long-term strategy and five-year plan · their contributions in the development of the long-term...
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Southern Africa Centre for Co-operationin Agricultural Research and Training
SACCAR
Long-Term Strategy andFive-Year Plan
2000 - 2004
December 1999
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Table of contents
Preface p 2Acknowledgement p 3List of acronyms p 4Executive summary p 5
1. Introduction and background p 8
2. Approach and methodology p 10
2.1. Development of issue papers p 112.2. First Reference Group Meeting p 112.3. Draft Strategy document for discussion p 112.4. Consultations through a questionnaire p 122.5. Second Reference Group Meeting p 122.6. Stakeholders workshop p 122.7. Approval by TCART and SADC Council of Ministers p 12
3. Types of demands from stakeholders to SACCAR p 13
4. Vision, mission, roles and responsibilities p 15
5. Strategies and activities p 17
5.1. Introduction p 175.2. Principles of the Strategic Plan p 175.3. Main strategy areas p 195.4. Strategy for Research and Training Co-ordination and Integration p 215.5. Strategy to promote Scientific and Technical Partnerships p 235.6. Strategy for a regional Information and Communication system p 25
5.7. Strategy to review SACCAR’s institutional framework p 28
6. Conclusions p 31
List of references p 32Appendix p 35
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Preface
The strategic planning process SACCAR decided to embark on after changes in status andstaffing has been very challenging and fascinating. The Five-Year Strategic Plan derived fromthis process is a benchmark for SACCAR’s future activities. It results from a wide consultationwith experts and stakeholders and shows the way to move forward. It will be a basis for theforging of a new SACCAR coalition for the benefit of institutions of the SADC region that areinvolved in agricultural research and training and also to end-users of their products, especiallythe farmer community. We have decided to look forward rather than to track history.
In this transition period, we strongly call for the understanding and the support from all of ourstakeholders and co-operating partners and hope we will soon have the opportunity to discussthe content, organisation and mechanisms of designing and implementing the new concreteactivities proposed in the Five-Year Plan. SACCAR will only exist in the future if it efficientlyaddresses the needs for development oriented research and training and services the needs of itspartners. We hope that we will show competence and commitment in addressing the challengeshighlighted by this document.
Dr Louis Mazhani Dr Keoagile Molapong Chairman of SACCAR Sector Co-ordinator
SACCAR
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Acknowledgement
The SACCAR strategic planning process has been made possible by the participation and thecommitment of a wide range of persons. I would first of all like to thank all the members of theTechnical Committee for Agricultural Research and Training for having set the principles of theprocess and further supported its different steps, in particular Dr Lucas Gakale, formerChairman and currently Permanent Secretary in the Ministry of Agriculture, Botswana.
Through a survey organised by SACCAR, we received valuable inputs from stakeholders,which include various National Agricultural Research Systems, regional and internationalorganisations and various people within and outside the SADC region. I would like to expressmy warmest votes of thanks to all those who spent time and energy to contribute to therenovation of SACCAR.
On behalf of SACCAR, I would like to thank members of the team referred to as the ReferenceGroup and the SACCAR Management staff, Mr Ditlhong Nkane and Feckson Kayumba, fortheir contributions in the development of the Long-Term Strategy and Five-Year Strategy Plan.I appreciate the time and energy they devoted to this exercise. In addition, I would like toexpress my gratitude to Drs Frik Sundstøl and Patrick Caron who took the lead in facilitatingthe whole process and preparing for the workshops, and the Norwegian Agency forDevelopment Co-operation and the French Ministry of Foreign Affairs for providing SACCARwith the Technical Advisors and financial support. I would also like to thank the SADCSecretariat for their support and Mr Jason Scott who facilitated the workshops for developingthe Plan. My thanks are also extended to the SACCAR support staff, Ms Sally Molale, MrJoseph Malegase and secretarial staff who contributed and were very helpful, all along duringthis exercise.
Dr Keoagile MolapongSector Co-ordinator
SACCAR
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List of acronyms
ASARECA - Association for Strengthening Agricultural Research in Eastern andCentral Africa
CD-ROM - Compact Disk - Read Only Memory
CORAF - Conseil Ouest et Centre Africain pour la Recherche et leDéveloppement Agricoles
FANR - Food, Agriculture and Natural Resources
FAO - Food and Agricultural Organisation of the United Nations
FARA - Forum on Agricultural Research in Africa
GFAR - Global Forum on Agricultural Research
GMO - Genetically Modified Organism
GOB - Government of Botswana
HIV/AIDS - Human Immunodeficiency Virus/Acquired Immune DeficiencySyndrome
IARC - International Agricultural Research Centre
NARI - National Agricultural Research Institute
NARS - National Agricultural Research System
NGO - Non-Governmental Organisation
SACCAR - Southern Africa Centre for Co-operation in Agricultural Researchand Training
SADC - Southern African Development Community
SWOT - Strengths, Weakness, Opportunities and Threats
TCART - Technical Committee for Agricultural Research and Training
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Executive summary
The Southern Africa Centre for Agricultural Research and Training (SACCAR) is one of thesectors within the Sector of Food, Agriculture and Natural Resources (FANR). It was acommission of the Southern African Development Community (SADC), carrying out itsmandate as a Secretariat for the co-ordinating country, Botswana. From 1 December 1998,SACCAR became a Sector Co-ordinating Unit administratively under the Government ofBotswana. At its meeting in October 1998 the Board of SACCAR decided that a new strategicplan for SACCAR should be developed. This work was based on three components, a) thedevelopment of issues papers, b) consultations with stakeholders and c) workshops witheminent scientists from the region.
The vision and the mission of SACCAR are as follows:
SACCAR will, by year 2020, have made significant contributionVision to poverty alleviation and sustainable growth through agricultural
research and training in the SADC region.
The mission of SACCAR is to foster regional integration ofagricultural research and training systems by assuming co-ordination
Mission and catalytic functions and delivering relevant services, throughregional research networking and integration, the forging of regionaland globalpartnerships, human capital development, resourcemobilisation and information and technology exchange.
In order to strengthen the Science and Technology Capacity of regional research and traininginstitutions to address the needs of the agricultural sector and to adapt to the changingenvironment, the roles and responsibilities of SACCAR are to:
• Promote and co-ordinate co-operation in agricultural research among the NationalAgricultural Research Systems (NARSs) of the member states of the SADC Region toachieve regional integration;
• Facilitate the exchange of information and technologies among the National AgriculturalResearch Systems to transform agricultural production;
• Promote partnership between public, private and international organisations to undertakeresearch and training activities of regional importance;
• Promote the development of the human resources necessary for the agricultural researchand technology transfer systems to respond to the needs and demands of the agriculturalsector in accordance with the gender dynamics;
• Facilitate the mobilisation of human, financial, technological and information resources toimplement demand driven activities.
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Based on stakeholders demands and the human resources SACCAR can mobilise, the strategiesidentified to achieve the vision and fulfil the mission are as follows: I To Promote Regional Research and Training Co-ordination and Integration
The purposes of this strategy is to strengthen co-ordination and integration mechanismsand activities, by ensuring a cost effective management system for regional projects,strengthening the regional research and training capacity and integration of theregional scientific community into the global one, addressing emerging scientific issuesof concern as well as policy related issues.
II To Promote Partnerships in the area of Agricultural Research and Training Acknowledging the lack of participation of key stakeholders in SACCAR activities and
the need to stimulate grass-root scientific initiatives and creativity, the aim of thisstrategy is to develop mechanisms to promote partnerships and ownership ofcollaborative projects, to broaden community participation and mainstream gender intoSACCAR activities and to stimulate innovative research and training processes toaddress new development challenges.
III To Promote a Regional Information and Communication System
New frontiers in information and communication technologies provide a uniqueopportunity to strengthen co-operation and integration. The purpose of this strategy isto develop and establish an interactive information system, facilitate the provision ofmodern communication equipment and infrastructure at the NARSs, facilitate andpromote information exchange through publication of research tools and materials, andfacilitate the establishment of regional capacity for an information and communicationsystem. Rather than to centralise an information and dissemination system at theSACCAR secretariat, the new strategy will establish an information and communicationfacility which will serve as a gate-way and a link to networks within and between theNARSs, as well as to global institutions. It will therefore facilitate the development of aSADC regional knowledge system integrated in and contributing to the emerging Forumon Agricultural Research in Africa (FARA) and the global scientific community.
IV To Strengthen SACCAR’s Institutional and Managerial Framework To be able to meet its obligations and execute its activities efficiently and in a
sustainable manner, SACCAR must operate within a suitable institutional framework.The purpose of this strategy is to strengthen the human resource base at the SACCARsecretariat, ensure high operational efficiency, provide exit strategies for projects andmechanisms by which SACCAR can ensure its own sustainability.
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The model proposed in this document for sustaining the future development of SACCARdiffers significantly from the one which prevailed up to now, i.e. sourcing international fundsto implement a limited number of costly regional projects usually through networks whichbecame institutionalised. While making sure that on-going regional projects are adequatelyconducted, SACCAR will focus mainly on the promotion and co-ordination of new initiativesemerging from research and training organisations in the region. Such a shift will rely on existing dynamics within NARSs and is looked upon as the way topromote ownership and long term sustainability of a regional agriculture research and trainingsystem. It requires a redefinition of the roles and responsibilities of each partner, both scientificand financial, when designing and implementing a project. It also calls for an increasingcommitment from the private and public organisations in the region, encompassing thecommercial sector, through co-funding of regional projects and activities. This “buy-in”process cannot be achieved in the short term. Through testing alternative mechanisms forcollaboration and integration, the agenda proposed in this document will therefore be the firstfive-year step of a longer development process. This document contains the proposed Strategic Plan for SACCAR for the next five years. Thefirst part presents the introduction and background for the development of SACCAR’s strategicplan. The second part deals with the approach and the methodology applied. The stakeholdersperceptions of SACCAR and their demands are summarised in part 3. The fourth part outlinesSACCAR’s vision, mission and responsibilities. Finally, the proposed strategies, strategicobjectives and activities/actions are presented in part 5.
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1. Introduction and background The Southern African Development Community (SADC) States established SACCAR in 1984as an inter-governmental body in recognition of the importance of the agricultural sector inSouthern Africa, as farming was the principal source of employment and means of subsistencefor most people in the region. It was realised that co-operation in agricultural research wouldhelp alleviate the common problems of poverty, unemployment, food insecurity, landdegradation and recurring droughts. SACCAR was given the mandate of co-ordinating andstrengthening agricultural research. Soon after its establishment, it was realised that thecapacity of Member States to conduct agricultural research was being hampered by inadequatetrained human resources. Therefore, SACCAR was directed to include in its mandate thestrengthening of human resource development of the National Agricultural Research Systems1
(NARSs) in the areas of agricultural technology generation and transfer. During the past fifteen years, SACCAR developed regional research and training programmesto address the above problems (see Appendix 1). Reviews of SACCAR’s performance haveshown that significant achievements have been made in terms of technology development andtransfer, human resources development, institutional co-operation, national and regionalcapacity building and, thanks to donors’ support, funding of regional research and trainingprojects. The mandate of SACCAR was expanded in 1992 to include natural resources management andimpact assessment, and its activities have considerably evolved since its establishment.Following the decision of 1996, the SADC Council of Ministers directed the Government ofBotswana in September 1997 to proceed with arrangements to transform SACCAR from aCommission of SADC to a Sector Co-ordinating Unit. This transformation became effective inDecember 1998. The Government of Botswana has committed itself to cover the recurrent costsof the Sector Co-ordinating Unit. It was also agreed by the Council of Ministers (June 1998)that SACCAR should concentrate on co-ordinating and integrating research and training in thecrop and livestock sectors and that co-ordination of research in the Natural Resources Sectorsshould be left to the respective Sectors. However, no funding mechanisms were put in place to ensure the sustainability of SACCAR’sactivities and programs which were left to the vagrancy of donor funding and the issue of itsunfunded mandate was never fully addressed. The restructuring of SACCAR offers an ideal opportunity to review strategies and activities ofthe institution by addressing emerging issues in regional research and training and adaptingcollaborative mechanisms to the ever changing environment. This opportunity should take intoaccount the issue of sustainability since this has been a major concern highlighted by previousevaluations. SACCAR has therefore decided to embark on a Strategic Planning process through which it isexpected to build a vision for its future and develop the necessary structure, resources,
1 NARS refers to all public and private institutional actors involved and benefiting from agriculturalresearch.
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products, procedures and operations to achieve it. This process is based on an analysis of thecurrent circumstances, the challenges, the needs and the opportunities for SACCAR to providerelevant services to the region. In addition, this process offers an opportunity to consider andstrengthen links with other SADC Sector Co-ordinating Units of the Food, Agriculture andNatural Resources (FANR) Sector and to address cross-cutting issues. When the SADC adopted the Declaration and Treaty in 1992, Member States committedthemselves to full integration, with emphasis on promoting Trade and Investment, Productionand Market Integration. Since then, the Member States of SADC have adopted a frameworkbased on deeper economic co-operation and integration, on the basis of balance, equity andmutual benefit, providing for enhanced investment and trade, and free movement of factors ofproduction, goods and services across national boarders. These principles reflect SADC’sconviction that closer economic co-operation and integration are not just desirable, but a pre-condition for economic growth and development. Although SADC has been in existence for seven years now, most SADC countries are stillclassified as poor by the United Nations. Generally, 70 per cent of the population is said to beliving in abject poverty, although this differs from country to country. The average economicgrowth rates for all SADC countries have been 3% in 1994; 3,7% in 1995; 4,1% in 1996; 3 %in 1997 and 2,2% in 1998. This performance is not sufficient to make a dent in poverty giventhe population growth rate of 3,5%. The SADC Secretariat estimates that SADC economieswould have to grow by at least 7 per cent annually if economic growth is to make anysignificant alleviation of poverty and urged each Sector of SADC to ensure that it significantlycontributed, individually and collectively, to this growth and to poverty alleviation. A review of the agricultural sector in the last decade shows that the region has been facingperpetual staple cereal deficits and that most Member States are net food importers of the staplecereals. A similar picture is emerging on livestock production, particularly regarding beef inthe last few years. This adversely affects the Trade Balance and the overall Balance ofPayments of most Member States as only few countries have adequate foreign reserves toimport food on a substantial basis. It also deprives most of them from using the scarce foreignexchange on essential services such as health and education. Furthermore, it is inflationary andcreates hardships, particularly for the resource poor households. The region therefore needs toreview agricultural policies in Member States and find sustainable solutions to food shortagesproblem. However, the agricultural sector in the SADC region is evolving very quickly, because ofchanges in international and cross-border trade patterns, the increasing role of the private sectorand Non Governmental Organisations (NGOs), decrease in public funding for research andservices and decentralisation of decision making. In addition, the emergence of new sciencesand technologies, such as biotechnology, offer further opportunities and challenges for regionalco-operation. The needs for the development of the agricultural sector are also becoming morecomplex. The increase in food production and food security through the improvement ofproductivity in both large and small-scale sectors is no longer the only issue agriculturalresearch and training should look at. The competitiveness and quality of agricultural products,labour employment and income generation, equity and gender awareness, environmentalconcerns and management of natural resources also need to be taken into consideration.
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It should also be acknowledged that agricultural production, efficiency of research and theoutput of human resources training activities are likely to be adversely affected by HIV/AIDS.In addition to the terrible impact on the scientific community, the loss of labour for subsistenceagriculture and associated loss of income coincide with increased household expenditures onhealth-related and funeral costs. AIDS will therefore have serious and long-term effects on boththe capacity building activities and agricultural production. As labour and security decline, theemphasis may shift to short-term survival at the expanse of longer-term planning. It is acknowledged that through past efforts in co-operation, the capacity of the regionalscientific community to undertake and manage research and training activities has considerablyincreased. However, up until now SACCAR has mainly dealt with public sector institutions(National Agricultural Research Institutes (NARIs) and Universities). It is now realised andthere is indeed a need to involve other key stakeholders, such as farmers’ organisations, theprivate sector (private companies, private research and training institutes, agro-industries,commodity marketing firms, etc), NGOs, extension services and professional associations,which were previously left out of SACCAR’s activities and decision making. Newdevelopments in participatory approaches and information and communication technologiesoffer opportunities to address these concerns. Regional organisations such as SACCAR as well as the international scientific community arebeing affected by globalisation, in particular by global agreements and conventions, e.g.biodiversity, desertification. The establishment of the Forum on Agricultural Research in Africa(FARA) and the Global Forum on Agricultural Research (GFAR) and the development of newinformation and communication technologies offer not only new partnership opportunities forSACCAR, but also challenges and responsibilities related to the integration of the SADCscientific community into the global one. This calls for reviewing the role of and partnershipwith International Agricultural Research Centres (IARCs). In this context, the strengthening ofnational research and training systems and regional and sub-regional organisations is a key-issue, which is strongly encouraged by the donor community as a way to promote Africanbased and led activities. This is also in agreement with the repeated calls by SADC leaders for aspirit of African Renaissance. All the above developments and issues are taken on board by SACCAR in revisiting its vision,mission, roles and responsibilities. The purpose of this exercise is to formulate a strategy and aplan for addressing the issues and concerns related to development of the SADC region. The approach and methodology implemented by SACCAR in conducting the Strategic Planningprocess are presented in the second part. The document also reviews the different types ofstakeholders’ demands derived from the consultation process (part 3) and formulates the vision,mission, roles and responsibilities of SACCAR (part 4). The strategies and activities proposedto achieve this vision and fulfil the mission are finally presented in part 5.
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2. Approach and Methodology The formulation of the Strategic Plan required extensive stakeholder and expert consultationswhich provided a tool for building a new SACCAR coalition, sharing the vision, mission, rolesand responsibilities and translating them into relevant and implementable activities. The methodology adopted so far is described below. 2.1. Development of issue papers Issue papers were prepared by SACCAR to provide all the participants of the Strategic Planningprocess with short notes addressing key elements for discussion. These issue papers wererelated to the areas to be considered in addressing regional priorities in research anddevelopment, the mechanisms for promoting regional collaboration and integration and theinvolvement of private partners in the planning, implementation and evaluation of researchactivities. 2.2. First Reference Group Meeting A Reference Group consisting of eminent researchers, academicians and developmentpractitioners from the SADC Region was constituted (see Appendix 2). Its responsibility was toguide the Strategic Planning exercise. The first assignment of the Group was a 3 daysbrainstorming session on pertinent issues for consideration in preparing the regional strategy. During this session organised by SACCAR from 13th to 15th of April 1999, members of theReference Group discussed the issue papers prepared by SACCAR, reviewed availableliterature produced and made recommendations regarding the principles, objectives, issues andsteps for the establishment of SACCAR’s long-term vision and strategy. A proposal was made to formulate a five year Strategic Plan based on extensive consultationswith SACCAR stakeholders, in order to take into account their needs and expectations. 2.3. Draft Strategy document for discussion Following the Reference Group meeting, a framework Strategy Document for discussion wasprepared by SACCAR, submitted to and approved by the Technical Committee for AgriculturalResearch and Training (TCART, formally Board of SACCAR) in May, 1999.
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2.4. Consultations through a questionnaire A questionnaire on the needs of the institutions of the SADC region was designed, tested andsent to National Agricultural Research Institutes, Universities, scientific societies andassociations, extension services, NGOs, private companies and consultancies, farmersorganisations, policy-makers, international fora and co-operating partners. A list of 355stakeholders was prepared. Because of the willingness to involve none conventional SACCARstakeholders (see Appendix 3), directories of NARSs’ stakeholders, SACCAR’s mailing list andavailable directories of institutions in the SADC region were used. The questionnaire was designed to collect information regarding the identity of institutions andtheir activities, the needs for improving their efficiency through co-operation in research andtraining, their expectations from SACCAR and the inputs they might offer to SACCAR. 2.5. Second Reference Group Meeting The Reference Group met again in October 1999 and prepared the Five-Year Strategic Plan.This exercise relied on an analysis of the results of the questionnaire, a stakeholders analysisand an institutional analysis of SACCAR using SWOT techniques. The group then identifiedrelevant strategies and developed strategic objectives and activities. 2.6. Stakeholders workshop In November 1999, stakeholders, both public and private, had an opportunity to review theStrategic Plan and make amendments to ensure that it matched real needs. The mechanisms forimplementing the Strategic Plan were discussed and incorporated. 2.7. Approval by TCART and SADC Council of Ministers After integrating amendments from the stakeholders, the Strategic Plan was submitted forapproval to the Technical Committee for Agricultural Research and Training in November1999. It will now be submitted to the SADC Council of Ministers in February 2000 through theCommittee of the Ministers of Food, Agriculture and Natural Resources.
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3. Types of demands from stakeholders to SACCAR 3.1. Demands for institutional development support The most important concerns expressed in the response to the questionnaire which werereviewed during the stakeholders workshop were related to funding, capacity building andinformation and communication support and can be categorised as institutional supportdemands. These demands were mainly formulated by research and training managers and donoragencies. Demands related to financial support: •••• For conducting research activities (research grants, innovative research activities and
projects).•••• For training activities (short courses, distance education, scholarship for specialised and
post-graduate training).•••• For partnership activities (travel and collaborative research grants, facilitation and initiation
of partnership and co-operation, information exchange). Demands related to information and communication: •••• Directories of agricultural research and training institutions, scientists and research and
training activities.•••• Data and census (regional statistics on livestock and crop databases, access to national
databases, information on agricultural statistics databases).•••• Research results through publications and other media regarding technology development.•••• Information and communication technology support.•••• General awareness (sources of funding and tenders, events and training opportunities,
policy analysis, new technologies). Demands related to capacity building: •••• Management of research and training institutions (priority setting and strategic planning,
contribution to more favourable research environment, use of regional expertise, research-extension linkages).
•••• Training and human resources development (short courses, distance education, specialisedtraining, exchanges of staff and experiences, relevancy of university education to currentproblems in agriculture, training in agricultural extension), with particular attention toreducing gender unbalance.
•••• Impact assessment and monitoring and evaluation.
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3.2. Scientific and technical demands These demands illustrate the diversity of researchable thematic demands of stakeholders. Demands related to thematic areas These demands were mainly expressed by researchers, academicians and technicians requestingthe strengthening of conventional scientific approaches and to take on board new frontiersciences. They can therefore be considered as demands from these particular stakeholders toSACCAR in order to improve their capacity to carry out research and training activities. Theidentified scientific areas are grouped as follows: •••• Technology development and transfer related issues (farming systems and participatory
approaches, indigenous technical knowledge and methodologies, technologies for cropimprovement and management, new crops and commodity development, livestock breedingand management, animal and plant health, plant protection, agro-forestry, impactassessment);
•••• Economic development related issues (household economics, cash crops and marketingchannels, agri-business and agro-processing);
•••• Agro-ecosystem management (land and water management, drought mitigation,conservation and use of genetic resources);
•••• New frontier sciences (biotechnology, biosafety, information and communicationtechnologies).
Demands for solutions related to development problems These demands were expressed mainly by end-users in order to better benefit from research andtraining products, as related to small scale farming development and empowerment, marketanalysis, rural development, inputs and technology delivery systems, land use planning,management of biodiversity, resource use conflicts. These demands highlight the need to dealwith “new” researchable issues by promoting system approaches and relationships betweenagro-biological and human disciplines. Demands related to policy issues SACCAR has been asked to contribute to the formulation of policy related issues at regionallevel, such as harmonisation of seed laws, animal disease control regulations, phytosanitaryrules and legislation, property rights and intellectual property ownership, land tenure relatedissues and biotechnology and Genetically Modified Organisms legislation. In addition,promotion of research and training capacity for policy analysis was requested. These demands played a critical role in helping to define demand driven strategic choices inSACCAR’s Five-Year Plan. These are presented in part 5.
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4. Vision, mission, roles and responsibilities
Vision The vision of SACCAR is based on the Memorandum of Understanding establishing theCentre. Taking into account the change in SACCAR’s status, the need for ensuring thesustainability of SACCAR and its activities and the changing environment, the vision ofSACCAR is as follows: SACCAR will, by year 2020, have made significant contribution topoverty alleviation and sustainable growth through agriculturalresearch and training in the SADC Region. This statement expresses the evolution of agriculture in the SADC region that is expected to berealised by the year 2020 through the contribution of SACCAR. It also expresses the will andcommitment to collectively and collaboratively pursue the development objectives contained inthe vision statement.
Mission
In order to achieve its vision and in line with the Community and regional integration idealsembodied in the SADC Treaty, the mission of SACCAR is stated as follows: The mission of SACCAR is to foster regional integration ofagricultural research and training systems by assuming co-ordinationand catalytic functions and delivering relevant services, through regionalresearch networking and integration, the forging of regional and globalpartnerships, human capital development, resource mobilisation andinformation and technology exchange. .
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Roles and responsibilities In order to strengthen the Science and Technology Capacity of regional researchand training institutions to address the needs of the agricultural sector and toadapt to the changing environment, the roles and responsibilities of SACCAR areto: • Promote and co-ordinate co-operation in agricultural research among the
National Agricultural Research Systems (NARSs) of the member states of theSADC Region to achieve regional integration;
• Facilitate the exchange of information and technologies among the NationalAgricultural Research Systems to transform agricultural production;
• Promote partnership between public, private and international organisations toundertake research and training activities of regional importance;
• Promote the development of the human resources necessary for the agriculturalresearch and technology transfer systems to respond to the needs and demands ofthe agricultural sector with particular attention to gender balance;
• Facilitate the mobilisation of human, financial, technological and informationresources to implement demand driven activities.
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5. Strategies and activities 5.1. Introduction By maintaining its focus on technology development and transfer in crop production throughcommodity oriented projects, SACCAR has in the past partially addressed the needs of theagricultural sector for research and training but missed other opportunities for collaboration.The diversity and complexity of the stakeholders’ demands and the multiple objectives of theagricultural sector suggest a broadening of the research and training areas to be promotedthrough co-operation and integration. Executing research and training projects remains the responsibility of Member States public andprivate organisations. SACCAR will strengthen the capacity of the NARIs, Universities, theirscientists, scientific and professional associations and societies, extension services, NGOs,private sector, end-users and policy makers, to collectively adapt to the changing environment,to address the challenges they face, as well as to contribute to and benefit from partnerships andcollaboration with the global scientific community. SACCAR will therefore support theseinstitutions to conduct relevant activities, taking full advantage of external support, and willdevelop mechanisms for making regional co-operation and integration an efficient way toaddress the needs of the agricultural sector at regional, national and local levels. Applying the subsidiarity principle, avoiding any duplication or substitution of the nationalagenda, SACCAR will focus on a pro-active role in the design and implementation of newinitiatives that can contribute to poverty alleviation and sustainable growth. To operationalisethe vision, SACCAR will address the needs of stakeholders by forging a new coalition throughthe promotion of co-operation. This implies involving stakeholders in all phases of SACCAR activities. Co-operation isunderstood to be a path towards integration and SACCAR will seek to become more inclusiveand involve new stakeholders. The important role of women is also recognised in accordancewith the directive contained in the SADC Gender Development Declaration signed by the Headsof State and Governments of SADC in Blantyre, Malawi, in September 1997. 5.2. Principles of the Strategic Plan From the process of wide consultation with stakeholders and the analysis of regional issues inagricultural research and training, SACCAR set-up principles for designing the Strategic Plan,as follows: • In order for SACCAR to address the needs for regional co-operation and integration in
agricultural research and training in an efficient and sustainable manner, the Strategic Planshould emerge from demands from end-users of research and training products throughboth public and private organisations responsible for conducting these activities.
• A new generation of regional projects on a commonly agreed agenda should be introduced
in consultation with stakeholders, thereby shifting from offer to demand driven regional
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research and training activities. SACCAR should support the capacity of stakeholders fordesign, implementation and follow up of these new regional projects. Rather than producinga commodity or thematic focused strategy, institutional framework and mechanisms shouldbe proposed and developed by SACCAR, as leverage for stimulating regional co-operation.
• While continuing to be active in co-ordinating projects of regional importance, SACCAR
should review existing mechanisms and the respective roles of the institutions from theSADC region and co-operating partners in running such projects in order to ensure theirregional ownership.
• The SACCAR secretariat should identify its rightful role by retooling its internal
mechanisms and procedures in order to ensure sustainability and regional ownership ofactivities.
5.3. Main strategy areas Two types of demands were identified, namely demands for institutional development supportand scientific and technical demands. The latter are complex and diverse and reflect theparticular needs, interest and type of stakeholder. In analysing the demands related to thematicareas expressed by researchers, academics and technicians, SACCAR grouped them in such away that they meet the demands for solutions related to development problems expressed byend-users (see part 3). However, it is notable that there are some gaps. For example, whilescientists consider market analysis and information as a constraint rather than a researchablearea, this issue was identified as an important demand from end-users. These demands will be addressed through three types of initiatives: •••• Specific activities to address clearly defined scientific and technical priorities (management
of genetic resources, biotechnology, biosafety, GMO’s, intellectual property rights, etc).Most of these activities also relate to the mandate of other SADC Sector Co-ordinatingUnits (e.g. macro- and micro-economic policy research and analysis undertaken by theFood Security Unit; management of genetic resources by the Livestock and Crop Units) andcollaboration between Sectors should be the rule for dealing with cross-cutting issues,identifying the desirable contribution of SACCAR in terms of research and training andpossible collaboration based on respective comparative advantages and resources;
•••• Activities to support the development of a regional research and training agenda based on
national priorities; and, •••• Institutional support activities to address demands from stakeholders in the areas of finance,
information and capacity building. These activities are also considered as tools to facilitatenew regional scientific projects (e.g. fund to provide competitive grants for innovativecollaborative projects to address small-holder farming development).
These initiatives lead to the design of a strategic framework, with four strategic thrusts, as themain pillars of the Five-Year Strategy plan. These inter-related strategic thrusts are as follows(see Fig. 1):
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• Improvement of the regional research and training co-ordination and integration; •••• Promotion of partnerships in the area of agricultural research and training; • Improvement of the information and communication system in support of research
and training co-ordination and scientific and technical partnerships; and • Review of SACCAR’s institutional framework.
The Plan relies on a hierarchy of Strategic Objectives (SO) defined to address each strategicthrust. Activities/actions have been proposed to achieve each SO. The next step to beundertaken by SACCAR is to elaborate a plan of operation, composed of action plans for eachactivity/action. This plan of operation will specify priorities, expected outputs, timeframe,resources and responsibilities of the implementing institutions and the means of verification(monitoring and evaluating activities).
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Fig 1. Strategies to achieve the vision. Vision
Mission
Roles
and
Responsi-
bilities
Strategy 1 Improvement of the regional
Research and training co-ordination and integration
Strategy 2 Promotion of
partnerships in the area of agricultural
research and training
Strategy 3 Improvement of the
information and communication system
Strategy 4 Review of SACCAR’s institutional framework
SACCAR will, by year 2020, have made significant contribution topoverty alleviation and sustainable growth through agricultural
research and training in the SADC Region.
… to foster regional integration of agricultural research and trainingsystems by assuming co-ordination and catalytic functions and delivering
relevant services, through regional research networking and integration, theforging of regional and global partnerships, human capital development,
resource mobilisation and information and technology exchange.
Promote and co-ordinate co-operation… Facilitate the exchange of information and technologies…
Promote partnership between public, private and international organisations… Promote the development of the human resources…
Facilitate the mobilisation of human, financial, technological and information resources…
Strategic objective 1
Strategic objective 1
Strategic objective 1
Strategic objective 1
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5.4. Strategy for Research and Training Co-ordination and Integration The stakeholders have recommended that SACCAR should co-operate with other sectors ofSADC to identify and harmonise policy issues, regulations and legislation such as phytosanitaryand zoosanitary laws and rules, seed laws, property rights and patents that impede co-operationand trade in agriculture. For the past fifteen years, SACCAR has formulated regional research and training programmesto solve problems of the agricultural sector. These programmes are at various stages ofimplementation. There is a need to review the relevance, sustainability and management ofthese on-going regional projects to ensure that stakeholders are involved in decision making andimplementation, that the programmes have sustainable funding mechanisms and that monitoringand evaluation and impact assessment are undertaken. SACCAR’s stakeholders have also identified new fields for regional co-operation in agriculturalresearch and training to address current and emerging issues of concern, such as biotechnology,agro-processing, new crops, market analysis, systems approach and development of sustainableproduction systems, agro-ecosystems management, livestock production and animal health andpromotion of indigenous knowledge (see part 3). These issues will be addressed through thedesign and implementation of new regional projects, where relevant and possible. Finally, SACCAR will play an important role in the forging of global partnership through therepresentation of the SADC region and participation in regional and global fora activities. Ofparticular importance during the next years is the strengthening of FARA to be undertaken incollaboration with ASARECA (Association for Strengthening Agricultural Research in Easternand Central Africa) and CORAF (Conseil Ouest et Centre Africain pour la Recherche et leDéveloppement Agricoles). Therefore, the objectives of this strategy are as follows: Strategic Objective 1: To strengthen co-ordinating mechanisms for policy relatedissues pertaining to Agricultural research, training and development. Strategic Objective 2: To establish effective management mechanisms for regionalprojects. Strategic Objective 3: To strengthen the regional research and training capacity. Activities and actions for each strategic objective are presented in Table 5.4.1.
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Table 5.4.1. Research and training co-ordination and integration: Strategicobjectives, activities and actions.
Strategic Objective Activities / Actions
1. To strengthen co-ordinating mechanismsfor policy related issuespertaining toAgricultural research,
1.1. Revise membership of SACCAR decision making structuresto include stakeholders such as SADC NGOs and researchinstitutions, farmer organisations and the private sector, and tosecure gender balance.
training anddevelopment.
1.2. Lobby for the harmonisation of rules and regulationspertaining to management of genetic resources through consultationwith relevant authorities in the region.
1.3. Facilitate the development of a regional policy and commonapproach to biotechnology and biosafety issues, especially GMO’sand intellectual property rights.
1.4. Strengthen NARSs capacity to undertake policy analysis formarket related issues and provide guidelines for research andtraining policy formulation.
2. To establish effectivemanagementmechanisms for
2.1. Design guidelines for the delegation of implementation ofregional projects to NARSs and to other suitable institutions.
regional projects. 2.2. Review and if necessary establish regional thematic SteeringCommittees for projects implementation and management.
2.3. Ensure that all SACCAR projects include monitoring,evaluation, impact assessment and that programme management isadequately addressed.
3. To strengthen theregional research andtraining capacity.
3.1. Assist NARSs to set up national priorities and to use them toidentify regional priorities.
3.2. Prepare innovative resources mobilisation plans for funding ofregional priorities.
3.3. Organise and support training in Agriculture ResearchManagement and policy analysis.
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3.4. Co-ordinate and facilitate development of appropriate curriculaand training material for agricultural studies.
3.5. Integrate SADC region in regional and global fora initiativesand the international scientific community.
5.5. Strategy to promote Partnerships in the area of AgriculturalResearch and Training
Stakeholders identified the development of partnerships as one of the priority areas forSACCAR to fulfil its mission and objectives. The aim is to mobilise the best expertise in theregion for addressing agricultural problems. By doing so, it is also expected to strengthen thecapacity of disadvantaged institutions. SACCAR has been very successful in forging partnerships between public and parastatalinstitutions, such as NARIs and Universities, and between NARIs and IARCs. The latter haveplayed an important role of executing agencies for SACCAR’s regional projects. However, stakeholders have identified the lack of participation of key stakeholders, such as theprivate sector, extension services, NGOs, farmers’ organisations and professional scientificassociations in SACCAR’s activities as a bottleneck to regional integration. Gender unbalancewas also identified. In order to meet these deficiencies and to enhance stakeholders ownershipof SACCAR’s programmes, projects and governance, the key challenges are to stimulate grass-root scientific initiatives and creativity and to broaden the involvement of stakeholders atnational and regional levels, especially the private sector, NGOs and farmers’ organisations. The objectives of this strategy are as follows: Strategic Objective 1: To strengthen and promote partnerships and stakeholderownership of collaborative projects. This objective is meant to ensure that potential partners identify their common interest; provideincentives for development of collaborative activities; and encourage commitment andownership to help avoid misunderstandings and inefficiencies in running collaborative projects. Strategic Objective 2: To broaden stakeholder participation in SACCAR activities. This objective ensures that SACCAR’s activities become more demand driven and relevant tostakeholders. The objective is to enhance commitment and ownership of SACCAR’s activitiesand to improve their impact. Strategic Objective 3: To stimulate innovative collaborative research and trainingprocesses to address new development challenges. This objective is to provide incentives for the development of collaborative activities, topromote the development of innovative activities in the field of agricultural research andtraining and to stimulate scientific initiatives and creativity.
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Activities and actions for each strategic objective are presented in Table 5.5.1.
25
Table 5.5.1. Partnerships in the area of agricultural Research and Training: Strategicobjectives, activities and actions.
Strategic objective Activities / Actions
1. To strengthen and promotepartnerships and stakeholderownership of collaborativeProjects.
1.1. Develop mechanisms for promoting partnershipswith regional and international partners.
1.2. Carry out stakeholder analysis and provideinformation to SACCAR’s stakeholders on potentialpartners and their activities.
1.3. Assist NARSs in sourcing funds for projectformulation, feasibility studies and implementation ofcollaborative projects.
1.4. Assist NARSs in co-ordinating roles andresponsibilities of regional and international partnersin collaborative projects.
1.5. Provide information on joint collaborativeactivities of scientific and professional societies andinstitutions.
2. To broaden stakeholderparticipation in SACCAR’s
2.1. Promote SACCAR to potential partners.
activities.
2.2. Promote partnerships in the public and privatesector.
2.3. Organise multi-disciplinary workshops onregionally important farmers’ problems leading to thedesign of new projects.
3. To stimulate innovativecollaborative research andtraining processes to addressnew development challenges.
3.1. Establish and manage a fund to providecompetitive grants for innovative collaborativeprojects for the benefit of small-holder farmers, withparticular sensitivity to gender.
3.2. Identify and promote research and trainingprojects in new areas that are important for thedevelopment of the agricultural sector in the region.
3.3. Create a research fund for young scientists and anaward system for excellence in research of regionalsignificance.
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5.6. Strategy for a regional Information and Communication System Regional co-operation and integration can only be supported through an efficient and reliableinformation and communication system. The SADC protocol states that there will be an ever increasing demand for more reliableinformation and its rapid cost effective dissemination in order to broaden the access ofinformation to a wide range of stakeholders. Currently, it is estimated that there are approximately 2,500 professionals in various NARSs inthe SADC region. The need for relevant and timely information is one of the aspects that havebeen singled out for attention by the stakeholders. Servicing this need will bolster regional co-operation and supports SACCAR’s strategic thrusts of research and training co-ordination andintegration, and scientific and technical partnerships. SACCAR’s past activities had some emphasis on information and communication. Theseactivities have been hampered by the lack of resources and by the recent transformationprocess. It is widely recognised by stakeholders within the region that inadequate knowledgeabout sources of information, acquisition procedures as well as the lack of effective informationservices are the major constraints to accessing information. Key constraints identified for the region were: • Poor recognition of the value of information and communication, and inadequate local
networking initiatives at national and regional level, resulting in poor dissemination ofinformation within the NARSs;
• Inadequate physical resources and infrastructure (lack of or inadequate modern equipmentand facilities for rapid processing and dissemination of information, unreliable postalservice and telecommunication system);
• Lack of information technology and communication skills;• Poorly organised information resources; and,• Inadequate operational resources to sustain conventional information services.
SACCAR is faced with new challenges and it is imperative that it grasps this opportunity. Newfrontiers in information and communication technologies provide an unique opportunity toaddress these challenges and makes it possible to ‘leap-frog’ from paper and cable basedcommunication systems to interactive electronic systems. This calls for a futuristic strategicapproach to the development of a modern information and communication system for theregion. Rather than to centralise information system and dissemination at the SACCARsecretariat, the new strategy is to establish an information and communication facility whichwill serve as a gate-way and a link to networks in and between the NARSs and globally.
The aim of SACCAR’s strategy on information and communication is to provide an Informationand Communication System that is relevant to, and meets the needs of stakeholders in theSADC region in order to facilitate rapid and continuous exchange and use of scientific andtechnical information. SACCAR will therefore facilitate the development of a SADC regionalknowledge system integrated in and contributing to the emerging FARA and the Global Forum.
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The objectives of this strategy are as follows:
Strategic Objective 1: To develop and establish an interactive Information System.
The main purpose is to establish an effective regional hub, which will serve as a gate-way andprovide links to information sources in the NARSs, regionally (SADC region and sub-SaharanAfrica) and globally.
Strategic Objective 2: To develop a proposal and secure funding in collaborationwith NARSs to facilitate the provision of modern communication equipment andinfrastructure in the region.
This will involve determining the availability of communication facilities and their state andupgrading them to minimise constraints for the development of an effective regionalinformation and communication system.
Strategic Objective 3: To facilitate and promote information exchange throughpublication of research and training tools and materials.
It is intended to identify adequate publication tools and mechanisms to publish and disseminateresearch results and news on scientific activities.
Strategic Objective 4: To facilitate the establishment of regional capacity for aninformation and communication system.
This objective is meant to strengthen the regional capacity and skills in information technologyand communication through training activities for the establishment and maintenance of theregional information and communication system.
Stakeholders will be consulted during a workshop specially organised to discuss the informationand communication strategy and identify concrete actions for implementation. Activities andactions for each strategic objective are proposed in Table 5.6.1
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Table 5.6.1. Regional Information and Communication System: Strategicobjectives, activities and actions.
Strategic objective Activities / Actions
1. To develop and establish aninteractive Information System.
1.1. Organise and catalogue the current informationavailable at SACCAR to enable its accessibility.1.2. Design an interactive web page to serve as agate-way and provide links to and between NARSsand other information sources.1.3. Assist National Agricultural Information FocalPoints (NAIFP) to set up web pages and databaseswith a link to SACCAR’s home page.1.4. Monitor the development and updating of webpages and databases of collaborating stakeholders.1.5. Develop guidelines and standards forinformation exchange and knowledge systemdevelopment at the SADC region, the sub-Saharanand global levels.1.6. Compile and update lists of e-mail addresses ofresearchers and stakeholders in the region.
2. To develop a proposal and securefunding in collaboration with NARSsto facilitate the provision of moderncommunication equipment andinfrastructure in the region.
2.1. Identify an appropriately qualified consultant toassess the existing information and communicationfacilities in the NAIFPs, and to produce a proposal tostandardise regional information and communicationsystems.2.2. Set up a proposal to upgrade information andcommunication facilities at the NARSs.
3. To facilitate and promoteinformation exchange throughpublication of research and trainingtools and materials.
3.1. Produce, publish and mail the newsletterregularly.
3.2. Expand the circulation of SACCAR’s outputs toall relevant stakeholders.3.3. Provide electronic/on-line link to scientific andtraining publications via SACCAR home page.3.4. Encourage the publication of the proceedings ofscientific conferences and workshopselectronically/on-line.
4. To facilitate the establishment ofregional capacity for an informationand communication system.
4.1. Out-source training activities in electroniccommunication for trainers in the region.
4.2. Train national trainers in NAIFPs oninformation and communication technologies.
29
Strategic objective Activities / Actions
4.3. Monitor national training at NAIFPs ininformation and communication systems.
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5.7. Strategy to review SACCAR’s institutional framework
The new SACCAR is expected to be lean, efficient and effective. The Government of Botswanahas provided a basic staff structure and physical facilities to implement activities under the newstrategies. A suitable and sustainable institutional framework for SACCAR is of paramountimportance for successful implementation of the proposed activities. Member States needtherefore to consider the potential benefits that will accrue from a positive contribution to theongoing development of SACCAR activities.
In conducting its on-going and intended new activities, SACCAR is faced with the problem ofhow to deal with the issue of the sustainability of both itself and its regional programmes andprojects. The aim of SACCAR’s strategy to review its institutional framework is to provide aninnovative approach to the way in which the Centre conducts its activities.
The human resources of SACCAR’s Secretariat
The professional staff structure of SACCAR consists of the sector co-ordinator and threeprogram officer positions (one Information Officer and two officers responsible for facilitatingthe design, implementation and monitoring of regional projects and activities). Provision hasbeen made to recruit two senior program officers against two vacant posts that will becomeavailable by April 2000. Any further delay in filling these two positions will have an adverseeffect on the functioning of the new SACCAR. Potential applicants to positions as programofficers should have a background in agricultural research and/or training, and preferably skillsin liaison, co-ordination and management. Additional skills may be acquired through on-the-jobtraining as part of regular staff training programmes.
The Government of Botswana is also providing support staff, including one finance officer, oneadministrative officer, secretarial staff, messenger, cleaner, driver and gardener.
In addition, donors, on a temporary basis, may continue providing technical advisers for thetransition phase, as it is the case since the transformation. Procedures should also be developedto facilitate deployment of staff on a cost-sharing basis to cover ad hoc requirements, throughthe secondment of staff from institutions of the SADC region to SACCAR, which would furtherbroaden ownership of the Centre.
Experience has shown that the compartmentalisation of the Secretariat’s core functions intoresearch, training and information departments, did not efficiently use the available humanresources, neither did it lead to integration of these functions. Therefore, generic jobdescriptions will be developed and staff deployed / duties assigned by management according toneeds.
Reporting channels and administrative procedures
The profile of SACCAR, as a SADC institution, should enable it to discharge its regional andinternational activities without undue bureaucratic procedures. To streamline executiveactivities and provide a credible status to deal with donors and other international agencies, theinstitutional arrangements and procedures for managing the Sector should take into account therecommendations from the SADC Secretariat.
31
The working procedures of SACCAR decision-making organs, specially the TCART, shouldalso be reviewed and strengthened to ensure efficiency and cost-effectiveness.
Management of regional projects
Given SACCAR’s unfunded mandate and diminished internal resources, the strategies will seekto delegate the management of its regional programmes whenever possible, and, simultaneouslystrengthen the NARSs’ ownership of these programmes, as part of the strategy for research co-ordination and integration (see 5.4). SACCAR will not be involved directly in theimplementation of projects. Exit strategies will also be developed and implemented through theidentification of pre-defined outputs, means of validation and time frame for completion.
The objectives of this strategy are as follows:
Strategic Objective 1: To strengthen the human resource base of the SACCARSecretariat.
The main purpose is to ensure that, given the constraints, SACCAR will develop procedures tomobilise adequate human resources to fulfil its mission and to perform the planned activities.
Strategic Objective 2: To ensure high operational efficiency and sustainability ofSACCAR.
This objective is to provide the SACCAR Secretariat with adequate resources to ensuresustainability.
Strategic Objective 3: To design mechanisms to ensure sustainability of regionalprojects and design and implement exit strategies for projects.
This objective intends to look at the sustainability of SACCAR regional projects and to ensureadequate preparations before donor funding is phased out.
Strategic Objective 4: To ensure an efficient and cost-effective management of theorgans of SACCAR.
This objective is meant to strengthen the ownership and improve the efficiency of the organs ofSACCAR, in particular TCART.
Activities and actions for each strategic objective are presented in Table 5.7.1.
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Table 5.7.1. Review of SACCAR’s institutional framework: Strategic objectives,activities and actions.
Strategic objective Activities / Actions
1. To strengthen the human resourcebase at SACCAR Secretariat.
1.1. Develop job description for all staff member.
1.2. Fill the two vacant positions at SACCARSecretariat with professionally credible personswithout any delay (April 2000).1.3. Plan and implement appropriate staff in-servicetraining programmes.1.4. Develop procedures for deployment of short-term technical assistance to cover ad hocrequirements through secondment of staff frominstitutions of the SADC region on a temporarybasis.
2. To ensure high operationalefficiency and sustainability ofSACCAR.
2.1. Streamline the administrative procedures of theSector Co-ordinating Unit, by taking into accountSADC Secretariat recommendations.2.2. Monitoring of regional projects’ budgets byTCART.2.3. Provide SACCAR with a specific operationalbudget under the control of the head of SACCAR.2.4. Review procedural guidelines for SACCAR toconduct its activities as a secretariat to TCART andits organs.
2.5. Encourage regional ownership of SACCARamong member states.2.6. Outsource additional implementation capacityfor activities where required when SACCAR doesnot have the comparative advantage or the necessaryskills or competence.
3. To design mechanisms toensure sustainability of regionalprojects and design andimplement exit strategies forprojects.
3.1.Ensure that all new and on-going projects have apre-defined output, means of validation andtimeframe for their completion.
3.2. Design guidelines to increase member states/stakeholders contribution to regional projects.
4. To ensure an efficient and cost-effective management of the organs
4.1. Establish a task force as and when required(Terms of Reference to be developed by TCART).
of SACCAR. 4.2. Convene TCART meeting once a year atMember States’ costs.
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Strategic objective Activities / Actions
4.3. Establish mechanisms for co-ordination ofactivities with other Sector Co-ordinating Units.
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6. Conclusions
SACCAR has an important role to play in strengthening regional co-operation and integration inagricultural research and training. It remains clear that SACCAR is not an operational unitcarrying out its own research and training programs. The research and training activities are theresponsibilities of the NARIs, universities and NGOs, whereas SACCAR plays the role offacilitating and promoting initiatives that its stakeholders believe they should collaborativelycarry out.
By implementing this Five-Year Strategy Plan, SACCAR will build a new coalition togetherwith a whole range of institutions involved in research and training, the end-users of theirproducts and international co-operating partners. The strength of these alliances relies on theassumption that they are sharing the same vision, mission and ownership of projects.
The extensive consultation carried out during the Strategic Planning process is the foundation ofa new institutional framework. It reflects the willingness to take into account stakeholders needsand expected benefits from SACCAR and to strengthen regional co-operation and ownership ofthis institution. However, this consultation should not stop with the writing-up of thisdocument, but should be the first step that will further offer a base to transform thecollaboration into concrete projects.
New actions and activities have been proposed with a clear indication of the expected results.Once this Plan is agreed upon, they need to be developed in detail and planned to ensureadequate allocation of resources and provide time frames. A new generation of projects will beimplemented based on the proposed activities. The framework provided by the Five-YearStrategy Plan, as well as the regular follow-up of the proposed initiatives, will offer tools toSACCAR and its partners to further adapt to the changing environment and to address the needsfor research and training products in the SADC region, including those related to gender.
The model proposed in this document for sustaining the future development of SACCARdiffers significantly from the one which prevailed up to now, i.e. sourcing international fundsto implement a limited number of costly regional projects usually through networks whichbecame institutionalised. While making sure that on-going regional projects are adequatelyconducted, SACCAR will focus mainly on the promotion of new initiatives emerging fromresearch and training organisations in the region.
Such a shift will rely on existing dynamics within NARSs and is looked upon as the way topromote ownership and long term sustainability of a regional agriculture research and trainingsystem. It requires a redefinition of the roles and responsibilities of each partner, both scientificand financial, when designing and implementing a project. It also calls for an increasingcommitment from the private and public organisations in the region, encompassing thecommercial sector, through co-funding of regional projects and activities. This “buy-in”process cannot be achieved in the short term. By testing alternative mechanisms forcollaboration and integration, the agenda proposed in this document is therefore the first five-year step of a longer development process.
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Appendix 1
List of Regional Programmes/Projects/Networksco-ordinated by SACCAR
Item/Network/Programme/Project
Executing Agency Inception ofProject
End of Project Location
Land & WaterManagement ResearchProgramme
SACCAR 1988 2004 SACCAR
Sorghum & MilletImprovement Programme
ICRISAT 1984 2003 Zimbabwe
Grain LegumeImprovement Programme(a) Bean
NARSsCIP
1986 2002 MalawiTanzania
(b) GroundnutImprovementProgramme
ICRISAT 1986 1999 Malawi
Training in ResearchManagement
SACCAR, ISNAR,ESAMI
1988 1996 Tanzania
Agroforestry ResearchProgramme
ICRAF 1988 2001 Malawi
SADC Plant GeneticResources Centre(SPGRC)
SACCAR, NordicGene Bank
1989 2008 Zambia
Maize & WheatImprovement Network
CIMMYT 1994 1999 Zimbabwe
StrengtheningFaculties of AgricultureForestry & VeterinaryMedicine
UniversitiesGTZSACCAR
1987 2002 BotswanaMalawiRSATanzaniaZambiaZimbabwe
Regional VegetableResearch & DevelopmentNetwork
AVRDC 1994 2001 Tanzania
Southern African Root andTubes Crops ResearchNetwork
IITA 1994 2004 Malawi
Biosystematics Networkfor Souther Africa(SAFRINET)
SADCBionetInternational
1996 1999 SouthAfrica
SADC/USAID/UF HeartWater Project
University of Florida(USA)
1997 1999 Zimbabwe
SADC Animal AgricultureResearch Network
ILRISACCAR
1999 SACCAR
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Appendix 2
List of participants in Reference Group Meetings
Dr Patrick Caron (SACCAR Secretariat, Gaborone, Botswana)
Dr Fernanda Gomes (Instituto Nacional de Investigação Agronómica, Maputo, Mozambique)
Dr Beedeeanan Hulman (Agricultural Research and Extension Unit - Food and AgriculturalResearch Council, Reduit, Mauritius)
Mr Feckson Kayumba (SACCAR Secretariat, Gaborone, Botswana)
Prof. Martin Kyomo (Tanzania)
Dr Keoagile Molapong (SACCAR Secretariat, Gaborone, Botswana)
Dr Sam Muchena (African Centre for Fertilizer Development, Harare, Zimbabwe)
Prof. Louis Mughogho (Malawi)
Dr Stephen W. Muliokela (Golden Valley Agricultural Research Trust, Lusaka, Zambia)
Mr Ditlhong Nkane (SACCAR Secretariat, Gaborone, Botswana)
Mr Ted Stilwell (Development Bank of South Africa, Midrand, Republic of South Africa)
Dr Frik Sundstøl (SACCAR Secretariat, Gaborone, Botswana)
Prof. Frans Swanepoel (Post-Graduate School of Agriculture and Rural Development,University of Pretoria, Pretoria, Republic of South Africa)
Dr J.P. Venter (Department of Agriculture and Rural Development, Ministry of Agriculture,Water and Rural Development, Windhoek, Namibia)
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Appendix 3The broadening of SACAR coalition through the questionnaire
355 questionnaires sent
52 replies
Distribution of questionnairessent (%) according to the type of stakeholders.
Farmers Org.6%
Sub-Regional Research Institute
6%Academic
19%
IARC6%
Gov. & Ministry Institute
17%
Donor7%
Other3%
NGO6%
Private Research Institute
3%Parastatal
Organisation5%
Private Company
6%
NARI16%
Distribution of replies (%) according to the type of stakeholders.
Farmers Org.8%
Sub-Regional Research Institute
8%Academic
10%
IARC14%
Gov. & Ministry Institute
4%
Donor6%
Other6%
NGO2%
Private Research Institute
2%Parastatal Organisation
6%Private
Company 4%
NARI30%