results
Framework Theme
Agricultural
investment financing
Domestic, foreign, private and public
investment in agriculture including models &
policies for facilitating such investments
3.5 Increased public and
private investments in
Agriculture
Nutrition and food
security
Topics in nutrition, policy, multi-sectoral
planning and coordination to address nutritional
and food security & limit post-harvest losses.
Strategic Food Reserves & Safety nets
1.2 Food and Nutrition
Security
Agricultural research
and extension
The African science and research agenda; and
capacity development for research, extension
and advisory services. Support needed include
strategies and plans for developing requisite
ARD capacity, addressing agricultural
technology gaps (through research), and
capacity and models of extension/advisory
services that deliver to farmers
2.1 Increased agriculture
production and productivity
Agro-industry &
value chain
development
Value addition to agricultural commodities and
general agro-industrial development. Value
chain (VC) development issues: enhancing
functionality of VC through actor linkage, actor
empowerment with capacity and information,
pricing, credit, product quality, appropriate
technology, policies and organization of last-
mile delivery of agricultural inputs and services
2.3 Expanded local agro-
industry and value chain
development inclusive of
women and youth
2.1 Increased agriculture
production and productivity
Markets and regional
trade
Regional and global trade issues (policies,
facilitation, barriers, SPS, food safety etc.);
Market development (information,
infrastructure)
2.2 Increased intra-African
regional trade and better
functioning of national &
regional markets
Malabo Technical
Network
Issues that will be covered (indicative) Related CAADP Results
Framework Theme
Resilience, risk
management and
natural resources
management
Resilience and risk management
Climate change mitigation and adaptation
(including climate-smart agriculture)
Irrigation and water management
Land issues
2.4 Increased resilience of
livelihoods and improved
management of risks in the
agriculture sector
2.5 Improved management of
natural resources
Knowledge
Management, policy
analysis and
accountability for
results
NAIPs development and reviews
Mutual Accountability and Biennial
Review systems
Measurement, monitoring, evaluation
Strategic planning processes
Sector coordination
Policy analysis
Agriculture Statistics and data
management
Knowledge generation and dissemination
3.1 Effective and inclusive
policy design and
implementation process
3.2. Effective and
accountable institutions
including assessing
implementation of policies
and commitments
3.4 Improved multi-sectoral
coordination, partnerships
and mutual accountability in
sectors related to agriculture
3 How Technical Networks will work?
The Technical Networks will be technical groups that will borrow from principles of Communit ies
of Practice (CoPs); their objective will be to harness, package and channel best practices in relevant
agricultural development areas to countries, Regional Economic Communities (RECs) and other
CAADP implementing agencies. Technical Networks will be largely demand-driven, designed to
respond to needs identified by CAADP implementers. They will also take a pro-active approach
by identifying gaps that require their support. The Technical Networks will function as:
Combine ideas and practices from both Networks and Community of Practice;
Close-knit, functional units with strong but voluntary membership;
Negotiated order (through MoU) and reciprocal responsibility; and
Fluidity and organic growth to adapt in response to needs, opportunities and challenges in
their environment.
3.1 Principles for success of Technical Networks
In order for Technical Networks to work, they will be designed and facilitated on the basis of the
following principles:
Jointly agreed values, principles and rules of engagement
Identification of the relevant experts from the matching institutions – a coalition of the
willing, committed and able: ensuring that the stake (‘what is in it for me’ – ‘WIII-FM’)
for each member is clear and real and that they can see how their engagement contributes
to the achievement of their own “WIII-FM”. Membership may be organizational, but
having the right level and expertise of individuals is critical. A transparent process for on-
going reflections on, and articulation of the WIII-FM. This could be: direct development
and business link to institutional interests, and direct benefits to the individuals (learning,
networking, career development, etc.). The process should not make assumptions about
these, but keep tab on them and help members recognize even the value they may not have
realized.
A dynamic process championed by passionate, energetic and committed individuals
underpinned by a set of jointly agreed values, principles and rules of engagement.
The right leadership – ensuring that there is not only leadership, but that it is the right style
and approach that fits well with the non-hierarchical structures of networks.
Commitment by AUC and NPCA to results-delivering actions – as opposed to visible but
transactional activities.
Adaptive implementation - dynamic process and learning. A process that facilita tes
adaptive implementation and learning. A process designed to facilitate members to expand their networks, enhance contribution
to development and learning (at institutional and personal levels) and be recognized.
An initial investment in facilitation, mentoring, nurturing and financial support to allow
the networks to grow into independence with a clear exit strategy articulated at the
beginning. [It is recognized that some of the networks could evolve in to long term
technical/learning alliances with relevance beyond what they are initially set up to do]
Good communication structures and the use of modern ICT to facilitate collaboration while
minimizing costs.
Relevance and focus on deliverables: capacities, tools/approaches, products,
4 Structure of Technical Networks
The following elements underlie the structure and organization of technical networks:
1. Size – Technical Networks will grow organically into optimal size determined by each
Network. However, the initial membership will comprise 8-10 organizations.
2. Membership – only organizations can be members of technical networks (even though the
organizations will second individuals to the Technical Networks. The initial membership
is being determined through a process overseen by PICO-Eastern Africa and the AU to
seek interest and competitively assess suitability of initial members.
3. MOU as legal basis for coming together – Technical Networks will be bound by a
memorandum of understanding, explaining their role, identifying a secretariat organiza t ion
and outlining entry and exit procedures.
4. Secretariat/ convening member – each network will be coordinated by a secretariat
organization and a convener seconded by the secretariat organization
5. Ex-officio and unique role of RECS – RECS are an important part of the AU system.
They coordinate regional implementation. But at the same time RECS may have capacity
on critical aspects of Malabo. RECS may sit in some technical networks while being
beneficiaries of technical networks.
4.1 Governance and leadership
The process of developing Technical Networks will be overseen by a broad based Project Advisory
Committee that will draw from relevant stakeholders. . The day-to-day implementation will be
handled by PICO-Eastern Africa, convening the Project Team. To facilitate cross-learning and
inter-network coordination, a Network Steering Group will be convened comprising at least one
individual (convener) from each Technical Network.
Table 1: Roles and responsibilities
Project Advisory Committee Project Implementation
Team
Inter-network Steering Group
1. Offer strategic direction and overall leadership
2. Support project
implementation
3. Help with financial and human resourcing
4. Support outreach
1. Oversee and coordinate the implementation of the
project including systems development,
communication, org development, mentoring of networks
among other functions
1. Inter-network coordination 2. Help with agenda setting and
steering
3. Sort out attributions vs contributions issues as well as
incentives 4. Support reporting, monitoring
and evaluation
4.2 How will networks receive and gauge demand for support?
The Technical Networks will use various methods to receive and gauge demand for support.
Firstly, Countries, RECs and other CAADP implementing institutions (private sector and civil
society) will express their interest and request for support directly to each of the networks in written
format, as well as indirectly through the AU organs (AUC, NPCA and RECs). Secondly, the
Technical Networks will create demand for their services by assessing capacity needs in countries
and among RECS through participatory assessments with CAADP implementing bodies and
processes at the national level (e.g. in CAADP Roundtables, Investment Planning Meetings etc.)
and also by occasionally conducting gap analysis studies and surveys focused on specific thematic
areas. Thirdly, the Technical Networks will share information and best practices among countries
to stimulate demand through the creation of awareness and showcasing practices, tools and models
that have been demonstrated to work. Fourthly, an on-line platform will be developed where the
target institutions (Member States, RECs, etc.) who need specific information (including case
studies, success stories, tested frameworks for doing specific things, etc.) will ultimately be able
come to the platform for what they need, and seek help (by posting questions) on how to
operationalize or try them out in their circumstances. This will therefore be an ongoing process of
continuous exchange and interaction between the TN and clients; and among the clients
themselves.
4.3 How will networks respond to demand for support?
The Technical Networks are expected to respond to the demands and the requests from client
countries and institutions in several ways, depending on the nature and type of the request. Firstly,
the TN can avail the tools, expertise and resources demanded from within the TN itself if it is
available. Secondly, the TN can source the required resources (expertise, knowledge, tools etc.)
from other clients (countries and institutions) with the capacity and experience by facilita t ing
learning exchanges and experience sharing. Thirdly, the TN can source the required expertise and
resources from other independent knowledge institutions (universities, private sector etc.) within
or outside the African continent. It is expected that requests for support by countries may require
the commissioning of research or development of training modules; under these circumstances,
Technical networks will be expected to develop the appropriate response program includ ing
working with partners to resource and deploy the response.
The operations of the TNs in responding to clients will be guided by several principles, which will
be articulated in an MoU with the AUC and NPCA. The MoU will clarify engagement princip les
and accountability mechanisms through reporting.
4.4 How will networks be supported to deliver?
The TNs will be supported to deliver through a mentorship process set up by PICO-EA in the first
year and by a set of communication tools including an online platform for information
documentation, sharing, exchange and learning. The mentoring process will be implemented in
the first 12 months of the TN’s operations, and this will be carried out through a variety of face-
to-face meetings, trainings, workshops and through virtual interactions. Each Network will have a
dedicated PICO-EA moderator/mentor whose role will be to ensure (during the first year) that the
Network is alive, active and productive, and that members are being supported to see the benefit
of the emerging Community of Practice (CoP). Each Network will have a convener (identified
from its membership) who will be working closely with the PICO-EA mentor with a view to take
over the mentoring and ‘championing’ role to continue providing the inspiration and energy that
keeps the Network functional and productive beyond the 12 months of PICO-EA mentorship
support.
It is expected that at the initial convening meetings of the Technical Networks, they will reflect on
the key issues facing the network and what their primary agenda might be. The mentorship of the
Networks will cover the following areas: (1) Development of sub-networks if deemed necessary;
(2) Leadership, facilitation and other training as may be deemed necessary; (3) How Networks can
support countries to set concrete objectives and to develop logically sequenced work plans; 4) How
TNs can effectively contribute to the building of national and local implementation capacities
(including identification of cross-learning opportunities among countries; 5) The development of
replicable and locally appropriate delivery mechanisms; and 6) Promotion of scale-up through
technical support and helping countries to mobilize long-term resource commitments.
4.5 The learning and sharing platform
We have made reference to the learning platform. It is hoped that, to address challenges of
geography, an innovative multi- functional on-line platform will be developed where members of
the Technical Networks (possibly in separate discussion rooms on the same platform) come to find
and share experiences and information among individuals within the same Network or between
different Networks. The platform will be designed and implemented as a dynamic space that
facilitates on-going learning with content that is progressively developed/updated.
4.6 Quality assurance, Monitoring and Evaluation
A common work plan will be developed for all the Technical Networks and subsequently, each
Network will, with support of the project team, develop its own delivery performance plan that
will be reviewed and approved by the AUC and NPCA. Routine internal (within the Technica l
Networks) M&E will be carried out. An Independent Evaluation will be conducted biennially to
inform the progress implementation and corrective measures.