JOINT IMPACT ASSESSMENT OF CTA'S SUPPORT TO ANAFE (2003-2013) Sebastian Chakeredza, Aissetou Yaye and Enid Kaabunga INCLUDING: • Brief on the Capacity-centred Impact Pathway Analysis (CcIPA) model • Abstracts on nine studies Ibrahim Khadar, Tarikua Woldetsadick, Jan Brouwers and Eunike Spierings CTA-CAFAN JOINT IMPACT ASSESSMENT 1 About ANAFE It facilitates access to information and knowledge; supports evidence-based, The African Network for Agriculture, multi-stakeholder development of Agroforestry and Natural Resources agricultural policies and strategies; Education (ANAFE) comprises of African promotes inclusive value chain development colleges and universities teaching and use of ICTs; and strengthens the agriculture and natural resource sciences. capacities of agricultural and rural Supported by the World Agroforestry Centre development institutions and communities. (ICRAF) in Nairobi, Kenya, the network was CTA pursues these goals through two established in 1993 and is currently made up programmes -- Policies, Markets and of 137 member institutions (universities and ICTs (PMI) and Knowledge Management colleges) in 35 African countries. It emerged and Communication (KMC) and a unit from a series of educational workshops responsible for promoting organisational supported by the World Agroforestry Centre learning -- the Learning, Monitoring and (ICRAF) in the 1990s and was launched in Evaluation (LME) Unit. 1993 by 17 universities and 12 technical colleges teaching land use and disciplines About the Joint Impact in sub-Saharan Africa. Assessment Study ANAFE envisions an effective agroforestry CTA initiated this joint impact study and natural resources management with the aim of promoting learning for education and research in Africa, with development impact with its long-term measurable impact on livelihoods and ACP partner organisations and networks. environmental sustainability and focuses The study has been carried out in two on improving the quality, relevance and phases between October 2012 and delivery of agroforestry and natural resource June 2015, with the first phase that was management education and research in completed in 2014, involving nine partners: Africa. The network consists of four regional CaFAN and CARDI in the Caribbean region, chapters known as RAFTs (Regional and ANAFE, EAFF, FANRPAN, IPACC, Agricultural Fora for Training – one each in KENAFF, RTN and RUFORUM in Africa. The Eastern and Central Africa (ECA), Southern second phase, which was launched in 2014, Africa (SA), the Sahelian countries (Sahel), concerned five partners: NARI and SPC in and the Africa Humid Tropics countries the Pacific region, and AFRACA, PROPAC and (AHT)) – and 21 National Chapters known WOUGNET in Africa. Close to 50 ACP and EU as NAFTs (National Agricultural Fora for experts participated in the study. Training). Activities in each RAFT are spearheaded through a Focal Institution. A key achievement of the joint impact The ANAFE Secretariat is based in Nairobi study is that the LME Unit has successfully Kenya and supports the networking spearheaded the development and functions. application of an innovative impact assessment methodology, referred to as the About CTA Capacity-centred Impact Pathway Analysis The Technical Centre for Agricultural and (CcIPA) model, with support from CDI-WUR, Rural Cooperation (CTA) is a joint ECDPM, and MDF and the nine ACP partner international institution of the African, organisations and networks involved in the Caribbean and Pacific (ACP) Group of States first phase. The study has provided baseline and the European Union (EU). Its mission is information for future impact studies and to advance food and nutritional security, also identified opportunities for increase prosperity and encourage sound organisational capacity development. CTA natural resource management in ACP and its partners are committed to sharing countries. the lessons from this joint study widely. The joint impact study represents one of the various forms of evaluations and impact assessments which CTA undertakes to generate information necessary for learning, accountability and decision-making. JOINT IMPACT ASSESSMENT OF CTA'S SUPPORT TO ANAFE (2003-2013) Sebastian Chakeredza, Aissetou Yaye and Enid Kaabunga INCLUDING: • Brief on the Capacity-centred Impact Pathway Analysis (CcIPA) model • Abstracts on nine studies Ibrahim Khadar, Tarikua Woldetsadick, Jan Brouwers and Eunike Spierings Table of contents Table of Contents 4 3 In-depth report 33 Contacts 6 3.1 Sampling frame and key questions 34 Acknowledgements 7 3.2 Findings: Impacts of selected activities 36 Acronyms 8 3.3 Effects of short skills enhancement training 37 Executive Summary 10 3.4 Effects of participation in CTA sponsored conferences and meetings 38 PART A 3.5 Effects of joint implementation of activities The Joint impact Assessment of CTA’s with CTA 40 Support to ANAFE 12 3.6 Effectiveness of information disseminated 40 3.7 Improved capability to relate 41 1 Introduction and Background 14 3.8 Analysis 44 1.1 About ANAFE 15 3.8.1 Theory of change 44 1.2 ANAFE organisational structure 17 3.8.2 Effects of short skills enhancement 1.3 Growth of the network 18 training 44 1.4 ANAFE Projects 2003 - 2013 19 3.8.3 Effects of participation in CTA 1.5 Objectives of the Joint Impact Assessment 20 sponsored conferences and meetings 45 2 The Quick Scan 21 3.8.4 Effects of joint implementation of activities with CTA 45 2.1 Design and approach 22 3.8.4 Improved capability to relate 46 2.2 Process of conducting the quick scan 22 2.3 Applying the 5Cs model 23 2.4 Analysis of ANAFE’s logic model 24 4 Conclusion 47 2.4.1 Outcomes at the 4.1 Where to from here? 49 Organisational Level 24 2.4.2 Outcomes with the Direct PART B Beneficiaries 26 Explanation of the CcIPA 2.4.3 Outcomes with the Indirect Model and proces 50 Beneficiarie 27 2.5 The 5 core capabilities of ANAFE 28 5 Overview of the CCIPA model 52 2.5.2 C apability to Adapt and Renew 28 5.1 Introduction 53 2.5.3 Capability to Deliver Products and 5.2 Context in which the CcIPA Services 29 model was designed 54 2.5.4 C apability to Relate 30 5.3 Implementing the impact study through 2.5.5 Capability to Achieve Coherence 31 different phases 55 2.5.6 Most Changed Capability 32 5.4 The CcIPA model explained 57 a. Conceptualisation of CcIPA 57 b. Application of CcIPA 59 4 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 6 Lessons learned from impact study 10 Key findings from logical and next steps 60 framework analysis 80 PART C 10.1 ANAFE 81 Key findings from all nine reports 62 10.2 CaFAN 82 10.3 CARDI 83 7 Introduction 64 10.4 EAFF 86 8 Brief descriptions of 10.5 FANRPAN 87 the organisations 66 10.6 IPACC 89 10.7 KENFAP 91 9 Selected findings on the 10.8 RTN 92 capacity of the organisations 70 10.9 RUFORUM 93 9.1 Capability to act and commit 71 11 Recommendations for future CTA 9.2 Capability to adapt and self renew 72 support/engagement 95 9.3 Capability to deliver 74 9.4 Capability to relate 76 12 Annexes 98 9.5 Capability to achieve coherence 78 12.1 List of Participants in the CcIPA impact study 99 12.2 Sources 100 12.3 Evaluation questions 101 Table of contents 5 Contacts Sebastian Chakeredza, Enid Kaabunga Dr Yaye Aissetou Address: Address: P.O. Box 30677 - 00100, P.O. Box 30677 - 00100 Nairobi, Kenya Nairobi, Kenya Phone: +254 20 7224135, 7224000 Phone: +254 20 7224135, 7224000 or via USA +1 650 8336645 or via USA +1 650 8336645 Fax: +254 20 7224001 or via Fax: +254 20 7224001 or via USA +1 650 8336646 USA +1 650 8336646 Email: anafe.sec@cgiar.org Email: anafe.sec@cgiar.org 6 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE Acknowledgements The African Network for Agriculture, Agroforestry and Natural Resources Education (ANAFE) is grateful to the Technical Centre for Agricultural and Rural Cooperation (CTA) for the opportunity given to participate in this Capacity-centred Impact Pathway (CcIPA) study. Indeed, this has given the network an opportunity to self-reflect and appreciate the support given by its key partner. The network learnt a lot in the process and the results from this study will help in driving its future agenda. We would like to thank the following people And finally to the team from CTA, for their contribution towards this quick scan Tarikua Woldetsadick and Ibrahim Khadar, as part of the CcIPA analysis. Firstly to who provided technical guidance and support Dr. Aissetou Yaye and the team at the ANAFE on the application of the methodology and secretariat – Dr. Sebastian Chakeredza, tools throughout the evaluation. Without Mr. James Aucha, Mr. Alfred Oduor and Ms. their input, the completion of this quick Josephine Oyoo, who patiently and diligently scan would not have been possible. took the time to share their knowledge on ANAFE. Secondly to Mrs. Enid Kaabunga of ANAFE who facilitated the collection of data and writing of this report. Acknowledgements 7 Acronyms ACP A frican, Caribbean and Pacific RAFT Regional Agricultural Forum AHT Africa Humid Tropics for Training ANAFE African Network for Agriculture, SA Southern Africa Agroforestry and Natural TAE Tertiary Agricultural Education Resources Education AABS A ssociation of African Business ARDYIS Agriculture, Rural Development Schools and Youth in the Information AAS African Academy of Sciences Society AAU Association of African ASTI Agricultural Science and Universities Technology Innovation ACP A frican, Caribbean and Pacific CAADP C omprehensive Africa Group of States Agricultural Development Programme AFF African Forestry Forum CcIPA C apacity-centred Impact AFORNET Forestry Research Network Pathway AGRA Alliance for a Green Revolution CTA Technical Centre for Agricultural in Africa and Rural Cooperation ANAFE Africa Network for Agriculture, ECA East and Central Africa Agroforestry and Natural Resources Education IAALD International Association of Agricultural Information ASARECA Association for Strengthening Specialists Agricultural Research in East and Central Africa ICRAF World Agroforestry Centre CAADP C omprehensive African ICT Information, Communication and Agricultural Development Technology Programme INGO International Non-Governmental CCARDESA C entre for Coordination of Organisation Agricultural Research and M&E Monitoring and Evaluation Development for Southern Africa NAFT National Agricultural Forum CcIPA C apacity Centred Impact for Training Pathway Analysis 8 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE CMAAE C ollaborative Masters Program ICRAF The World Agroforestry Centre in Agricultural and Applied MRCI Mobilising Regional Capacity Economics in Eastern, Central Initiative and Southern Africa NAFT National Agricultural Forum CORAF/ for Training WECARD West and Central African Council for Agricultural Research and NPCA N EPAD Planning and Development Coordinating Agency CTA Technical Centre for Agricultural PanAAC Pan African Agribusiness and and Rural Cooperation Agroindustry Consortium DANIDA Danish International RAFT Regional Agricultural Forums for Development Agency Training DFID Department for International RUFORUM Regional Universities Forum for Development Capacity Building in Agriculture EU European Union SASACID S trengthening Africa’s Strategic Agricultural Capacity for Impact FARA Forum for Agricultural Research on Development in Africa SCARDA Strengthening Capacity for GCHERA G lobal Confederation of Higher Agricultural Research and Education Associations for the Development in Africa Agricultural and Life Sciences SEF Senior Education Fellow HAAGRIM Harmonisation et Amelioration des Programmes de Master et Sida Swedish International de Doctorat en Agribusiness par Development Agency la mobilite entre l’Afrique de TAE Tertiary Agricultural Education l’Ouest, de l’Est et du centre pour UniBRAIN Universities, Business and un developpement socio- Research in Agricultural economique durable Innovation IAALD International Association of Agricultural Information Specialists Acronyms 9 Executive Summary The African Network for Agriculture, Agroforestry and Natural Resources Education (ANAFE) as a key partner of the Technical Centre for Agricultural and Rural Cooperation (CTA) was involved in the joint Capacity-centred Impact Pathway (CcIPA) study initiated in October 2012. The CcIPA had four phases: 1. planning phase In the past 10 years, CTA has provided (October 2012 to March, 2013); 2. quick scan training for ANAFE secretariat staff and and mid-term review phase (April to July, lecturers from its member institution on 2013); 3. in-depth study phase (August to a number of topics, e.g. M&E, proposal November, 2013); and 4. the follow up phase development, value chain analysis, (DATES MISSING). In this in-depth study, agricultural science and technology ANAFE explored the effects of CTA supported innovation, food security, and Web 2.0 tools. activities in four study areas: effect of short Approximately 135 lecturers and three skills enhancement training that was secretariat staff attended training workshops. technically and financially supported by Participants valued them and noted that the CTA; effect of participation in CTA workshops improved their proposal writing, sponsored conferences and meeting; joint M&E and project management, making their implementation of activities with CTA; and work much easier. These training workshops effectiveness of information disseminated have filled a significant gap so needed to be and improved capability to relate. Due to the run on a continuous basis. geographic spread of the network throughout The nomination of ANAFE’s executive sub-Saharan Africa (SSA), equal numbers of secretary to the CTA International Advisory institutions were sampled from the ANAFE Committee for Science and Technology (from focus regions of Southern Africa, Eastern 2005 to 2012), boosted her leadership skills and Central Africa, Africa Humid Tropics and contributed enormously in increasing and Sahel regions. Purposive sampling of the visibility of ANAFE through networking respondents was carried out to find more and participation in various international CTA in-depth responses on each of the four study events. Other CTA programmes that have areas. Key questions were asked on what increased ANAFE visibility in the international changes resulted from participating in events, arena include the Women Science the process through which change occurred Competion, the Young Scientist compettion and the challenges faced in causing the and Agriculture Rural Development and Youth desired change, and recommendations to in the Information Society (ARDYIS). increase the effectiveness of these activities. Results from the quick scan also beefed up the responses. 10 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE CTA provided support for a total of 35 The ANAFE network enhances the capacity lecturers from Tertiary Agricultural Education to relate through interactions during (TAE) institutions to attend the 2003 and conferences, meetings and workshops. 2007 ANAFE symposia on Improving Respondents interviewed noted that the Agriculture and Natural Resources Education, interactions ensured that they were up-to- and Mainstreaming Climate Change into date in terms of their stakeholders needs and Agricultural and Natural Resources they could easily reach policymakers and Management Education: Tools, Experiences integrate the Comprehensive Africa and Challenges. These symposia attracted Agricultural Development Programme 223 educators, policymakers, farmers, (CAADP) into their agenda. enterprise developers, natural resource The CcIPA emphasises the pathway managers, researchers and development from activity implementation, benefits at workers. Proceedings and books were institutional and individual level, and long- produced from the symposia. Respondents term transformation, in ANAFE’s land use appreciated the guidance they received in education programmes. Moving forward, it producing scientific publications and noted will be important to train institutions on the that this is helping them guide students and CcIPA so that it becomes an integral part contribute to their peer’s research activities. of institutional management processes. Respondents felt that it was important to Institutions can benefit tremendously devote some time during the symposium from its implementation. to the development of networking - the key tenets and how to sustain networks. CTA used ANAFE channels to disseminate their products. They also used such gatherings to collate their databases so that they could reach institutions better. Respondents noted that due to staff turnover in institutions, it was important to regularly verify whether their contacts were still in the institutions they originally subscribed from. More effective ways of distributing CTA products could be through institutions/ librarie or dean’s offices. Such mechanisms could ensure that students could reach these materials more easily. Executive Summary 11 PART A: JOINT IMPACT ASSESSMENT OF CTA'S SUPPORT TO ANAFE The Capacity-centred Impact Pathway Analysis Model PROJECTS CHANGES & ACTIVITIES 5 CORE CAPABILITIES OUTPUTS / OUTCOMES AT OUTCOMES DELIVERABLES BENEFICIARIES ON WIDER LEVEL SOCIETY PRODUCTS OUTCOMES AT & SERVICES LEVEL OF ORGANISATION 12 CTA-CAFAN JOINT IMPACT ASSESSMENT CTA-CAFAN JOINT IMPACT ASSESSMENT 13 INTRODUCTION & BACKGROUND 14 CTA-CAFAN JOINT IMPACT ASSESSMENT 1.1 About ANAFE ANAFE is a membership network that was launched in 1993 by 29 Tertiary Agricultural Education (TAE) institutions teaching land use disciplines in sub-Saharan Africa with the main objective of incorporating agroforestry into agricultural programmes. The network has since grown to 134 TAE institutions located in 35 African countries, which are shown in Figure 1. Figure 1: Location of ANAFE member institutions Countries with ANAFE member institute Countries without ANAFE member institute Country with focal institution Part A: Introduction & background 15 “The vision of ANAFE is to be a vibrant network leading in agricultural and natural resources education for development..” The vision of ANAFE is to be a vibrant network • To strengthen the capacity of institutions leading in agricultural and natural resources of learning in land use sciences and education for development, and its mandate, technology in Africa and develop as set out in its mission statement, is to mechanisms that enhance and sustain improve the quality, relevance and collaboration among them and with other application of agricultural and natural stakeholders; resource management education for • To enhance the understanding and development. To achieve this mission, ANAFE application of working principles and focuses its activities under four key pillars: practices that promote synergy among • To facilitate/guide the transformation of experts in all branches of land use and land use education programmes as well as facilitate better reach to stakeholders; and teaching and learning processes into more • To put in place effective mechanisms for integrative and effective approaches for participatory monitoring and evaluation of solving real development problems; Africa’s agricultural capacity and to develop and implement responsive strategies. 16 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 1.2 ANAFE organisational structure ANAFE is registered as an International At a regional level, the network is structured Non-Governmental Organisation with a into four regional chapters, one each in secretariat in Nairobi, Kenya, which is hosted Southern Africa, East and Central Africa, at the World Agroforestry Centre (ICRAF). Africa Humid Tropics, and the Sahel; which Since 2008, the secretariat has grown from are known as Regional Agricultural Forums having a single staff member to five staff for Training (RAFTS). Each RAFT has a focal members that are responsible for managing institution to coordinate activities in the the network as well as coordinating the region. This structure is shown in Figure 2. network’s projects and initiatives. At country level, the member institutions are organised into National Agricultural Forums for Training (NAFTs). Figure 2: ANAFE organisational structure GENERAL MEETING OF MEMBERS INTERNATIONAL ADVISORY COMMITTEE ANAFE BOARD EXECUTIVE COUNCIL SECRETARIAT SA-RAFT ECA-RAFT AHT-RAFT SAHEL-RAFT FOCAL FOCAL FOCAL FOCAL INSTITUTION INSTITUTION INSTITUTION INSTITUTION NAFTs NAFTs NAFTs NAFTs Part A: Introduction & background 17 1.3 Growth of the Network ANAFE has experienced tremendous growth The volume of activities run by the network over the past 10 years, both in the size of the has also increased significantly in the last 10 network, as well as the size of the projects years, as evidenced by the current operating implemented. Since 2003, the network has budget which is 91 percentage points higher seen a steady increase in the number of than the operating budget of 2003. Figure 3 member institutions from 106 in 2003 to 128 illustrates the growth of the network over the in 2007 and 134 in 2013. last 10 years in terms of membership and operational budget. Figure 3: Percentage increase in operating budget and Budget growth membership with 2003 as the baseline Membership growth 100 90 80 70 60 50 40 30 20 10 0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 18 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 1.4 ANAFE Projects 2003 – 2013 In the past 10 years, ANAFE has and the UK Department for International implemented five main projects in close Development (DFID). Table 1 gives a brief partnership with the Forum for Agricultural description of these projects. Research in Africa (FARA), and the In this period, ANAFE has also received Association of African Universities (AAU). funding and/or partnered with other Financial support for these projects was organisations, including CTA, to implement provided by the Swedish International activities focused on strengthening the Development Agency (Sida), the Danish capacity for agroforestry and agribusiness International Development Agency (DANIDA), education in Africa. Figure 8: Logical framwork for Regional Policy Dialogues 2 Project name 3 Duration 4 Funder 5 Focus 6 Universities, Business and 7 2010-2015 8 Led by FARA 9 A facility (incubator) for linking Research in Agribusiness with funding university education, research and Innovation (UniBRAIN) from DANIDA business in sustainable agriculture. 10 Strengthening Africa’s Strategic 11 2011-2014 12 Sida 13 Quality and relevance of TAE for Agricultural Capacity for Impact attaining sustainable and profitable on Development (SASACID) agriculture. Developing new cadres of professionals capable of assuming key roles in national, regional and international agricultural science, extension, business and policy. Strengthening Capacity for 2007-2013 Led by FARA To strengthen the institutional and Agricultural Research and with support human capacity of African agricultural Development in Africa (SCARDA) from DFID research and development systems to identify, generate and deliver research outputs that meet the needs of poor people. Mobilising Regional Capacity 2009-2011 Led by AAU Improvement of TAE resources by Initiative (MRCI) 1 and 2 with funding incorporating local knowledge as well 2010-2012 from DFID as results from agricultural research. Focuses on: • Improving teaching methods • Development of contextualised learning Mobilising Agroforestry capacity 2003-2006 Sida Institutionalisation of agroforestry for development education in ANAFE member institutions. Part A: Introduction & background 19 1.5 Objectives of the Joint Impact Assessment This evaluation was initiated by CTA with • Inputs obtained for immediate use in the the aim of contributing to learning for project cycle management practices (e.g. development impact within CTA and its baseline data for future impact studies and ACP partner organisations and networks like formulation/revision of CTA’s partnership ANAFE. The overall expected results from strategy). this study were: • An adapted and easily accessible • Learning opportunities identified for methodology for future impact studies. improving organisational capacity development practices in CTA and its partners (i.e. concrete/practical lessons). 20 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE THE QUICK SCAN 2 Section 1: Introduction & background 21 2.2 Process of 2.1 Design conducting the and Approach quick scan This Capacity-centred Impact Pathway The quick scan involved the application Analysis (CcIPA) incorporated three inter- of the 5Cs model and the logic model related elements: the deliverables at the to the secretariat. network level as a direct result of CTA’s Applying the logic model partnership; changes in the capabilities of the network; and outcomes among the The logical framework was aimed at direct and indirect beneficiaries that can identifying the activities and outputs at be attributed to the deliverables. ANAFE that were supported by CTA, as well as the outcomes at organisation level, Data for this evaluation was collected and outcomes to the direct beneficiaries. through: Data for completion of the logical framework • The quick scan, which consists of applying was obtained through: the 5Cs model and the logic model to reflect on the CTA ANAFE collaboration with • Key informant interviews that were held the aim of determining what worked and with the entire secretariat staff (five why, what did not work, and points for people). These focused on the activities that further in-depth study. CTA has supported and the results of these activities. A follow up in-depth study looked more intensely at some of the outcomes and • A review of relevant documentation, which impact stories revealed by the quick scan. mostly consisted of activity reports that were submitted following staff participation in CTA activities; as well as ANAFE publications that provide details of activities including conference publications, and newsletters. “This model aimed to obtain a score on five organisational capabilities – to act and commit, to adapt and renew, to deliver products and services, to relate, and to achieve coherence.” 22 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 2.3 Applying the 5Cs model This model aimed to obtain a score on five The staff also elaborated on the reasons for organisational capabilities – to act and the assigned score. Each interview took commit, to adapt and renew, to deliver approximately 2 hours. products and services, to relate, and to The following sections present the findings of achieve coherence. applying the 5Cs model and the logicmodel. These capabilities were explored using face- to-face interviews in which the staff were asked to score the organisational capability on the different attributes on a five point agreement scale where 1= strongly disagree; 2=disagree; 3= neither agree nor disagree; 4= agree and 5=strongly agree. The average score was then presented in the 5Cs model (Appendix 1). Part A: The Quick Scan 23 2.4 Analysis of ANAFE’s logic model This section presents the outcomes of Approximately 135 lecturers and three ANAFE activities that were supported by CTA secretariat staff have attended the various at the organisational level, with the direct training workshops. beneficiaries, and with the wider society 3. Dissemination of information The activities for which ANAFE has received The ANAFE secretariat and the member funding or implemented in partnership with institutions have benefited from the CTA CTA include: publications that are shared regularly, 1. Conference participation including SPORE magazine. CTA provided support for a total of 35 4. ANAFE participation in CTA projects/ lecturers from TAEs to attend two ANAFE events organised international symposia. The first The staff at the ANAFE secretariat have was in 2003 on “Improving Agriculture and attended or contributed to CTA interventions Natural Resources Education” in Nairobi, including the CTA Agriculture, Rural Kenya; and the second was held in 2008 Development and Youth in the Information on “Mainstreaming Climate Change into Society (ARDYIS) project which is aimed at Agricultural and Natural Resources Management raising youth awareness and improving their Education: Tools, Experiences and Challenges” capacity on agricultural and rural in Lilongwe, Malawi. These two conferences development issues through the use of ICTs. attracted a total of 223 educators, ANAFE is a member of the steering policymakers, farmers, enterprise developers, committee for this project and also for the natural resource managers, researchers and Women and Youth in Science competition. development workers. In 2010, CTA provided support for two secretariat staff to attend the 2.4.1 Outcomes at the 2010 IAALD World Congress. Organisational Level 2. Capacity enhancement CTA support to ANAFE activities has mainly In the past 10 years, CTA has provided contributed to three changes at the training for ANAFE secretariat staff and secretariat, which are: lecturers from its member institutions on 1. Increased profile of ANAFE among a number of topics including: other stakeholders: (a) Monitoring and evaluation – • The ANAFE symposia supported by CTA SMART Toolkit increased the visibility and profile of ANAFE (b) Proposal development among other stakeholders engaged in (c) Value chain analysis agriculture and natural resources education, as well as policymakers and extension (d) Web 2.0 organisers. The importance of visibility (e) Agricultural science and to the organisation is at the core of its technology innovation purpose as highlighted in its vision (f) Joint learning for organisational statement to be a vibrant network leading development workshop in agricultural and natural resources education for development. 24 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE • According to respondents at the secretariat, • A lthough the secretariat has not there is evidence that ANAFE is recognised documented the process of networking as a leader in agricultural and natural and contact management, all respondents resources education e.g. in 2006, ANAFE recognised that ANAFE needs to be well- was elected as the convenor for 16 networked to survive. All active ANAFE capacity-building networks that address projects involve collaboration with specific scientific and technological aspects other stakeholders. and postgraduate programmes in Africa. 3. Increased knowledge and skills of • ANAFE is also one of the lead non-state secretariat staff and in some cases actors working with NEPAD on the a change in practice: implementation of the Comprehensive • P articipation in the CTA capacity African Agricultural Development enhancement programmes has greatly Programme (CAADP). increased the knowledge and skills of the 2. Increased capacity to relate with the secretariat staff, as all training programmes external environment: are relevant to the work that ANAFE does. • All the activities supported by CTA in e.g. Training in monitoring and evaluation ANAFE have involved secretariat staff resulted in increased ability in the meeting and interacting with other monitoring and reporting of projects. stakeholders engaged in agriculture and The secretariat team is able to give natural resources education, research or feedback on the reports and provide extension services. It is through these instructions and advice to the focal interactions that ANAFE obtains information persons at the institutions on M&E. on the external environment including policy decisions, best practices, knowledge of relevant stakeholders’ work, as well as opportunities for partnership or funding that are beneficial to the organisation. “..CTA capacity enhancement programmes has greatly increased the knowledge and skills of the secretariat staff, as all training programmes are relevant to the work that ANAFE does.” Part A: The Quick Scan 25 “The direct beneficiaries of ANAFE activities are the lecturers and students in the member institutions.” 2.4.2 Outcomes with the The themes for the ANAFE symposia are Direct Beneficiaries selected based on the prevailing pertinent issues in agriculture, agroforestry and natural The direct beneficiaries of ANAFE activities resources education. For example, the 2003 are the lecturers and students in the member ANAFE symposium recognised the institutions. The activities supported by CTA importance ascribed to agriculture and have mostly contributed towards ANAFE’s natural resources in the development of aims of: African countries, as well as the inadequacy • Transforming land use education of the policies and infrastructure to facilitate programmes into more integrated and the full realisation of these benefits. The effective approaches for solving real focus of this conference was therefore on development problems; and the role of tertiary education in developing Africa’s capacity for agricultural development, • Enhancing and sustaining collaboration and a resulting publication from this among TAEs. conference – Improving Agriculture and 1. Transforming land use education Natural Resources Education in Africa: In supporting ANAFE members to participate A Stitch in Time - recommended changes in international conferences, CTA has that TAE institutions could implement to strengthened the lecturers to better make the agriculture and natural resource contribute to and engage in the dialogue programmes more responsive to society. that informed the production of curricula In a similar way, the 2008 symposium on for agriculture, agroforestry and natural Mainstreaming Climate Change into resource education; and in joint Agriculture and Natural Resources development of learning resources Management Education recognised the and proposals to submit for funding. challenges that humanity is facing as a result of climate change, and therefore discussed the role of tertiary education in managing climate change and provided a plan of action for TAEs to keep on track with climate adaptation and mitigation strategies. A further benefit for the lecturers participating in the symposia is that their work presented at the conference is published in proceedings and books. The presentations made at the ANAFE conferences are peer- reviewed and ANAFE publishes them in proceedings and book format and disseminates these widely. 26 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 2. Enhancing and sustaining collaboration • The DANIDA-funded UniBRAIN project in among TAEs which academic institutions are CTA-supported events like conferences and collaborating with research institutions, training workshops have provided the critical private sector and extension organisations space required to foster relationships among to form agricultural business incubators in institutions and between the academia, a conducive environment. research and extension organisations. Aside from the ANAFE General Meeting, 2.4.3 Outcomes with which takes place every 4 years, member Indirect Beneficiaries institutions use forums like these to foster The indirect beneficiaries of ANAFEs relationships that are vital to the successful activities are the students of the TAE implementation of region-wide initiatives in institutions, who benefit from curricula Africa. ANAFE institutions are involved in that are responsive to the sustainable a number of interventions, which require development needs of the agricultural and collaboration between institutions as well natural resources management sector, and as among academia, research and extension ultimately the farmers. The outcomes with organisations, for example: the indirect beneficiaries form the basis for • The EU-funded HAAGRIM1 project, in which the In-depth study. six universities are collaborating. 1 Harmonisation et Amelioration des Programmes de Master et de Doctorat en Agribusiness par la mobilite entre l’Afrique de l’Ouest, de l’Est et du centre pour un developpement socio- economique durable Part A: The Quick Scan 27 2.5 The 5 core capabilities of ANAFE 2.5.1 Capability to Adapt 5. Internal environment and Renew The internal mechanisms for learning 4. External environment consist mainly of the reports that are prepared after each activity (conference, The ANAFE secretariat keeps up to date meeting, and workshops). Due to the heavy with the external environment through: workloads of the staff, there is no formal • Seminars – held by other organisations structure for staff to reflect on previously hosted by ICRAF. These are 1-2 hour long implemented activities, as they immediately sessions in which ANAFE and other move on to the next activity. The lessons organisations share new findings. learned are therefore stored intrinsically with the individuals involved in the activity. • Presentations at conferences (and the resulting publications) organised by Staff appraisals are conducted twice a year, ANAFE or other organisations. and each staff member appraises all other staff members. The appraisals are then • Electronic mailing lists. discussed at the board meetings, which are • Newsletters sent to ANAFE either attended by the executive secretary, network electronically or in hard copy. manager and other board members. The • Personal networks – through which staff minutes of the board meetings are made members communicate regularly with their available to the staff to read. peers in other organisations. Internal communication is through email, • Multi-stakeholder meetings – for which meetings, telephone and face-to-face staff members are required to submit an conversations. Because of the small number out-of-office report, detailing the main of staff, communication channels do not learning from the meeting. always follow the supervisory structure, and it is common for staff to communicate The secretariat is making plans to create directly to the executive secretary despite an online repository of the out-of-office having a supervisor. reports to be accessed via the organisational intranet. “Internal communication is through email, meetings, telephone and face-to- face conversations.” 28 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 6. Monitoring and evaluation 2.5.2 Capability to Deliver Monitoring and evaluation is conducted at Products and Services the project level, mostly for purposes of accountability for resources spent. The 1. Implementation of activities/projects institutions implementing the projects are Staff hiring is competence-based, and the required to submit progress reports, which staff report that they have the technical are collated for submission to the respective knowledge and skills, as well as the funding partner. However, due to the shortage confidence to deliver the products and of staff, the organisation does not conduct services. Staff also have opportunities to progress or performance reviews that improve on their skills by attending training combine all results from all activities, and courses e.g. the ones provided by CTA. There elicit feedback from the different is however a need for an increase in skills in stakeholders engaged in ANAFE work. networking and project management for The organisation is however very aware some of the staff. of this shortfall and is currently having All staff reported that they are well facilitated discussions on how to institute and to do their work. They have adequate office strengthen the M&E function. As a result space, computers, required software (e.g. of recent M&E training, the staff is more InDesign for the communications officer, critical of M&E reports from implementing and desktop publishing software) reliable institutions and are better able to provide internet and telephone connectivity, and support and advice on improvement. other equipment like cameras. Part A: The Quick Scan 29 “All staff reported that they are well facilitated to do their work.” 2. Project/activity initiation or phasing (b) Networks with co-implementing out/termination organisations – These include organisations All projects implemented by ANAFE are that ANAFE engages with to implement relevant to its mandate of improving the interventions e.g. Regional Universities quality, relevance and application of Forum for Capacity Building in Agriculture agricultural education for development. (RUFORUM), the Alliance for a Green The projects implemented over the past Revolution in Africa (AGRA), the Association 10 years are shown in Table 1. All projects for Strengthening Agricultural Research have a detailed workplan which defines in East and Central Africa (ASARECA), the the time schedule for implementation. Centre for Coordination of Agricultural Research and Development for Southern 3. Quality assurance Africa (CCARDESA), the Pan African The quality of the staff and projects of Agribusiness and Agroindustry Consortium ANAFE is assured through: (PanAAC), and the West and Central • Regular staff appraisals that are conducted African Council for Agricultural Research by the board. and Development (CORAF/WECARD) • Peer review of reports and appraisals. (c) Other networks or organisations in the same field – These include other organisations and networks in the agriculture and natural 2.5.3 Capability to Relate resources sphere who are not engaged in joint activities with ANAFE, but are relevant 1. Level of engagement and influence of to the work of ANAFE e.g. the Association of organisation in networks, alliances and African Business Schools (AABS), the African collaborative efforts Forestry Research Network (AFORNET), the ANAFE engages in three main types of African Forestry Forum (AFF), the networks at a regional and international level: Collaborative Masters Program in Agricultural (a) Networks with funding partners – These and Applied Economics in Eastern, Central include agencies that provide funding for and Southern Africa (CMAAE), European ANAFE activities e.g. Sida, DFID, EU, as universities, consortia of universities like well as organisations through which the AGREENIUM and the Global Confederation funding is channeled e.g. FARA, ICRAF, of Higher Education Associations for the AAU, the NEPAD Planning and Agricultural and Life Sciences (GCHERA), and Coordinating Agency (NPCA) and others. the African Academy of Sciences (AAS). ANAFE is relevant in all these networks and, in 2006, was elected as the convener for 16 capacity building networks in Africa. These networks are recognised as being at the core of ANAFE’s sustainability. The first group provides funding for the network activities, and implementation is successfully achieved through the second group. 30 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 2. Mandate ANAFE has a communication strategy that The overall objective of ANAFE at the time of highlights the key communication channels formation was to promote the incorporation which include the website and blog; and to of agroforestry into agricultural programmes. a lesser extent video and mass media. Agroforestry, an integrating approach to The communication products that ANAFE farming and natural resources management generates include newsletters, posters, was then not well understood and did not banners, policy briefs, books and scientific have natural niches in academic publications. programmes. With time, more TAEs picked 2.5.4 Capability to Achieve up agroforestry, but a new problem emerged – many new areas of scientific Coherence and technological development such 1. Governance structure as biosciences, climate change and The supervisory structure for ANAFE is shown management of agriculture environmental in Figure 3. However the staff know what work services were emerging as important as well. is required of them, and report that they With pressure from society to achieve more need minimal supervision to get the work through agriculture and natural resource done. management in Africa, ANAFE expanded its mandate in 2003 to encompass agricultural 2. Vision and strategy and natural resource management and The secretariat staff are aware of the strategy make them responsive to sustainable of the organisation and many can recite development needs. either the vision, mission or can define the 3. Visibility/credibility – reputation/status/ pillars or activities. The vision and mission image are displayed in various brochures, documents and posters in the office On a regional and international platform, ANAFE is very visible and recognised for its 3. People work in promoting the quality, relevance The staff of the secretariat and board is and application of agriculture and natural culturally diverse and reflective of its network. resource training in TAEs. However at the The staff in the secretariat show diversity member institution level, ANAFE is not as with regard to: visible as it would like to be. The main • Nationality – Three Kenyans, one challenge to this is that ANAFE selects a focal Senegalese and one Zimbabwean. person who is engaged for all activities. These individuals however do not always share the • Gender – Two females and three males. information on ANAFE activities with the university community. Part A: The Quick Scan 31 “The overall objective of ANAFE at the time of formation was to promote the incorporation of agroforestry into agricultural programmes.” The board is also structured so as to The growth in the capability to act is include gender, regional, and language attributed to three main factors: representation that is reflective of the • The committed leadership and staff of network membership as follows: the organisation. • The board chair and vice chair – one should • The management structure, with ANAFE be anglophone, and the other francophone; hosted by ICRAF and therefore able to one should be male and the other female. utilise ICRAF support structures including • The executive secretary is alternately an financial and human resource anglophone or francophone (each serving management. This increases the confidence for a maximum of 5 years, renewable once). that the donors have in the organisation. • The committees in the regions should be Growth in the capacity to relate – As one of 50% male and female. the largest networks of agricultural education • Each region has representation on the institutions in Africa, and its relationship with board. regional and continental advocacy processes, ANAFE is in a unique position to galvanise 2.5.5 Most Changed Capability change across the continent. ANAFE has experienced most growth in its capability to act. The secretariat has grown from having a one staff member (executive secretary) who was responsible for implementing all network activities, to a team of five with further plans to increase the staff numbers. The growth in the capability to act is also reflected by the significant growth in the size of projects that ANAFE implements. Sida support to ANAFE has grown from US$100,000 to a US$4 million . Various partners are willing to involve ANAFE as a key implementing partner when developing and submitting a proposal for funding. 32 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE IN-DEPTH REPORT 3 Section 1: The logical framework analysis of CaFAN 33 3.1 Sampling frame and key questions The CTA/ANAFE CcIPA study involved In this in-depth study, ANAFE explored the four phases: effects of CTA supported activities in four 1. The planning phase study areas: (October 2012 to March 2013) 1. Effects of short skills enhancement 2. Quick scan and mid-term review phase training; (April to July 2013) 2. Effects of participation in CTA sponsored 3. In-depth study phase conferences and meetings; (August to November 2013) 3. Effect of joint implementation of activities 4. Follow-up phase with CTA; (MISSING DATE) 4. Effectiveness of information ANAFE participated in the mid-term disseminated; and review meeting which was held from 10 5. Improved capability to relate. to 12th June 2013 in Harare, Zimbabwe. Due to the geographic spread of the network At this meeting the quick scan findings throughout sub-Saharan Africa (SSA), a were presented and peer reviewed by selection of institutions were studied (Table 1) colleagues. Subsequently, the quick so that there was adequate representation scan presentation was revised and the across the sub-continent. Purposive sampling narrative was finalised and submitted of respondents was carried out to acquire to CTA. more in-depth responses on each of the four study areas. Table 1: Institutions used in the study ANAFE region Institution Southern Africa 1. Botswana College of Agriculture 2. Mulungushi University, Zambia East and Central Africa 1. Kenyatta University, Kenya 2. Makerere University, Uganda Africa Humid Tropicst 1. Dschang University, Cameroon 2. Abomey Calavi University, Benin Sahel 1. Bobo Dioulasso University, Burkina Faso 2. University of Thies, Senegal 34 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE “ANAFE participated in the mid-term review meeting which was held from 10 to 12th June 2013 in Harare, Zimbabwe.” Telephone interviews were carried out with Results were summarised and grouped by key personnel in these institutions who the following areas for ease of presentation: participated in CTA sponsored activities run 1. Effects of short skills enhancement by ANAFE but also ensuring representation training; in each of the areas of the study. Questions sought to find out whether the person 2. Effects of participation in CTA sponsored attended any of the CTA events listed; conferences and meetings; what changes resulted in their work from 3. Effects of joint implementation of activities participating in the event; the process with CTA; through which change occurred; who else 4. Effectiveness of information disseminated; was involved in the realisation of the change; and any documentation of the process; factors facilitating the achievement of the observed 5. Improved capability to relate. change; the challenges faced in causing Within each area, effort was made to the desired change in institutions; establish what was learnt, change or impact and recommendations to increase resulting from the intervention, why change the effectiveness of these activities. happened or did not happen and The full list of questions are given in Annex 1. recommendations for moving forward. Part A: The In-Depth Report 35 3.2 Findings: Impact of selected activities The quick scan phase, which was completed The CTA quick scan also revealed that CTA in August 2013, revealed that CTA has supported activities have mostly contributed supported and/or partnered with ANAFE to to increasing ANAFE visibility and ANAFE’s conduct the following activities: capability to relate with the external 1. Support 35 lecturers from TAE institutions environment. to attend the two ANAFE organised Results from the in-depth study were international symposia in 2003 and 2007. grouped into four areas as follows: 2. Capacity enhancement for approximately 1. Effects of short skills enhancement 135 lecturers from ANAFE member training; institutes and ANAFE secretariat staff in a 2. Effects of participation in CTA sponsored number of areas including: monitoring and conferences and meetings; evaluation (M&E), proposal development, Web 2.0 application, value chain analysis, 3. Effects of joint implementation of activities Agricultural Science and Technology with CTA; Innovation (ASTI) training, and joint 4. Effectiveness of information disseminated; learning for organisational development. and 3. Dissemination of information through 5. Improved capability to relate. CTA publications, like Spore, to ANAFE The results are given under these broad four member institutions. areas. They are summaries of responses obtained from the respondents. 36 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 3.3 Effects of short skills enhancement training In the past 10 years, CTA has provided training for ANAFE secretariat staff and Box 1 lecturers from its member institutions How respondents have benefited from on a number of topics including: short-term training (g) M&E – SMART Toolkit; M&E: (h) Proposal development; “This is a tool that I always wanted to have a (i) Value chain analysis; grip on. What I learnt is its importance in (j) Web 2.0 tools; project management, planning, what and when to monitor, and how to evaluate the (k) ASTI; and different projects I will be implementing.” (l) Joint learning for organisational “The skills gained in M&E will make my work development. now very easy. I will know what to be on the Approximately 135 lecturers and three lookout for in M&E, anticipate problems secretariat staff have attended the various before they occur, and quickly rectify issues training workshops leading to increased before they become big problems.” knowledge and skills of secretariat staff “I am now much better in project and in some cases changes in practice. management than I was before and I am For example, training in M&E resulted in able to submit my projects to my donors on improved monitoring and reporting of time. The reports would also be of very good projects at secretariat level. The same quality and are accepted at first submission. results were observed from ANAFE member I am enjoying my work even more.” institutions. Participation of the secretariat Proposal development team in CTA events has contributed to increasing the visibility of ANAFE in the “For any organisation to survive these days, international arena. Boxes 1 and 2 highlight skills in resource mobilisation are of some of the comments received from paramount importance. In this course I ANAFE member institutions. learnt skills in writing the concept note, where to submit the concept note and how to progress to full proposal development. The concept of log-frame was also adequately developed. Attention was also given to how to deal with the proposal reviews. I really learnt a lot.” “I am now in a position to write proposals which can be considered for funding and in due course I would want to turn these proposals into winning proposals so that I can help my organisation and for my personal development as well.” Part A: The In-Depth Report 37 3.4 Effects of participation in CTA sponsored conferences and meetings CTA provided support for a total of 35 Box 2 lecturers from TAEs to attend two ANAFE Recommendations on short-term skills organised international symposia. The first enhancement was in 2003 on Improving Agriculture and Natural Resources Education held in Nairobi, “I hope ANAFE and its partners, in particular Kenya; and the second was held in 2007 CTA, can continue developing more short- on Mainstreaming Climate Change into term courses and offer them on a regular Agricultural and Natural Resources basis. This will go a long way in making our Management Education: Tools, Experiences knowledge current.” and Challenges in Lilongwe, Malawi. These “In our institutions, due to the isolation and two conferences attracted a total of 223 limited capacity in given particular areas, educators, policymakers, farmers, enterprise training will be of paramount importance to developers, natural resource managers, understand how the world is moving and researchers and development workers. also to be able to be in a position to ANAFE members also benefited from contribute to the process.” CTA sponsorship to attend the agro- “Packaging and profiling of best practices in biodiversity curriculum development value chain management and sharing these workshop held in Nairobi in 2010. widely with member institutions; lobbying Some of the products emanating from the institutional leadership to embrace elements symposia are shown in Figure 2. Proceedings of the change.” of papers presented at both symposia were produced and books with authors’ papers were also produced and widely distributed as hard copies and also downloadable from the ANAFE website. Information from the symposia was therefore widely disseminated. 38 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE Box 3 Box 4 How respondents have benefited from Recommendations on future symposia attending symposia “Symposia on current issues of concern to “From my personal perspective, the process Africa’s development need to be held on a leading from abstract submission, review of regular basis. This will keep us [lecturers] the abstract, development of the full paper, current in our fields and also able to network review of the papers and eventual publication with our peers within the region and in proceedings and appearing in the book elsewhere.” was a great learning process. I am now a “It could be a good idea, if following a better scientist because of that. I have kept symposium, a morning or day could be up the momentum. I can guide my students devoted to networking. The major focus of much better in the research process.” holding a symposium is mostly to “I am in a better position now to persist in encourage networking. It is therefore writing my academic manuscripts because I important that time be afforded to building now understand the process better. I can the necessary networks in a coordinated even give advice to my peers on how they manner.” can better write scientific papers.” “While production of proceedings and or “Normally from my institutional perspective, book following the symposium is a good there are very few people specialised in a idea, further measures need to be taken to particular area. Attending the symposia liaise with scientific journals which could be ensured that I met experts in my area and interested in producing a special issue of a we were able to exchange notes. Moving journal on the theme of the symposium. For forward I have a database of a number of academics, this is a much more rewarding people I can call upon for assistance in given output.” areas I would need assistance in, in my academic life.” “Institutional isolation in sub-Saharan Africa is a huge cause for concern. Symposia are one sure way that academics can interact and network for the benefit of the students they will be teaching.” “Attending the symposia ensured that I met experts in my area and we were able to exchange notes” Part A: The In-Depth Report 39 3.5 Effect of joint 3.6 Effectiveness implementation of of information activities with CTA disseminated The ANAFE secretariat was involved in The ANAFE secretariat and member the implementation of the CTA Women in institutions have benefited from CTA Science and Youth in Science competition. publications that are shared regularly, ANAFE also had an active role in the including Spore. Boxes 5 and 6 highlight coordination of the ARDYIS project. respondent’s impressions on information Lately ANAFE has collaborated with CTA in dissemination. supervising the implementation of the CTA “Mainstreaming Tertiary Education in ACP ARD Policy Processes: Increasing Food Supply and Reducing Hunger” in Benin, Niger and Senegal. The biggest joint activity between CTA and ANAFE was a conference held in 2011 in Burkina Faso on “Conference for Sensitising Francophone Rectors, Presidents of Universities and Directors of Agricultural Higher Education Institutions”. A total of 88 participants attended, where 27 vice chancellors, 11 deans, 40 representatives of directors and coordinators and 10 representatives from international organisations were present. The involvement of both the ANAFE executive and deputy executive secretaries in these activities has exposed them to new ways of supporting women and youth in agriculture and in assessing the contribution of universities to food security. “...new ways of supporting women and youth in agriculture and in assessing the contribution of universities to food security” 40 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 3.7 Improved capability to relate Through interactions during conferences, Box 5 meetings and workshops, ANAFE obtains How information has been effectively information on the external environment disseminated including policy decisions, best practices, knowledge of relevant stakeholders work, “At the ANAFE secretariat level, we have been as well as opportunities for partnership or sharing with member institutions titles of funding that are beneficial to the publications coming from CTA, particularly organisation. Secretariat members who Spore which has wide readership. CTA also were directly involved in CTA activities learnt uses our meetings to advertise other a lot in leadership and communication styles, publications that will be available and and were able to build strong partnerships members can apply so that they can receive with other institutions (see boxes 7, 8 and 9). or purchase them.” “CTA uses the ANAFE gatherings to distribute forms which members can use to apply for Box 7 materials. From these applications, CTA has created a database to reach to our members How respondents have improved directly with any new information.” capability to relate “Symposia hosted by ANAFE are an opportunity for stakeholders to interact and Box 6 learn from each other. This has led to development of projects involving multi- Recommendations on improving stakeholders e.g. UniBRAIN (Universities, dissemination Business and Research and Agricultural “Due to staff turnover in institutions, CTA Innovation). Private sector has expressed should regularly confirm where subscribers strong willingness to team up with the would be resident, maybe yearly. This could academic sector.” be through e-mail confirmation. This would “Symposia have also assisted in reaching ensure that the publications are reaching the out to policymakers. Leaders have used intended users.” symposia to promote various agenda. “Sending key publications in addition to The network has also used this opportunity institutions/libraries or deans’ offices could to lobby for various agenda items to be other ways of reaching many more promote TAE.” potential users. The publications can then be shared with the students and reach wider readership instead of remaining on one person’s desk.” Part A: The In-Depth Report 41 “I could not imagine that my life will be completely transformed” Box 8 ASTI workshop, she invited me as a keynote speaker to the African Women Scientists “How CTA has made me the African woman workshop in Kampala and after that to the leader I am today” CTA Advisory Committee meeting in the Aissétou Dramé Yayé Netherlands. In those two workshops, I From 2000, when I was recruited as a lecturer presented my work on the 2005 famine in in Forest Management and Entomology at the Niger. I remember how my heart was beating Department of Forestry at Abdou Moumouni because of fear during my presentation in University of Niamey in Niger, to 2005 when I Kampala in front of the Ugandan Minister of received an invitation from CTA to attend an Agriculture and afterwards in front of all the ASTI training workshop in Nigeria, I could not professors and executives of international imagine that my life will be completely organisations who were members of the CTA transformed. Advisory Committee on Science and Technology (AC/S&T). CTA promoted me to a My work at the faculty was tough because I full member of the AC/S&T from 2007 to 2012. was the only female lecturer among about 30 male colleagues, the majority of whom were I can say for sure that the CTA short skills very traditionalist and conservative. In 2004 I enhancement training I benefited from, applied for the position of head of my coupled with participation in CTA sponsored department, but I lost the election because my conferences and meetings, has given me the colleagues preferred to give their voice to my opportunity to relate, to see how others work challenger who was much younger and less and to finally get my international positions experienced than me. first as a programme officer at the Forum for Agricultural Research in Africa (FARA) and I had no other responsibility than teaching afterwards as the executive secretary of ANAFE. and supervising students’ research. Therefore, it was by pure accident that I was sent by the While trying whenever possible to promote dean to replace the Faculty of Agriculture’s other young African women, I wish to say official representative at the ANAFE regional “Thank you CTA” for making me the African meeting organised in Niamey. One year after woman leader that will always be grateful for that, at the ANAFE meeting held in Mali, I was your support.” elected the Chair of the Sahel Chapter of ANAFE, based at my university. By observing Judith Ann Francis who sent me the CTA invitation letter to the ASTI training workshop in Nigeria, and who facilitated the workshop, I learnt my first lesson of how a woman should fight to impose herself in a male dominated profession. I imagine that Judith also saw in me a woman who needed support in order to grow, because right after the 42 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE Box 9 Recommendations on improving “The network should encompass the capability to relate continental agenda, e.g. Comprehensive Africa Agricultural Development Programme (CAADP) “All symposia held should end up with a and themes for conferences, seminars, declaration or a series of policy briefs being symposia should centre on continental produced. These products should be used to agenda items.” reach out to policymakers to champion the agenda of TAE institutions.” Part A: The In-Depth Report 43 3.8 Analysis 3.8.1 Theory of change 3.8.2 Effects of short skills The theory of change in this in-depth study is enhancement training envisaged as depicted in Figure 3. Activities Following formal training, academics always happened at the network level which merely find that they are inadequate in terms of new affected secretariat staff at ANAFE. However, techniques and methodologies in their work within the member institutions, further area. Examples of areas include pedagogics, benefits were observed in terms of increased proposal development, M&E, value chain capacity to relate, increased knowledge and analysis, and innovation system. Other skills, and later, increased visibility of ANAFE new and emerging issues like risks and and its member institutions. Finally, the uncertainty, climate change, biotechnology ultimate aim was transformations in land and agribusiness, require new ways in which use education programmes and enhanced we can equip our trainers with the necessary collaboration among TAEs. skills on a short-term basis. Figure 3: The Theory of Change ACTIVITIES EFFECTS OF ANAFE EFFECTS OF INSTITUTIONS INCREASED CAPACITY TO RELATE CONFERENCE PARTICIPATION INCREASED KNOWLEDGE AND SKILLS INCREASED PROFILE TRAINING WORKSHOPS OF ANAFE INCREASED VISIBILITY JOINT IMPLEMENTATION INCREASED CAPACITY OF THE INSTITUTION MEMBERS OF ACTIVITIES TO RELATE INCREASED KNOWLEDGE DISSEMINATION OF AND SKILLS OF STAFF TRANSFORMATIONS IN PUBLICATIONS LAND USE EDUCATION PROGRAMS PARTICIPATION IN ENHANCED COLLABORATION RELEVANT EVENTS AMONG TAES 44 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE “Already positive benefits are taking place from innovation systems platform training.” Undergoing such short skills enhancement This led to further recognition within training resulted in most participants feeling their institutions and their area of expertise more comfortable to handle other things leading to further growth and development at work and accomplish much more with in their career. This is a focus area on limited stress, particularly in areas of capacity building where ANAFE lays great proposal writing and M&E. As new areas emphasis. Analysis of the process leads become available, further training will be also to identification of areas to focus necessary to equip lecturers particularly on in capacity building. with new methodologies which would make Further, most conference participants their work easier. Already positive benefits linked up with other experts in their field. are taking place from innovation systems This led to further individual and institutional platform training. Lecturers appreciate now collaboration, particularly in proposal writing, more than ever before, the need for them scientific writing and external examination to involve all stakeholders in the and even exchange of germplasm and implementation of their project work. collaborative analytical work. Endowed Training should be undertaken in an on-going institutions, are almost always willing to manner. This is the only way lecturers can share resources with those institutions who remain current in their field and make a will be constrained. This would ensure on significant contribution in the lives of poor a regional and continental basis, resources farmers. ANAFE has a strong role to play in are used optimally for the benefit of our this regard in reaching out and networking institutions and students. the constituency. And to undertake this, the ANAFE is happy to play a role in network needs supporting partners like CTA. maintaining a database of available capacity 3.8.3 Effects of participation and sharing it as needed for the benefit of in CTA sponsored conferences member institutions. and meetings 3.8.4 Effectiveness of Participants from the institutions took information disseminated part in conferences convened by ANAFE, in The ANAFE secretariat and member particular the 2003 conference on Improving institutions have benefited from CTA Agriculture and Natural Resources Education publications that are shared regularly, in Africa and the 2007 conference on including Spore. The staff at the ANAFE Mainstreaming Climate Change in secretariat have attended or contributed to Agricultural Education. The participants went CTA interventions including the CTA ARDYIS through the process of writing abstracts, project that is aimed at raising youth submission, evaluation, editing and writing awareness and improving their capacity full scientific papers in a rigorous manner. on agricultural and rural development Most participants indicated that this ensured issues through ICTs. growth and development in their career. Part A: The In-Depth Report 45 “It has even gone ahead and established databases whereby it can reach out to members directly with its products.” ANAFE has a seat on the steering committee All the activities that CTA has supported of this project and the Women and Youth in in ANAFE have involved secretariat staff Science competition. meeting and interacting with other CTA has also used opportunities at ANAFE stakeholders engaged in agriculture and gatherings to reach out to many more natural resources education, research or institutions with its products. It has even extension services. It is through these gone ahead and established databases interactions that ANAFE obtains information whereby it can reach out to members on the external environment including policy directly with its products. This synergy decisions, best practices, knowledge of created with ANAFE has been healthy relevant stakeholders work, as well as and needs to be continually fostered. opportunities for partnership or funding that are beneficial to the organisation. 3.8.5 Improved capability Although the secretariat has not documented to relate the process of networking and contact ANAFE is visible and reputable among management, all respondents recognised relevant networks and partners. It maintains that ANAFE needed to be well networked relationships with relevant donors, partner to survive. All active ANAFE projects involve organisations (co-implementers), and similar collaboration with other stakeholders and organisations. Communication channels and collaborating with CTA is highly valued and products (newsletters, websites, posters, needs to be continuously promoted. banners, policy briefs, books and scientific publications) ensure that ANAFE is visible and maintains a credible image. 46 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE CONCLUSION 4 CTA-CAFAN JOINT IMPACT ASSESSMENT 47 The support that CTA has provided ANAFE has contributed towards strengthening the capacity of the secretariat as well as network member institutions. This is expected to result in a stronger and sustainable network and therefore one that is more effective at improving the quality, relevance and application of agricultural and natural resource education in Africa. In moving forward, it will be important to Further benefits can further accrue from the explore the extent to which CTA supported collaboration with CTA, looking beyond the activities have worked in synergy with other four key areas of short skills enhancement support ANAFE receives, to advance the training, participation in CTA sponsored mission of ANAFE. conferences and meetings, information The current in-depth work conducted has disseminated, and improved capability shown the following benefits: to relate. These areas can be used to distill an agenda moving forward. 1. That hosting and participating in conferences has influenced the relevance Institutions need to be trained in the and effectiveness of agricultural and CcIPA methodology so that they can natural resource training at TAE level institutionalise it in programme in Africa. management processes. They stand to benefit tremendously from its 2. Training activities have resulted in changes implementation. in practice among ANAFE member institutions. 3. Newsletters, brochures and conference publications and training activities have been a useful source of information for use by network members in their training programmes. 48 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 4.1 Where to from here? 1. I t is important to note that CTA support to 3. ANAFE is hosted by ICRAF, which conducts ANAFE has mostly been for participation in most of the support functions e.g. human events, therefore the focus of this work is resource management, procurement, and on the outcomes of participation in these maintenance of office utilities (internet, events, and not the outcomes of other water, electricity). The benefits to this are ANAFE projects. that ICRAFs systems are well-established 2. ANAFE has a lean secretariat of five staff and trusted by the funding partners, and who manage all activities of the therefore ANAFE can attract larger organisation. To reduce the workload on investments than it would otherwise. the secretariat, and to increase efficiency A further advantage of this is that it gives and effectiveness of activities, part of the the secretariat the opportunity to grow, implementation is devolved to member without having to worry about these institutions and to the regional chapters or functions. RAFTs. The ANAFE focal person at the focal The drawback to this arrangement, however, institutions is the senior education fellow is that ANAFE has to pay 15% of its project (SEF) who is paid a stipend for the time costs to ICRAF, which increases the cost of allocated to ANAFE initiatives. There are project delivery to ANAFE. ANAFE is not still some challenges to fully realising this always able to convince funders to cover structure, including: these costs and often has to find other • The SEFs are not able to allocate means of overcoming this by giving the sufficient time to ANAFE activities contract to another African organisation. because of other activities competing Another drawback is the increased processing for the time available outside of their time for some services that are obtained from teaching duties. For example, when ICRAF. other organisations approach ANAFE for contacts within the institutions, it is the focal persons who are recommended. • Some of the SEFs are not sharing information on ANAFE with other lecturers, therefore all knowledge on the organisation and its work is housed with one person, which affects continuity when the focal person leaves the institution. • Sometimes the SEFs do not inform ANAFE on time when they are no longer holding a position of authority, and therefore in a position to effect change. Part A: Conclusion 49 PART B: EXPLANATION OF THE CCIPA MODEL AND PROCESS (THIS SECTION INCLUDES THE LESSONS LEARNED FROM THE NINE CCIPA STUDIES OF ROUND 1) Capacity-centred Impact Pathways Analysis (CcIPA) model: design, testing and use through collaborative case studies Prepared by: Ibrahim Khadar (CTA), Tarikua Woldetsadick (CTA), Jan Brouwers (CDI-WUR) The Capacity-centred Impact Pathway Analysis Model PROJECTS CHANGES & ACTIVITIES 5 CORE CAPABILITIES OUTPUTS / OUTCOMES AT OUTCOMES DELIVERABLES BENEFICIARIES ON WIDER LEVEL SOCIETY PRODUCTS OUTCOMES AT & SERVICES LEVEL OF ORGANISATION 50 CTA-CAFAN JOINT IMPACT ASSESSMENT CTA-CAFAN JOINT IMPACT ASSESSMENT 51 OVERVIEW OF THE CcIPA MODEL 52 CTA-CAFAN JOINT IMPACT ASSESSMENT 5.1 Introduction In 2012, CTA’s Learning, Monitoring and Evaluation (LME) Unit initiated a joint impact study of the Centre’s technical and financial support to its long-standing partners, focusing on nine national and regional organisations and networks in Africa (ANAFE, EAFF, FANRPAN, IPACC, KENAFF, RTN and RUFORUM) and the Caribbean region (CaFAN and CARDI). These organisations and networks cover more The next two sections explain the process, than 50 countries and they are as diverse as starting with the context in which the impact the countries they cover - some operate as a study was conceived and designed, followed small secretariat with nodes and members in by a short description of the different phases their various constituencies, while others are of the study, during which the model was large organisations with sub-offices in various formulated and applied. Sections 4 -6 present countries. Some are university networks while respectively, the key features of the CcIPA others are farmers’ organisations. Their areas model, some of the immediate benefits of of intervention range from ICTs, to forestry the impact study, and the next steps education and from research to policy foreseen in the future development and advocacy. The study was limited to application of the CcIPA model. Contact collaboration with CTA over the past ten details of the experts who contributed to the years.Eighteen months after the study was testing and development of the CcIPA model formally launched in a workshop held at are listed in Annex 1. These lists are included CTA’s Headquarters in Wageningen, on 29-30 as an acknowledgement of the fact that, October 20122, this initiative has produced a while CTA has provided the technical number of very interesting results that have leadership and financial support for benefitted the participating institutions, with developing CcIPA, the impact study has some of the results, such as the formulation benefitted extensively from the active of the CcIPA model itself, likely to be of involvement of CTA’s partners and local M&E interest to the wider development experts, as well as advice given by a number community. The other results include: EU-based M&E experts, in particular from (i) improved understanding of the impact three international development centres pathways of CTA’s and its partners’ project based in the Netherlands, namely WUR-CDI, interventions, (ii) availability of baseline ECDPM and MDF. data for future impact studies, and (iii) strengthened M&E capacities (including 2 Consultation on 29-30 October 2012 at CTA’s Headquarters CTA’s) of the participating organisations. in Wageningen, attended by representatives of CTA, ANAFE, KENAFF FANRPAN, CDI-WUR, ECDPM, MDF and two private/ This paper presents the main highlights individual consultants. of this exciting experience. Part B: Overview of the CcIPA model 53 5.2 Context in which the CcIPA model was designed Evaluation methodologies are never context- While a number of authoritative voices in free, even though as they get more accepted the field of evaluation have subscribed to there is a tendency to pay less attention to the view that impact assessment should the context in which they are applied. CTA go beyond programmes and projects, wanted to carry out an impact assessment and explore the influences and roles of of the support it has provided to its long- the implementing organisations, CTA and standing partners, using an evaluation partners observed during the planning methodology that would genuinely promote of the impact study that the development joint learning. It was in light of this community has not yet come up with a consideration that the LME Unit sought satisfactory impact assessment model that to set up an evaluation exercise that would fulfils this requirement. It is in order to meet the following requirements: address this methodological vacuum that (i) centred on the partner organisations/ CTA brought several partner organisations/ networks rather than focusing exclusively networks and M&E specialists together to on the interventions, products or services identify a suitable tool, which subsequently that CTA supported, led to CTA spearheading the development of the Capacity-centred Impact Pathway (ii) focused on the impact pathways, rather Analysis (CcIPA) model. than only looking for impact, and The decision to focus on ‘impact pathways’, (iii) facilitated collaboration throughout which is expressed in the second requirement the evaluation exercise – leading to the above, is acknowledgement of the complex direct involvement of about thirty nature of the change processes that are participants from Africa, the Caribbean involved in creating and sustaining and Europe. development impact. As such, the evaluation (iv) mobilised strong internal support from framework should take account of the key staff in the participating interactions among the key actors (direct organisations. and indirect beneficiaries, stakeholders), The first requirement poses a serious as well as the complex human and challenge methodology-wise. Within the institutional relationships that may have development community, the commonly a crucial bearing on how impact occurs. accepted practice in impact assessment is The next section explains how the third to identify the ‘significant or lasting changes requirement (i.e. regarding communication in people’s lives, brought about by a given among the participants) was handled action or series of action’. Changes in the effectively during the implementation capacities of the organisations and networks of the impact study. Regarding the fourth that implement the development actions are requirement, effective communication and not normally considered as impact, which careful planning and tack were applied, explains why impact studies are usually especially within CTA where the LME carried out separately from the evaluation Unit needed to secure funding for this of organisational capacity development. unconventional study. 54 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 5.3 Implementing the impact study through different phases The joint impact study involved four distinct A key element of the strategy was to phases: planning, quick scan, in-depth study implement the study in two distinct phases and follow-up. The main activities in each - a quick scan of approximately three phase are listed below (see tables 1a, 1b, 1c months, followed by in-depth studies. It was and 1d), with an indication of how the also agreed that each partner organisation responsibilities were shared among the has responsibility for managing their case participants (i.e. CTA, partners and consultants). study, including the selection of an external During the planning phase, CTA and partners M&E expert, based locally, who will work with recognised the need for an effective the staff member appointed to serve as the implementation strategy that would ensure focal point. The external expert brings good communication among the participants the technical support while the staff as well as their full commitment to the study. member brings the data and information. Table 1a: Planning phase Task Responsibility Preparation of draft Terms of reference for the impact study CTA Selection of partner organisations and networks CTA Negotiation of contracts with EU-based advisers (from CDI-WUR, ECDPM and MDF CTA and UK) 2-day workshops to discuss methodology and develop road map for impact study CTA, partners and (hosted by CTA in Wageningen) EU-based advisers Negotiating roles/responsibilities between CTA and partners CTA and partners Selection of focal points within partner organisations Partners Preparation of guidelines for the quick scan CTA and advisers Table 1b: Quick scan phase Task Responsibility Appointment of local M&E experts Partners Backstopping of quick scan methodology through face-to-face meetings, emails, CTA/ CDI-WUR/ ECDPM Skype, telephone to guide local teams Mid-term review workshop (Harare, Zimbabwe - June 10-12) to examine the findings CTA, partners and EU-based advisers of the Quick Scan (hosted by FANRPAN) Peer reviewing of quick scan reports CTA/ CDI-WUR/ ECDPM Revision and finalisations of quick scan reports and PPTs Partners/ local consultants Selection of in-depth study topics Partners Finalisation of guidelines for the in-depth studies CTA and CDI-WUR Part B: Overview of the CcIPA model 55 “The external expert brings the technical support while the staff member brings the data and information.” Table 1c: In-depth study phase Task Responsibility Preparation of inception notes for carrying out the in-depth studies Partners/ local consultants Review of inception notes CTA Implementation of in-depth studies (approximately two topics per organisation) Partners and local consultants and reporting Peer review and revision of in-depth study reports CTA and CDI-WUR Finalisation, peer review and revision of in-depth study reports Partners and local consultants Table 1d: Follow-up phase Task Responsibility Dissemination of the findings All participants Promoting organisational learning from the impact study CTA and partners Further refinement of the methodology. CTA Finally all the organisations were consulted at all the stages of the study: the methodology design, definition of scope, scheduling and budgeting, and mid-term progress review. 56 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 5.4 The CcIPA model explained3 CcIPA is a synthesis model based on the • C apability to relate to external premise that the performance and impact of stakeholders: this is about building and organisations or networks depend to a large maintaining networks with external actors extent on the state of their capabilities. The (including governmental structures, private CcIPA model is built around three main sector parties, civil society organisations conceptual components: the Five Core and in the end their constituencies) Capabilities (5 CCs) model, the Logic Model • C apability to achieve coherence: and a framework for categorising impact concerns the strength of an organisations’ indicators. Each of these models or identity, self-awareness and discipline. framework is adapted to a certain degree to fit into CcIPA, with the logic model Each of these five categories was further undergoing the most far-reaching divided into sub-categories referred as modification. domains. A total of fifteen domains were a. Conceptualisation of CcIPA identified, with two or three key questions per domain to help collect the information During the planning phase, participants needed for assessing an organisation’s agreed that instead of attempting to capability. construct an entirely new model, the team As already indicated, the participants agreed should draw on the existing array of to complement the 5Cs model by the Logic established evaluation frameworks/models4. model6, with the latter being adapted (see In view of the emphasis on the capabilities Figure 1 below) to reflect the fact that of organisations, it was decided that the organisations/ networks learn and change as 5 Core Capabilities (5Cs) model5 be given they engage in development processes, a central place in the CcIPA model. The five which in turn affects their ability to make core capabilities applied to the impact study an impact. can be summarised as followed: • C apability to act and commit: concerns 3 Since the model is described in detail in a 22-page guideline, the ability to work properly, including only the salient points are highlighted in this article. planning, taking decisions and acting on 4 The following framework considered: logical framework/DAC these decisions collectively. criteria, theory of change, logic model, 5 Core capabilities, outcome mapping, results-based management and • C apability to deliver on development participatory impact pathway analysis. objectives: concerns the organisations’ 5 The 5Cs model was developed by ECDPM and applied in an skill to ensure that it is producing what extensive impact assessment study financed by the Dutch it is established to do. Government in 2009-10. 6 The logic model was chosen because it is less rigid than • C apability to adapt and self-renew: logical framework and better suited to evaluation exercise. concerns the ability of an organisation to learn internally and to adjust to shifting contexts and relevant trends. Part B: Overview of the CcIPA model 57 Figure 1: Logic Model adapted for the CcIPA framework Activities Deliverables Outcomes Outcomes Outcomes Involving multiple Resulting from the (Organisation / (Direct (Indirect programmes and grouped activities. network level) beneficiaries beneficiaries actors (including CTA Deliverables may be • Short-term level) level) and partner) over a project outputs or • Medium-term • Short-term • Short-term given period (e.g. the direct services not • Long-term • Medium-term • Medium-term last 10 years). related to any • Long-term • Long-term partnership project. Categories of imapct Categories of Impact Dimension of Impact (not Description of Impact (not fixed, not Questions (Fixed) fixed, not exhaustive) exhaustive) Wealth/Capital Income Increased Revenue for farmers Why? What for? Why not? Political empowerment Policy New policy adopted For whom? Human/Technical Unplanned? New skills Use of new ICT tools Empowerment Etc... Social capital Network New organisations joined Natural/Environment Climate Change New measures taken to mitigate changes The CcIPA framework combines activities Regarding the impact indicators the from different programmes, projects or participants drew on previous work services, whereas the conventional use of the undertaken under the auspices of Oxfam7 to logic model is limited to a single project or develop a template, referred to as the ‘impact programme. Outcomes at the level of the categorisation table, with a similar format to implementing organisation/ network are the 5Cs, containing the following heading: separated from outcomes at the level of • Impact Categories: which are a list of beneficiaries, whereas the common practice possible general types of impact is to only differentiate outcomes along the time line (short-, medium-, and long-term). • Dimensions of impact: which are a list of possible changes or specific domains within the general type of impact/impact category • Description of impact: which are examples of possible changes/impact • Questions: which are a list of questions to help first investigate the impact/finding/ story and then to narrate the story 7 Chris Roche 1999; Impact assessment for development agencies – learning to value change (Oxfam development guidelines) 58 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE The Capacity-centred Impact Pathway Analysis Model PROJECTS CHANGES & ACTIVITIES 5 CORE CAPABILITIES OUTPUTS / OUTCOMES AT OUTCOMES DELIVERABLES BENEFICIARIES ON WIDER LEVEL SOCIETY PRODUCTS OUTCOMES AT & SERVICES LEVEL OF ORGANISATION As shown above, the five categories of impact products and services. Deliverables may included in the CcIPA model are: (i) wealth/ be directed at the partner’s capacity capital, (ii) political empowerment, (iii) building needs or made up of products/ human/ technical empowerment, (iv) social services aimed at the partner’s beneficiaries. capital and (v) natural resources/ CTA’s support may be only partial but environment. must be considered significant. Overall a key feature running through the (ii) Changes in the capabilities: of the CTA different constituents is the categorisation of partner organisations/ networks. These indicators aimed at making the information can be also described as outcomes at more manageable as well as facilitating level of the organisation or network. communication among the participants. (iii) Effects (medium-, long-term b. Application of CcIPA outcomes / impact): on the partner’s direct and indirect beneficiaries or on the The Capacity-centred Impact Pathway wider society that can be attributed to Analysis (CcIPA)8 framework incorporates the deliverables and/or changes in the three inter-related elements, as shown in the partner’s core capabilities. horizontal segments of the model (moving from left to right): The application of the CcIPA framework will produce a graphical representation of the (i) Outputs/Deliverables: These are changes resulting from diverse interventions outputs at the level of the partner over time. organisation or network as a direct result of CTA’s partnership with the organisation 8 T he development of this synthesis model has been proposed or network. They are defined in relation and led by Ibrahim Khadar, in collaboration with the participants at the three preparatory meetings held at CTA’s to the set of project interventions or headquarters in Wageningen, the Netherlands. Part B: Overview of the CcIPA model 59 LESSONS LEARNED FROM IMPACT STUDY AND NEXT STEPS 60 CSeTAct-iCoAnF 2A: NC oJnOtIeNxTt IiMn PwAhCicTh A tShSeE CSCSIMPEAN mT odel was designed Concerning the participating Concerning the wider organisations development community Improved understanding of the impact • CcIPA contributes to an emerging new pathways practice which is stronger self-evaluation. • Implications of core capabilities (especially So, the utilisation in the evaluation capability to relate) community in terms of methods and quality standards for (assisted) • Growth of organisations/ networks self-evaluation is in my view one of • Feedback from beneficiaries the use results. • Better appreciation of CTA’s support • CcIPA is also inspiring the evaluation Baseline information community in terms of 1) combining different methods, and 2) adapting them • Nine quick scan reports (finalised) to the specific information needs of the • Nine in-depth study reports (partially partners. In other words, a kind of completed) calibration was done, designing Enhanced M&E capabilities methodologically to the learning needs of the partners. • Strengthening of CTA’s M&E framework Next steps Joint learning • Intensify dissemination of findings and • the evaluation has resulted in new CcIPA model; arrangements and procedures how partners collaborate. • Carry out a second round of impact studies; • collaboration between ANAFE and • Further clarification of impact pathways. RUFORUM (e.g. joint article for the AfrEA conference) “CcIPA contributes to an emerging new practice which is stronger self-evaluation” Part B: Lessons learned from impact study and next steps 61 PART C: KEY FINDINGS FROM ALL NINE REPORTS (THIS SECTION SYNTHESISES THE FINDINGS OF ALL NINE QUICK SCAN REPORTS) The Capacity-centred Impact Pathway Analysis Model PROJECTS CHANGES & ACTIVITIES 5 CORE CAPABILITIES OUTPUTS / OUTCOMES AT OUTCOMES DELIVERABLES BENEFICIARIES ON WIDER LEVEL SOCIETY PRODUCTS OUTCOMES AT & SERVICES LEVEL OF ORGANISATION 62 CTA-CAFAN JOINT IMPACT ASSESSMENT CTA-CAFAN JOINT IMPACT ASSESSMENT INTRODUCTION 7 64 CTA-CAFAN JOINT IMPACT ASSESSMENT CTA initiated this joint impact study with the aim of promoting learning for development impact with its long- term ACP partner organisations and networks. The study has been carried out in two phases between October 2012 and June 2015, with the first phase that was completed in 2014, involving nine partners: CaFAN and CARDI in the Caribbean region, and ANAFE, EAFF, FANRPAN, IPACC, KENAFF, RTN and RUFORUM in Africa. The second phase, which was launched in 2014, concerned five partners: NARI and SPC in the Pacific region, and AFRACA, PROPAC and WOUGNET in Africa. Close to 50 ACP and EU experts participated in the study. A key achievement of the joint impact The first part of the summary below study is that the LME Unit has successfully introduces the nine organisations that spearheaded the development and took part in the study. The summary then application of an innovative impact captures the main findings and lessons assessment methodology, referred to from the quick scan reports. Presentation as the Capacity-centred Impact Pathway of various findings is adapted to the nature Analysis (CcIPA) model, with support from of the findings appearing as tables or as CDI-WUR, ECDPM, and MDF and the nine ACP narrative text where applicable. The third and partner organisations and networks involved final part provides a glimpse into the in- in the first phase. The study has provided depth report findings of all nine reports. baseline information for future impact studies and also identified opportunities for organisational capacity development. CTA and its partners are committed to sharing the lessons from this joint study widely. The joint impact study represents one of the various forms of evaluations and impact assessments which CTA undertakes to generate information necessary for learning, accountability and decision-making. Part C: Introduction 65 BRIEF DESCRIPTION OF THE ORGANISATIONS 8 66 CTA-CAFAN JOINT IMPACT ASSESSMENT ANAFE CARDI The African Network for Agriculture, The Caribbean Agricultural Research Agroforestry and Natural Resources Education and Development Institute (CARDI) was (ANAFE) is a membership network of Tertiary established in 1975 and was charged by Agricultural Education (TAE) institutions. regional governments with the task of The network was launched in 1993 by providing for the research and development 17 universities and 12 technical colleges needs of the agriculture sector in the region teaching land use disciplines in sub-Saharan as identified in national plans and policies, Africa with the main objective of as well as providing an appropriate research incorporating agroforestry into agricultural and development services to the agricultural programmes. The ANAFE network has since sector of member countries. CARDI’s mission grown to 134 member institutions in 35 is to contribute to the sustainable economic African countries. The vision of ANAFE well being of Caribbean people by the is to be a vibrant network leading in generation and transfer of appropriate agricultural and natural resources education technology through agricultural research for development, and its mandate, as set and development. CARDI currently has offices out in its mission statement, is to improve in 14 member states across the Caribbean. the quality, relevance and application of agricultural and natural resource EAFF management education for development. The East African Farmers’ Federation (EAFF) CaFAN was formed in 2001 as a non-political, non- profit, democratic apex organisation for CaFAN was established in 2004 as a regional farmers in Eastern Africa. Its role is to voice network of farmers’ organisations within legitimate concerns and interests of farmers the Caribbean region. The network now in the region on issues such as markets, represents over 500,000 small farmers productivity, capacity building and within 20 farmers’ organisations across 13 information dissemination, with an aim of Caribbean countries. With a secretariat in enhancing regional cohesiveness and the St Vincent and the Grenadines, CaFAN aims social-economic status of farmers. EAFF’s to improve the quality of life for small farm mission is to represent, lobby and advocate families throughout the Caribbean region for Eastern African farmers interests and and to gain economic empowerment and build their capacities in order to build a sociopolitical independence in the prosperous and cohesive farming community agricultural sector. One of CaFAN’s guiding in Eastern Africa. EAFF promotes regional philosophies is that a sound education in agricultural trade through market food and nutrition security can help develop appropriation, improvement of value chain attitudes and values which can lead to a management and promotion of farming as reduction in food importation. a business and entrepreneurship. Part C: Brief description of the organisations 67 “KENFAP is currently present in 42 out of the 47 counties in Kenya representing over 1.8 million farm families.” FANRPAN IPACC Food, Agriculture and Natural Resources Indigenous Peoples of Africa Coordinating Policy Analysis Network (FANRPAN) is an Committee (IPACC) was founded by African autonomous regional stakeholder-driven community-based organisations participating policy research, analysis and implementation in the UN Working Group on Indigenous network. It was established in 1997 and is Populations.The first constitution was now represented in 16 Eastern and Southern adopted in 1997 and the secretariat opened African countries in Africa with its members in Cape Town in 1998. IPACC is composed ranging from governments to private sector of member organisations, an elected 18 organisations, research institutions, farmer member Executive Committee (with a 3 year organisations, policy think tanks, and other mandate), a secretariat and a legal trust. civil society bodies. FANRPAN promotes There are currently 135 community-based effective food, agriculture and natural member organisations in 22 countries, resources policies through partnerships, consisting mostly of primarily hunter- capacity building, policy research and gatherer peoples and mobile pastoralists. analysis, and policy advocacy. FANRPAN’s IPACC’s mission is to assist member activities and programmes focus on five organisations to understand international/ thematic areas (food systems, agricultural multilateral norms and standards of rights productivity and markets, natural resources and treaties, and to advocate for the and the environment, social protection and application of these norms and standards livelihoods, and institutional strengthening). at national and local levels. Its secretariat is based in Pretoria, South Africa. KENFAP Kenya National Federation of Agricultural Producers (KENFAP) is a membership organisation drawing members from farmer groups, cooperatives and commodity associations. It is the umbrella organisation representing farmers in Kenyan agriculture. As the recognised voice of Kenyan farmers, its key role is to articulate issues specifically affecting farmers and generally the agriculture sector in Kenya. It is a member of the International Federation of Agricultural Producers. KENFAP is currently present in 42 out of the 47 counties in Kenya representing over 1.8 million farm families. KENFAP’s mission is to progressively influence change in the agricultural sector environments and promote agri-business through targeted interventions. 68 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE RTN RUFORUM The Rwanda Telecentre Network (RTN) is a The Regional Universities Forum for Capacity Rwandan non-profit organisation established building in Agriculture (RUFORUM) is a in 2006 and incorporated in 2009 with the consortium of 32 member universities in support of the International Development Eastern, Central and Southern Africa. Research Center’s (IDRC) Telecentre.org RUFORUM envisages a vibrant agricultural programme. RTN was started as a network for sector linked to African universities which can knowledge and information exchange on ICTs produce high performing graduates and high- for development (ICT4D) in Rwanda. With quality research responsive to the demands support from partners, RTN has been able of Africa’s farmers for innovations and able to to transform from an informal network generate sustainable livelihoods and national to a strong institution with national and development. It has a mandate of capacity international recognition in ICT4D through building for universities to strengthen the telecentre movement advocacy. The research, graduate training and maintenance network now includes 140 members of collaborative working relations among who are practising ICT entrepreneurship researchers, farmers, national agricultural throughout Rwanda. research, and governments and is a platform for networking, resource mobilisation and advocacy for higher agricultural education. Part C: Brief description of the organisations 69 SELECTED FINDINGS ON THE CAPACITY OF THE ORGANISATIONS 9 70 CTA-CAFAN JOINT IMPACT ASSESSMENT 9.1 Capability to act and commit ANAFE has committed staff at the secretariat FANRPAN’s leadership and management with strong leadership and management. This domain was awarded the highest rating of is evidenced by the 91% growth in the size of the three domains in this capability area. the projects since 2003; growth in staff from FANRPAN staff felt that the network has an one person in 2008 to five currently; and action-oriented leadership, a clear vision and motivated staff who continue to deliver mission, and is able to plan, take decisions despite large workloads. and act. FANRPAN has a good track-record CaFAN depends critically on the support of in managing and implementing projects volunteer staff and the commitment of and liaising with stakeholders and follows member organisations for the execution of a a participatory approach to project number of its programmes but organizational management. The constitution sets out commitment is high. CaFAN has been able to decision-making structures. The nodes, demonstrate a fairly high degree of success through the AGM, are the main decision- in the execution of its programmes and in making body of the network, and appoint attracting new funding partners. It scored the board. most highly in this area. IPACC has a number of systems for CARDI has an action-oriented leadership. communicating with its members but it The organisation’s culture is committed and is acknowledged that there is room for decision-making is often participatory and improvement to accompany the intended based on acquired information. The capability growth. The ability to plan, take decisions bears out the observed efficiency with which and act is a provided by competencies the organisation executed project activities appropriately distributed across the and produced deliverables. secretariat, executive committee and trust, and is strongest at the secretariat. However, EAFF scored highly for organisational significant administrative support is needed commitment and decision-making at the secretariat and a challenge that lies structures/mechanisms (18/20). The ahead is for IPACC to more effectively establishment of various committees of monitor and evaluate its progress, the board for improved oversight as well effectiveness and impact, which it is as regular staff meetings were sighted enthusiastic to do. as the main evidence for improved decision- making structures and governance. Part C: Selected findings on the capacity of the organisations 71 9.2 Capability to adapt and self renew KENFAP has a well-established organisational ANAFE is well networked with relevant structure with technically competent staff organisations in the external environment. who are committed towards successful However the internal structures for self- implementation of projects. The assessment and learning are not formalised. organisation’s ability to manage projects is Monitoring and evaluation is focused on remarkable as shown by various evaluations progress reporting on a project basis and made by donors, e.g. World Bank. Many, not at organisation level. however, felt that the organisation’s culture CaFAN has been able to capitalise on the to commitment especially at the field level changing policy environment for the is wanting and hence alternative measures promotion and recognition of the agricultural need to be taken. sector as well as capitalising on emerging RTN staff take part in the planning and market opportunities. The organisation has execution of projects from operational to recently launched a new project bringing strategic level. Joint social activities, together producers and buyers, which signals information sharing among staff and a new phase in CaFAN’s development from a networking outside work all help team spirit. networking platform to an organisation that Monthly staff meetings provide a platform in facilitates market development and which all issues are discussed with staff and expansion. The small number of staff and decisions taken. Although key decisions are informal nature of the organisation does not taken by the board and the executive lend itself to overarching institutional director, others are taken in consultation structures for feedback. However, among with telecenter managers. staff and member organisations there is RUFORUM was rated moderately on “action- openness in communication which is oriented leadership”. However it was noted informal but works effectively for the that its ability to manage and implement organisation to facilitate both positive projects, as well as liaising with staff and and negative feedback. stakeholders, is good. Project design and CARDI has not always taken external implementation is usually participatory. It environment changes into account well nor also has a strong ability to mobilise financial, has it provided adequate incentives for a institutional and human resources to support learning culture. The human resources policy implementation of programmes. RUFORUM’s is still not well implemented and internal secretariat has? a legal basis to make binding communication is not as open as it should commitments on behalf of the organisation. be. Feedback from stakeholders is taken into However, the internal decision-making account in daily processes and reflects the structures/mechanisms scored rather low renewed mandate. The M&E process has not really contributed to improving project delivery and is an area for joint investment in the future. 72 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE “RTN staff take part in the planning and execution of projects from operational to strategic level.” EAFF scored high in both external and IPACC has been salutary in its ability to internal environment domains (19/20). EAFF analyse, access, and respond in a turbulent, ensures it remains closely linked to external complex and negative environment for actors by providing e-Learning opportunities indigenous peoples and their organisations. to its staff through short courses, and sharing In terms of intervening, IPACC is also of information via social media, emails and extremely strong in accessing entry points the website. EAFF sponsors and and leverage for effecting change, for gaining accommodates staff time spent on training access, and for building allies. There is plenty in ICTs, including Web 2.0. M&E received the of evidence of how learning has occurred, lowest rating as M&E is only conducted at and informal mechanisms to enable this. project level; EAFF needs to develop an There is an intention to set up a ‘Council of institutional M&E framework. Elders’ to serve as the institutional memory FANRPAN scored the lowest out of the and a source of wisdom for a constantly 5Cs in this area (4/5). However, FANRPAN adapting organisation such as IPACC. has consistently shown that it was able to However, a well designed M&E system adapt to a changing environment and renew is overdue. its strategic orientation and operations. KENFAP’s M&E of projects and presence FANRPAN takes external environment of the federation’s staff in areas of changes into account in its planning and implementation has allowed for regular operations. Its strategic plan, vision, mission information flow to the management which statement and programme areas have been in turn has been used to make critical revised to respond to changes in the region. decisions that have resulted in the improving A culture of sharing information and lessons on areas of weaknesses for enhanced is encouraged within the secretariat and realisation of targets. Committees are formed internal communication is open and to look into emerging issues and provide a transparent.FANRPAN has introduced report to aid in decision-making in a bid to an M&E component in all projects (with make appropriate responses. However, gender sensitive indicators). Feedback baseline surveys are rarely done and M&E is from stakeholders is taken into account currently project-based. It is necessary to in daily processes have a progressive overview of the performance of the entire organisation in all areas in order to conduct the relevant intervention measures. Part C: Selected findings on the capacity of the organisations 73 9.3. Capability to deliver RTN learning is undertaken through ANAFE has skilled staff who are recruited reporting and joint review of activities based on the competencies required. The implemented, and discussing weekly and infrastructure is adequate to deliver products monthly progress reports. Staff provide and services. Staff appraisals are reviewed by backward and forward communication the board as a quality assurance measure. between RTN leadership and beneficiaries. CaFAN – M&E is one of the weaker areas Internal learning is carried out through staff and M&E systems need to be enhanced. meetings and training of staff who become Currently, mechanisms are embryonic trainers to beneficiaries. and at times informal. However, it is an RUFORUM programmes are shaped by an often recognised weakness of all voluntary analysis and understanding of the higher organisations and represents an area that agricultural education and agricultural CTA could provide greater assistance in development landscape in which RUFORUM addressing. This element was one of the operates and are used to position RUFORUM lowest scoring of all the capabilities. for future growth. However the secretariat CARDI – the review results paralleled needs to systemise and institutionalise the perception in the wider Caribbean tracking of the external environment. Regular community that CARDI staff are competent reflections and M&E are undertaken, and the for the job they need to do but the implementation process improved/adjusted, organization does not necessarily have based on the lessons from implementation adequate infrastructure. The type of projects experiences. The finalisation of the theory that are undertaken fit in to the overall of change clarified a lot of processes at the strategy and are consistent with the renewed secretariat, and refinement of outcomes mandate and the quality of the organisation’s and indicators at secretariat, university, work is well assured. network levels. EAFF scored high for the implementation of activities/projects, project/activity initiation or phasing out/termination, and quality assurance mechanisms. The high ratings are attributed to the fact that all project managers and officers are appointed or assigned according to capability, merit and specialisation and therefore have the technical competence, skills and confidence that assure effective delivery on assigned projects. 74 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE “CARDI staff are competent for the job they need to do but the organization does not necessarily have adequate infrastructure” FANRPAN has implemented 65 projects RTN staff have skills and resources but and successfully closed 55; its projects and not at a satisfactory level. All projects programmes often involve more than one undertaken are in line with RTN strategic country. The number of employees and objectives, thus RTN produces results based scope of FANRPAN’s activities have also on productivity and revenues generated by increased while the number of funded business delivery centers (telecenters). activities and projects has grown, including RUFORUM staff have the requisite skills to several multi-year projects. Its research perform their duties. The well-developed and projects have had important policy relevance constantly improving website, as well as a at multi-country and regional level and functional e-mail system, was noted to ease FANRPAN has adopted a more thematic communication thereby enabling staff to programmatic view and is moving from access external knowledge and information project to programme mode. However, sources. However, limited office space and FANRPAN has identified the need to further absence of a wide area network to connect focus on capacity development. Its vision for the various office buildings need to be 2013 is to strengthen leadership development addressed. Financial internal controls are and innovation. in place; reporting guidelines and data IPACC has a 3 year plan and competent collection tools/templates are also in place. staff with the required skills to perform their different functions. One tension that IPACC needs to face is whether it continues to expand, consolidate or contract to a core group of dedicated members. A second is whether the secretariat stays lean, innovative and robust with all the right people doing the right work, or whether it grows in response to member needs. The capacity of member organisations to do projects also varies from region to region and from organisation to organisation. KENFAP - from the many projects implemented by the organisation, it can be surmised that the organisation has the ability to deliver products and services. However, despite the various efforts made in phasing out projects, there is a need to strengthen the structures and systems to a point of self- sustainability once the donors have stepped out. Staff need more capacity building in this area. Annual appraisals exist but quality assurance procedures were not documented. Part C: Selected findings on the capacity of the organisations 75 9.4 Capability to relate ANAFE is visible and reputable among EAFF is increasingly being recognised as relevant networks and partners. It maintains a credible, strong and professional regional relationships with relevant donors, partner organisation for consultation in the region organisations (co-implementers), and similar and is often invited to represent smallholder organisations. Communication channels and farmers in Eastern Africa at regional and products (which include a newsletter, continental forums. The high rating is also websites, posters, banners, policy briefs, attributed to new initiatives by EAFF books and scientific publications) ensure especially in building the knowledge that ANAFE is visible and maintains a management hub and contracting a media credible image. consultant. Consequently EAFF has gained CaFAN has become the leading farmers’ more visibility through exposure in organisation in the Caribbean and has international, regional and local media. become recognised at government level FANRPAN staff felt that FANRPAN has as the official voice for farmers in the region. operational credibility and political and social Over the last 5 years, CaFAN has been able legitimacy, is aware of the importance of to develop a number of new strategic coalitions, and is able to maintain alliances partnerships and has also broadened and they rated themselves highest for this its stakeholders base to include other capability (20/20). Despite the high score, development partners like FAO and the FANRPAN staff are continuously considering EU. Additionally, people with a high profile, ways to improve the network’s level of attracted to CaFAN’s executive board have engagement and visibility, including at the become champions and key spokespersons 2013 annual staff planning workshop. There for the organisation. CAFAN scored highly are still some capacity areas that could be in this area. strengthened further, e.g. engagement CARDI is involved in all relevant networks between the regional secretariat and the and these collaborations effectively nodes, capacity of the nodes, partnerships strengthen its regional profile. The (such as with regional economic community organisation has a strong reputation among and the private sector), and implementation its stakeholders and is seen in a positive light of the communication strategy. within the Caribbean. 76 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE “EAFF has gained more visibility through exposure in international, regional and local media” IPACC is relatively secure and recognised RTN is a member of NetAfrica and Telecentre. as the primary African indigenous peoples’ org. Because RTN is part of the decision- network by members, donors, partners and making for both networks many relations UN agencies. IPACC has endeavoured to build are created, thus the number of partners good relationships with governments. IPACC is increasing. There is an increasing and has functional partnerships with a wide range potential number of diverse partnerships of well-chosen organisations and is seen to with public and private organisations. be confident and effective in these The government looks to empower and partnerships. IPACC is able to bring people work with the private sector more than ever together and help people work together before. Policy influence comes through joint effectively. IPACC has built itself slowly, participation to develop ICT for community through building strong relationships with a development stipulated in the national wide range of donors, the majority of which ICT policy. have stayed with IPACC over many years. RUFORUM is engaging in relevant networks KENFAP engages actively in affiliations, and partnerships which add value to the partnerships and collaborations that are network objectives and members; it has mutually beneficial at local, regional and worked with seven different categories of international level. The federation is visibly organisations, and collaborated with over present in most parts of the country and 50 individual organisations. FARA recognises the organisation has great credibility among RUFORUM as a key partner for stakeholders. Nonetheless, more capacity implementation of CAADP Pillar 4, and building is necessary to better equip the COMESA gave RUFORUM a mandate to staff at district level to be at par in the oversee graduate training and networks formation of partnerships as their of specialisation. RUFORUM has a strong counterparts at headquarters in developing visibility, reputation, and image supported and sustaining partnerships. by its website, newsletter and side events at conferences. Part C: Selected findings on the capacity of the organisations 77 9.5 Capability to achieve coherence ANAFE has good comprehension of the FANRPAN staff felt that management is vision, mission and strategy of the network. supportive of staff operations and creates an There is diversity in the staff and board to enabling environment. Staff are aware of the reflect the geographical distribution of the vision and strategy of the organisation and network, as well as language and gender this is also discussed annually at different diversity. There is easy camaraderie and free forums with different stakeholders. FANRPAN communication amongst the staff and the has created organisational banners that executive secretary is accessible to all staff. reflect the values, vision and mission CaFAN - the current voluntary nature of the statements, which are also displayed on the staff provides for some implicit weaknesses website. The board is responsible for overall in the ability of CaFAN to align institutional governance and policy direction. However, processes with the organisational mandate FANRPAN’s capability to achieve coherence and vision. However, it is noted that CaFAN, would be strengthened if it could ensure with the support of PROPEL, is set to roll out institutional stability and staff continuity, for a multi-million project which would provide which it needs to secure multi-year funding. permanent programme, field staff and IPACC has a clear vision and mission and general institutional support. Additionally, reformulates its strategy at the executive the organisation has also recently developed committee meetings, conferences, and a number of institutional protocols which workshops in a semi-formal way as formal should provide greater capacity for planning is costly. However, working together coherence. on a strategic plan at least once in next 5 CARDI (no information). years would strengthen IPACC and deepen and widen ownership of a conscious strategy EAFF is proud of having a clear organisational although it is expensive to ensure democratic, hierarchy that is known to staff. The participatory and regular action from 135 governance structure is further supplemented member organisations in 22 countries. The by the human resource policy that guides secretariat has an appropriate diversity of staff in their operations, communication and people, languages and capability, to support relations. The goal, vision, mission and the executive committee. IPACC members strategic objectives are well documented in and secretariat staff share a common set of the EAFF strategic plan and are known to values that is clearly visible in their practice. staff at all levels, thereby providing a road map. The content of the strategic plan is KENFAP has an elaborate management often referred to during staff appraisals. structure, supportive of staff, with clear roles A conducive working environment and specified at each level. The current strategic great team work is cited as the main plan was responsible for implementing the contributor to the high rating in the management structure. The technical staff people domain of the capability. use the strategic plan document to design the year plan based on the federation’s objectives, from which the annual appraisals are based. The strategy and vision of KENFAP is strong within the organisation. 78 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE RTN holds a general staff meeting once or RUFORUM staff are well aware of the twice a month. Information sharing, organisation’s strategy (score 4). In 2012, induction and mentoring is undertaken to RUFORUM produced branded notebooks ensure a shared vision among staff. which spell out its vision, mission and impact statement which staff distribute to stakeholders during events. The issues with the human resource policy and implementation are challenging and are in need of improving. Part C: Selected findings on the capacity of the organisations 79 KEY FINDINGS FROM LOGICAL FRAMEWORK ANALYSIS 10 80 CTA-CAFAN JOINT IMPACT ASSESSMENT 10.1 ANAFE Activities / 35 lecturers from TAEs received support to attend two ANAFE organised Outputs international symposia in 2003 and 2008; CTA also supported 2 secretariat staff to attend the 2010 International Association of Agricultural Information Specialists (IAALD) World Congress. CTA provided training for 3 ANAFE secretariat staff and approximately 135 lecturers from member institutions on M&E, proposal development, value chain analysis, web 2.0, ASTI and Joint Learning for Organisational Development. The Executive Secretary of ANAFE has been a member of the CTA Advisory Committee for Science and Technology since 2007. Other staff have contributed to CTA interventions e.g. ARDYIS project and Women and Youth in Science competition. Outcome at Increased visibility and profile of ANAFE among other stakeholders organization engaged in agriculture and natural resources education, as well as level policymakers, and extension organisers. Through interactions during events, ANAFE obtains information on the external environment including policy decisions, best practices, knowledge of relevant stakeholders work, as well as opportunities for partnership or funding. Increased knowledge and skills of secretariat staff and in some cases a change in practice e.g. M&E resulted in improved M&E of projects. Outcome at Transforming land use education programmes into more integrative and individual effective approaches for solving real development problems. Lecturers level attending the ANAFE symposia have contributed to and engaged in the dialogue that informed the production of curricula for agriculture, agroforestry and natural resource education. Conferences and training workshops have provided the critical space needed to foster relationships among institutions and between academia, research and extension organisations. Impact The support provided by CTA to ANAFE has contributed towards strengthening the capacity of the secretariat as well as the network member institutions. This is expected to result in a stronger and more sustainable network which is more effective at improving the quality, relevance and application of agricultural and natural resource education in Africa. Part C: Key findings from logical framework analysis 81 10.2 CaFAN Activities / Project management capacity building; improving the financial Outputs management and monitoring of CTA contracts; liaising with consultants and resource persons; liaising with CaFAN national focal points; managing the technical scheduling, documentation, communication and reporting functions of CTA contracts. A workshop on youth in agriculture; upgrading and dissemination of CaFAN stakeholder directory; campaign to mobilise new members and establish national focal points; survey on CaFAN members’ needs; CaFAN participation in regional agricultural exhibitions. Production/dissemination of CaFAN newsletter; web-based communication; production and dissemination of factsheets; update and dissemination of CaFAN brochure. Outcome at Specific outcomes include increased ability to deliver projects and organization reports, enhanced ability to leverage resources and partnerships, and level better management of organisational expansion and implementation of innovation. The visibility of CaFAN was enhanced; strengthened membership base through increased stakeholder involvement. Outcome at Increase in youth participation in sector in organisational structures individual within the farming sector has grown by 50% as a direct result of CaFAN level interventions. Improvement in the production, quality and price of farm produce to the benefit of the wider society. Strengthening of farmers’ capacity to take advantage of market opportunities and improved farm practices. Impact CTA support has directly helped the organisation to grow institutionally, increase its visibility and networking, and expand and strengthen its membership base. 82 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 10.3 CARDI Activities / Implement e-consultation with wider stakeholder groups to obtain and Outputs synthesise key policy messages related to policy perspectives for the conservation, sharing and utilisation of Caribbean crop biodiversity under climate variability and change. Study conducted on “Establishment and Development of a Regional Farmers and NGO Network in the Caribbean“ which led to survey report, expressions of interest for development of network. Findings of spice case study presented at a one-day workshop which led to case study report and analyses, recommended next steps. Outputs according to theme: ICM: software, methodologies and management protocols. Agricultural Science, Technology and Innovation: studies, industry maps, and policy recommendations Climate change: practical mitigation and adaptation models to policy guidelines and suggested best practice. Networking: Group formation protocols, necessary preconditions for group/network success. Research methodology: Documented methodologies for determining research needs, research prioritisation and research utility. Briefing meeting: Financial and technical instruments. Web 2.0: Software manipulation Media: Podcasts, press stories, video and radio offerings. Part C: Key findings from logical framework analysis 83 Outcome at CARDI recognised as having science-based positions on climate resilient organization agriculture. Seen as an engaging organisation willing to learn from the level experiences of others. CARDI provides nurturing secretariat support for proposed network. CARDI led the recovery effort for the spice industry in Grenada (post hurricane Ivan. Reciprocal feedback mechanisms put in place such that CARDI steers policy and can proactively design the requisite programmes and projects. CARDI has gained in-house expertise to communicate with its various publics using internet-based systems. Enhanced capacity to interact with younger stakeholders. CARDI managers, researchers and technicians have been provided with specific research communication and outreach methods and tools in addition to being equipped to use mass media for communicating with stakeholders. CARDI staff can link the MTP to more meaningful research and output, use a common instrument for identifying research issues and the adoption of methodologies to deliver output, and report research results in a standard format. A core group can train regional scientists in the use of the methodology. Outcome at Enhanced understanding and consensus among stakeholders on individual key policy issues regarding plant genetic resources (PGR) for agriculture level in the context of climate change. Farmers linked to rolled out projects are more capable of managing PGR in selected root crops. Collaboration between scientists, farmers and other stakeholders strengthened through greater understanding of the ASTI system. Ten Scientists have the skills to analyse the ASTI system. Climate change case studies provided on-farm prescriptions to effect mitigation and adaptation measures. Closer collaboration between scientists in three nations leading to the implementing of climate resilient protocols in a fourth country. Several entities base their buying and selling behaviour in new markets on CARDI research results. 84 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE Impact The climate change activities are all linked to knowledge systems that have led to verifiable changes in policy direction, on-farm operations and philosophical perspective. Significant information flows, some knowledge transfer. Vibrant network filling the void which predicated its formation. Web 2:0 Providing new channels to farmers and researchers for information. Media: Heightened sensitivity to a range of issues impacting the agricultural sector and national development in light of climate change. Part C: Key findings from logical framework analysis 85 10.4 EAFF Activities / Managing communication for advocacy by smallholder farmers’ Outputs organisations in Eastern Africa. Development of EAFF website, including training of EAFF staff on Web 2.0, development of social media tools and e-learning. Climate change and bio-energy conferences, which enabled EAFF to produce policy position papers on climate change and bio-energy. Design and implementation of a coherent and harmonised communication framework and plan for advocacy purposes. Outcome at Design and implementation of a coherent and harmonised organization communication framework and plan for advocacy purposes. level The development of policy positions, proposals and messages. Effective communication on climate change and bio-energy. Improved EAFF’s capacity. Development of media strategy, EAFF website and use of social media leading to increased visibility for EAFF and its members. Outcome at Increased and visible debate on climate change and bio-energy issues individual due to the improved understanding brought about by the conferences. level Impact Better interaction with wider policy environment. Strengthened networking among various actors and improved knowledge sharing. Increased visibility for EAFF and its members. Increased and visible debate on climate change and bio-energy issues. Unexpected impacts: Adoption of a CTA financial management system, improved proposal writing skills, improved project management and reporting as well as improved human resource capacity through involvement in CTA re-organisation and conference planning meetings. 86 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 10.5 FANRPAN Activities / CTA and other partners have supported the hosting of 10 policy dialogues Outputs in Southern and Eastern Africa. Prepared and disseminated 23 policy briefs and 35 newsletters to policymakers and FANR stakeholders; six training workshops for 80 African journalists; prepared and disseminated information on agricultural issues of regional strategic importance through print, radio, tv and digital and social media; updated and maintained website; updated stakeholder directory; conducted case studies on contribution of agriculture to economic growth and policy reduction in Malawi and Mozambique; conducted case studies of youth engagement in agriculture in six African countries. Revision of FANRPAN strategic and operation orientation; strengthen FANRPAN information and communication capacity at regional and national levels; improved FANRPAN’s ability to mobilise resources and interaction with potential funding sources. Outcome at Raised profile, increased visibility and increased awareness of its activities organization among a wider audience. level Improved capacity to transform policy analyses and recommendations into communication and advocacy products that contribute to national and regional policy discussions. Contributed towards building capacity and skills of youth in conducting research. Increased the network’s understanding of the engagement of youth in agricultural value chains. Media training and outreach enabled FANRPAN to draw on a group of journalists that understand and are able to report on FANR issues. Outcome at On average regional policy dialogues have been attended by more than individual 200 participants since 2009 and more than 30 countries were represented. level The largest representation was from NGOs and CSOs, followed by governments, research and academic institutions, and the private sector (agri-business). Improved access to FANR material. Improved reporting of journalists on FANR issues. Part C: Key findings from logical framework analysis 87 Impact Information generated by African policy network is now available to a wider audience with the potential to shape perceptions and contribute to policy discussions. The website has become a reference point on regional FANR, climate change and youth matters. The inclusive nature of policy dialogues brings a wide-range of stakeholders together on an equal footing to consider key regional issues. Improved access to details about FANR stakeholders improves networking and knowledge sharing. 88 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 10.6 IPACC Activities / Regional conference on participatory mapping and environmental Outputs advocacy, in Namibia; • regional adaptation and meteorology workshop, in Chad; support for advocacy and side events at UNFCC COP15 (Copenhagen), COP17 (Durban) and COP18 (Doha). Participatory 3D mapping in Kenya, Gabon and Chad. ICT/Web 2.0 training related to climate advocacy. Support to develop IPACC pan-Africa climate and environment plan. IPACC Secretariat has hosted the IUCN TILCEPA (Theme on Indigenous Peoples, Local Communities, Equity & Protected Areas) secretariat with the IPACC director of secretariat serving two mandates as the co-chair of this international advisory body. Outcome at IPACC has moved into the domains of climate advocacy, environmental organization policy and natural resource tenure advocacy. level Greater profile politically and also on the ground with members as a result of participatory mapping. The use of new media/ICTs for networking and rural advocacy. IPACC has a growing range of competent partners in human rights and climate/environmental advocacy including international NGOs, church- based partners, UN agencies and training/internship partners. Bringing indigenous knowledge into the climate change and environmental rights terrain and debates. Part C: Key findings from logical framework analysis 89 Outcome at Through IPACC, members have access to international spaces, key individual people, recourse mechanisms, training and internships with other level organisations, and sustained contact with other indigenous peoples’ groups. Opportunities for indigenous peoples to meet other indigenous peoples across the world to build a shared identity in the face of their marginalisation. Members have developed skills, particularly in relation to engagement, negotiation, and building relationships. Indigenous peoples’ organisations have developed a far higher profile over the past few years and acquired a certain status in debates across Africa. Members and leaders served in the last three years as experts on the UN Permanent Forum on Indigenous Issues (UNPFII), on EMRIP and on the UNEP Major Groups body. Impact IPACC has influenced a “very large” society with the signing of the UN Declaration on the Rights of Indigenous Peoples (UNDRIP) in 2007. With the signing of the UN Declaration, international norms, standards and instruments are largely in place to ensure the Declaration holds. The rise of an indigenous peoples’ movement, applauded by many and reviled by others, has been a major restructuring of African civil society. IPACC and its members are recognised by African states as the representative body of indigenous peoples in Africa. The participatory 3D mapping work in Gabon lead to PIDP-Kivu in the DRC to conduct a series of participatory mapping projects in areas around protected areas in the lower altitude areas of Kahuzi-Biega National Park. IPACC’s status led IUCN to award IPACC two coveted slots at its World Conservation Congress in 2012 and an advisory role for the influential World Parks Congress in 2014. 90 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 10.7 KENFAP Activities / Training of farmers in 20 field schools; training for commodity Outputs associations; staff training courses on ICT and communication. Development of an effective ICM system and structure – 10 RICs fully equipped; information communication through radio and TV programmes; use of mobile phone SMS services in information delivery. Organisational brochure, monthly newsletter, stickers, posters, fliers and other promotional material for members. Linking farmers to the internet in “Linking local learners”. Collecting information on current innovations and storing on KENFAP database and publishing on website. Outcome at KENFAP staff members have improved their skills, are considerably organization more computer literate and are able to offer better services to level members; through the proposal writing trainings, members of staff have increased their fundraising capacities. KENFAP staff and members have been able to gain from sharing experiences with other farmers from all over E Africa. Visibility and credibility of KENFAP has improved; KENFAP is consulted at high levels on agricultural issues and is engaging with more and bigger partners and chairing various forums such as the Agricultural Committee of Kenya Private Sector Alliance, Kenya Climate Change Working Groups, among others. Increased membership and wider geographical coverage. KENFAP’s advocacy mandate has been expanded and its voice in lobby and advocacy legitimised. Outcome at Improved communication between farmers and other stakeholders. individual Members have benefited from ease of access to timely, relevant and level credible information. Impact A nationwide information infrastructure has been set up which has significantly impacted on the needs of farmers. KENFAP now attracting more, longer-term and closer partnerships with major donors. KENFAP built the capacity of farmers’ organisation in the region on ICT through knowledge management acquired from the CTA partnership. Part C: Key findings from logical framework analysis 91 10.8 RTN Activities / Participation in telecentre sustainability workshop, in Lusaka; Outputs participation in the India Study tour: Africa-India Dialogue on ICT, 2010; • organising workshop for telecentre managers in Rwanda. • Conducting a telecentre baseline study in Rwanda; establishing the RTN web presence; Web 2.0 learning opportunity in Rwanda. • Facilitation of CTA delegation visits to Rwanda. Outcome at Increased sustainability of RTN and its members. RTN has evolved and organization transformed into a strong organisation locally, with a management level structure, staff, telecenters and partners/stakeholders. Study tour to India has enabled RTN to replicate the India telecentre model in Rwanda (case of 1,000 telecenters). RTN has also forged strong partnership with the government through RDB who own most of the public telecentres. Increased RTN membership. Easy contact and collaboration with members. Improved image of RTN amongst stakeholders. The adoption and use of Web 2.0 skills among RTN staff. Web 2.0 training becomes an income generating activity for RTN. Improved networking and knowledge exchange among telecentre operators. Outcome at Increased awareness of RTN in Rwanda. Increased RTN visibility among individual rural ICT entrepreneurs as well as international level. Improved image of level RTN among stakeholders. Beneficiaries have access to training and business support services. Impact Improved understanding and appreciation of telecentres in Rwanda and their operation mode. Increased employment in rural areas. Improvement of online information exchange on ICT4D in Rwanda. Increased knowledge and use of Web 2.0 technologies in Rwanda. PPP model has been forged between RTN, CTA and MINAGRI on ICT promotion for rural farmers. Improved information sharing among institutions and practitioners in ICT4D. 92 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 10.9 RUFORUM Activities / 153 staff and student participation in at least seven international Outputs conferences; creation of awareness and advocacy for higher agricultural education through organising of workshops and conferences such as CHEA. Skills enhancement training courses for over 200 graduate students, and research scientists (including on IKM4D, SDM, proposal and scientific writing, Web 2.0, M&E smart toolkit, ASTI etc). Co support with the African-wide women and young professionals in science competitions; at least four projects were implemented with CTA as associate partner. Provided support to RUFORUM universities for specific resource mobilisation; facilitated establishment of links between RUFORUM member universities with other organisations, projects and networks in the ACP region. Outcome at Improved visibility & influence of RUFORUM as a key reference platform organization for HAE; participants in jointly organised conferences, side events & level training events; Increased capacity of individuals. Increased competitiveness of the network: more grants won under ACP-EU EDULINK, ACP-S&T, and ACP-EU intra academic mobility. Increased opportunities for collaboration between RUFORUM network and other actors in the ACP region; Enhanced reach of RUFORUM: e.g. with ANAFE to West Africa; supporting formation of network (Pacific Islands Universities Research Network - PIURN). Enhancing quality of the regional graduate training programmes: e.g. partnership with Agrinatura; allowing RUFORUM member universities to draw in best practices e.g. Earth University. Part C: Key findings from logical framework analysis 93 Outcome at Improved knowledge and skills for staff and students. individual Creation of enabling environment for quality training and research level (improvements in policies, procedures, infrastructure and logistical support). Heightened awareness of quality assurance and leadership & management issues in universities. 72 university & 57 students staff won research grants. Increased engagement with value chain actors. Impact Catalysed change in university policy on curriculum development. Improved focus on TAE in the ACP region. An increase in the awareness of policymakers of the need to support TAE in Africa. 94 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE RECOMMENDATIONS FOR FUTURE CTA SUPPORT/ ENGAGEMENT 11 CTA-CAFAN JOINT IMPACT ASSESSMENT “CTA should consider supporting further institutional building for the organisation” ANAFE: CTA support has greatly contributed EAFF: Observed shortcomings of CTA projects to the capability of the ANAFE secretariat included short and uncertain durations, long and member institutions to relate, as well lags in disbursement of approved funds and as to deliver services. This support has been over-emphasis on tangible products that activity based, which occurs when a CTA constrained proposals intended to tackle event is found to coincide with the needs policy issues due to the elusive nature of of the organisation. The main policy influencing. Recommendations include recommendation is that CTA support is continued support in documentation and made known publicly on a regular basis; formulation of M&E at the institution level, ANAFE will then be better placed to predict and establishment of baseline studies and and plan for joint activities with CTA. to consider supporting human resource CaFAN: CTA should continue to support capacity building. CaFAN’s capacity building and information FANRPAN: CTA’s funding was largely dissemination activities. CaFAN should provided on an annual basis or for relatively seek to further institutionalise the reporting short periods, which made the funding less functions of national focal points and predictable and limited FANRPAN’s ability to CTA should consider supporting plan activities for significant periods of time. further institutional building for Disbursing lump-sum funding that could be the organisation. Greater institutional used for longer periods and/or agreeing on a capacity needs to be built in M&E. number of activities that CTA would be able CARDI: The areas of ‘learning’ and to support over a medium-term period would ‘cohering’ are prime candidates for CARDI- make it easier for FANRPAN to plan its CTA investment in the future. The logical activities. CTA support largely did not provide framework should be modified based on for staff input, but funding for a dedicated cultural context, and design of projects/ staff member working on CTA-funded activities should be outcome oriented and projects may be more cost effective, and sustainable. Weak areas in the 5Cs could improve project delivery and assessment should be investigated with strengthen the capacity of the regional an aim to improve, whilst strong areas should secretariat. FANRPAN was also overburdened be reviewed and not taken for granted. The by extensive reporting requirements. work in the areas of Web 2.0, climate change and media engagement display positive results and further study of these areas would be beneficial. Research results should be promoted to multiple audiences. CTA should recognise the enhancement of its brand in the region and consolidate relations with CARDI given the positive return on investment of CTA funds. 96 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE IPACC: CTA projects and support have RTN: CTA support has led to a number of led to greater profile politically and also key results including attending workshops on the ground with members as a result and conferences to exchange information of participatory mapping, its traditional and share experiences with other telecentre knowledge strategy on climate and practitioners; RTN institutional structures environmental advocacy, and the use of and capacity has been strengthened. RTN new media/ICTs for networking and rural has increased its capacity to negotiate, and advocacy. However, IPACC needs more as a result achieved the rights to host the resources to develop traditional NetAfrica project, participate in NICI III knowledge climate adaptation planning, and implement the community guidelines and engage more with development cluster, amongst other Africa Group negotiators prior to activities. However, CTA support did not have COPs. IPACC also needs stronger a clearly defined scope and a M&E plan. It is technical partnerships with others recommended to incorporate monitoring doing community-based adaptation plans in future projects. RTN should seek and pastoralist advocacy and rights more partnerships going forward so as to work in Africa. strengthen the telecenter movement KENFAP: With CTA support, the organisation campaign in Rwanda and enable RTN to has become more visible, more vibrant and implement the 1,000 telecenters plan; there grown to include more partnerships, which is a need to secure more partnerships and have resulted in more funding. push for implementation as soon as possible. Communication within the organisation and with the outside world has greatly improved, easing sharing of information and enhancing service delivery. Members have benefited from ease of access to timely, relevant and credible information. Other stakeholders are able to communicate with farmers with ease through blogs, resource websites and email. No specific recommendations given. Part C: Recommendations for future CTA support/engagement 97 ANNEXES 12 98 CTA-CAFAN JOINT IMPACT ASSESSMENT 12.1 List of Participants in the CcIPA impact study ACP-EU Technical Centre for Agricultural Caribbean Farmers Network (CaFAN) and Rural Cooperation (CTA) 16 D r. Cleve Scott 1 D r. Ibrahim Khadar 2 Ms Tarikua Woldetsadick Regional Universities Forum for Capacity Building in Agriculture (RUFORUM) Food, Agriculture and Natural Resources 17 Mrs. Agnes Obua-Ogwal Policy Network (FANRPAN) 3 M r. Tshilidzi Madzivhandila East African Farmers Federation (EAFF) 4 M s. Sharon Alfred 18 Ms. Joyce Wanjiru 5 M s Siphokazi Phillip EU-based M&E Specialists African Network for Agriculture and Forestry Education (ANAFE) 19 Mr. Dick van Blitterswijk MDF, Netherlands 20 M r. Jan Brouwers CDI-WUR, Netherlands 6 Dr. Amadou Issaka 21 M rs. Eunike Spierings ECDPM, Netherlands 7 D r. Sebastian Chakeredza 22 Mr. Harsha Liyanage eNovation, UK 8 Mr. Alfred Ochola 23 M s. Sara Gwynn Independent consultant 24 M r. Domien Bruinsma Kenyan National Farmers Association Independent consultant (KENFAP) 9 D r. Jhon Mutunga Local/ ACP-based M&E Specialists 10 Ms. Stellah Nyagah 25 M rs. Enid Kaabunga Consultant (ANAFE) 11 M s. Nancy Yawera 26 Mr. Steve Maximay Consultant (CARDI) 27 M s. Shantal Munro Consultant (CARDI) Rwanda Telecentres Network 28 Dr. Paul Gamba Consultant (EAFF) 12 Mr. Paul Barera 29 Mr. Edward Mbaya Consultant (EAFF) 30 Ms. Karen Lock Consultant (FANRPAN) Indigenous peoples of Africa 31 Ms. Davine Thaw Consultant (IPACC) Coordination Committee (IPACC) 32 Mr. Daniel Gachichi Consultant (KENFAP) 13 Dr. Nigel Crawhall 33 Mr. Moses Twesigye Consultant (RTN) 34 M r. Godfrey Kabobyo Consultant Caribbean Research Development (RUFORUM) Institute (CARDI) 14 Mr. Maurice Wilson 15 M r. Allister Glean Part C: Annexes 99 12.2 Sources Chakeredza, S., A.B. Temu, A. Yaye, S. Other documents: Makungwa and J.D.K. Saka. 2009. ANAFE newsletters 2005 to 2013. Available at: Mainstreaming Climate Change into http://anafe-africa.org Agricultural Education: Challenges and Perspectives. ICRAF Working Paper No. 82, CTA/CDRA. Joint Learning for Organizational Nairobi, Kenya: World Agroforestry Centre Development Workshop: ANAFE Follow-up (ICRAF). http://www.worldagroforestry.org/af1/ Activities - Planning for Learning. downloads/publications/PDFs/WP15993.PDF Training of Trainers in Agricultural Scientific Makungwa, S., S. Chakeredza, A. Saka, W. And Technological Innovations (ASTI), 13-17 Mwase, V. Saka, G.F. Salanje and A.D. Yaye September 2010, Dschang, Cameroon. (eds.). 2008. Mainstreaming Climate Change into Agricultural and Natural Resources Report on the CTA/WUR Inception Workshop Management Education: Tools, Experiences on “Mainstreaming Tertiary Education in ACP and Challenges. Reviewed Papers Presented ARD Policy Processes: Increasing Food Supply at ANAFE Symposium on Tertiary Agricultural and Reducing Hunger”. ECS, Wageningen, The Education, July 2008, Lilongwe, Malawi. Netherlands, 26 September 2012. Temu, A.B., I. Mwanje and K. Mogotsi. 2003. Report on the training workshop on “How to Improving Agriculture and Natural Resources Write a Convincing Proposal”. Golf View Hotel, Education in Africa: A Stitch in Time. Nairobi, Lusaka, Zambia, 15-19 March 2010. Kenya: World Agro-forestry Centre (ICRAF). CTA/FARA/IFS/ANAFE/RUFORUM/NEPAD/ Temu, A.B., S. Chakeredza, K., Mogotsi, D. AGRA. 3rd Africa-Wide Women and Young Munthali and R. Mulinge (eds.). 2004. Professional in Science Competition. Training Rebuilding Africa’s Capacity for Agricultural on Scientific Writing Communication and Development: The Role of Tertiary Education. Policy Advocacy. Entebbe, Uganda, 24-28 Reviewed Papers Presented at ANAFE September 2012. Symposium on Tertiary Agricultural 2nd Advisory Committee Meeting on ARDYIS Education. April 2003. Nairobi, Kenya: World (Agriculture, Rural Development, Youth and Agroforestry Centre (ICRAF). the Information Society); Youth Blogging Temu, A.B., S.A.O. Chamshama, J. Kung’u, J. Competition (YoBLOCO); IAALD (International Kaboggoza, B. Chikamai and A. Kiwia (eds.). Association of Agricultural Information 2008. New Perspectives in Forestry Education. Specialists) Conference. Johannesburg, South Peer Reviewed Papers Presented at the First Africa. 20-23 May 2012. Global Workshop on Forestry Education, 1st Expert Meeting, 3rd Africa-Wide 2012- September 2007. Nairobi, Kenya: World 2013 Women and Young Professionals in Agroforestry Centre (ICRAF). Science Competition, Wageningen, the Netherlands, 17-19 January, 2012. 100 JOINT IMPACT ASSESSMENT OF CTA’S SUPPORT TO ANAFE 12.3 Evaluation Questions Explore the effects of participation in the 3. W hat was the process through which ANAFE symposia of 2003 and 2007, training the change occurred? workshops supported by CTA, and receipt of CTA publications. 1. Have you participated in any of the following activities? • ANAFE symposium 2003 4. Who else was involved in the realisation • ANAFE symposium 2007 of change? • M&E workshop Probe for titles and numbers • Proposal development workshop • Value chain analysis workshop • Web 2.0 workshop • Sensitising francophone VC on CAADP • Agricultural Science and technology 5. Is there any documentation of the Innovation (ASTI) workshop process or results of this change that we • Joint Learning for Organisational can access? Development programme 6. What factors facilitated the achievement of the observed change? 2. W hat changes have resulted in your work from participating in this event? Probe for: • Changes in curriculum/course content due 7. What challenges were faced in causing to knowledge gained the desired change in your institution? • Changes in networks and any relationships that have influenced your work • Collaborative activities/projects initiated 8. What recommendations would you make to increase the effectiveness of these activities? Part C: Annexes 101 Notes The Technical Centre for Agricultural and Rural Cooperation (CTA) is a joint international institution of the African, Caribbean and Pacific (ACP) Group of States and the European Union (EU). Its mission is to advance food and nutritional security, increase prosperity and encourage sound natural resource management in ACP countries. It provides access to information and knowledge, facilitates policy dialogue and strengthens the capacity of agricultural and rural development institutions and communities. CTA operates under the framework of the Cotonou Agreement and is funded by the EU. For more information on CTA visit, www.cta.int Contact us CTA PO Box 380 6700AJ Wageningen The Netherlands Tel: +31 317 467100 Fax: +31 317 460067 Email: cta@cta.int www.facebook.com/CTApage @CTAflash