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Capacity for Food Policy Research and Analysis

Capacity for Food Policy Research and Analysis. Approaches and Lessons Learned. Suresh Babu. Cutting poverty Ending hunger soon. IFPRI Strategic Pillars. Capacity Strengthening. Research. Communications. IFPRI Capacity Strengthening Strategy. Objectives

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Capacity for Food Policy Research and Analysis

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  1. Capacity for Food Policy Research and Analysis Approaches and Lessons Learned Suresh Babu

  2. Cutting poverty Ending hunger soon IFPRI Strategic Pillars Capacity Strengthening Research Communications

  3. IFPRI Capacity Strengthening Strategy Objectives • Capacity Strengthening through IFPRI’s global research programs • Generate research-based knowledge in the form of International Public Good • Develop capacity through national, regional and global collaborations

  4. Methods • Collaborative research: Malawi, Mozambique • Group training: Nigeria, Ghana, Ethiopia • Training of trainers: University lecturers • Research Cycle – South Asia and East Africa Network • 1-on-1 hands on training • E-learning • Institutional Strengthening • Food and Agricultural System Page 4

  5. Capacity Building with CSA: Population Census Atlas • Collaboration between ESSP and CSA • Atlas launched in Addis November 2010 • In-depth training on GIS and data base management

  6. Ethiopia Strategy Support Program Capacity Building GIS Training 2009 CGE Paper Authors EEA Conference 2010  CGE Course Ceremony 2009

  7. Ethiopia Strategy Support ProgramCapacity Building

  8. Does Training Strengthen Capacity?Developing a Framework for Capacity Development in Ghana Human Resources Department MOFA/ IFPRI

  9. What does AGRODEP want to achieve? Operational model of AGRODEP www.agrodep.org

  10. What does AGRODEP want to achieve? Why AGRODEP: • African countries have experienced a remarkable economic recovery since the start of the century • Africa is simultaneously undergoing an important policy renewal process • This process fuels a growing demand for locally based, policy-relevant research Therefore there is a need for: • a mechanism that helps to mobilize a critical mass of modeling experts within Africa’s policy research and analysis community, • broaden access to innovative research methodologies, and • facilitate partnership with the global research community. www.agrodep.org

  11. Regional Strategic Analysis and Knowledge Support System (ReSAKSS) is a knowledge management platform Strategic analysis to inform policymakers Knowledge management systems to ensure that the strategic analysis and other relevant knowledge products are translated into public goods Capacity strengthening through support for the country CAADP Roundtables, establishment of country SAKSS programs/nodes

  12. Architecture of country SAKSS • A structured network of policy-making, research and implementation partners • made up of 3 distinct but interrelated components: Node, Network, and Oversight Body • institutionalised within relevant country structures (ministries, planning units, research institutions, knowledge management organs, etc.)

  13. CREATING A PATHWAY FOR TECHNOLOGY ACCESS! Empowers partner countries to build and implement functional regulatory systems by providing: Independent expertise – science and policy Capacity building Credible information to policy makers, stakeholders, end users and key opinion leaders for informed decision making Experts are regulators from govt. and industry, scientists, lawyers and economists

  14. Capacity Strengthening Research – Key Needs • Capacity Needs Assessments • Institutional Capacity Reviews and Assessments • Capacity Measurements – Capacity Development Indicators • Capacity Strengthening Methods – What works and why? • Capacity Monitoring and Evaluation • Impact Assessment of Capacity Strengthening projects

  15. Net-Map showing information flows and critical actors

  16. Lessons Learned • Sustainability of capacity depends on leadership • Bridge the gap between theory and practice • share the experiences in capacity strengthening • understand the institutional, resource and human capital constraints • Curriculum should be reviewed and revised • Establish enabling environment and institutions • Continuous dialogue between the researchers, trainers, and policymakers Page 16

  17. Concluding Remarks • Capacity development is a long term continuous process • Individual, institutional and policy environment go hand in hand • Training alone is not enough • Knowledge management, participation, transparency are important to make impact • Strategic approach needed to capacity development, management, utilization and maintenance

  18. Thank You

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