Facilitating Technical Networks in support of the Implementation of the CAADP Malabo Declaration

Transcription

1 Facilitating Technical Networks in support of the Implementation of the CAADP Malabo Declaration Working Paper, No 1

2 Table of Contents 1 INTRODUCTION AND BACKGROUND FROM MAPUTO TO MALABO; THE CAADP PROCESS LESSONS FROM PREVIOUS EFFORTS TO HARNESS AND CAPACITY WHY DO WE NEED TECHNICAL NETWORKS NOW? THE AFRICAN UNION PROJECT TO DEVELOP AND OPERATIONALIZE TECHNICAL NETWORKS: THE MODEL THE FUNCTIONS AND VALUE ADDITION OF TECHNICAL NETWORKS DIMENSIONS OF TECHNICAL CAPACITY DEVELOPMENT SPECIFIC FUNCTIONS OF TECHNICAL NETWORKS PROPOSED TECHNICAL NETWORKS AND RELATIONSHIP TO THE CAADP RF AND THE IS&R 10 3 HOW TECHNICAL NETWORKS WILL WORK? PRINCIPLES FOR SUCCESS OF TECHNICAL NETWORKS STRUCTURE OF TECHNICAL NETWORKS GOVERNANCE AND LEADERSHIP HOW WILL NETWORKS RECEIVE AND GAUGE DEMAND FOR SUPPORT? HOW WILL NETWORKS RESPOND TO DEMAND FOR SUPPORT? HOW WILL NETWORKS BE SUPPORTED TO DELIVER? THE LEARNING AND SHARING PLATFORM QUALITY ASSURANCE, MONITORING AND EVALUATION... 16

3 Technical Networks in support of the Implementation of the CAADP Malabo Declaration A Briefing Paper 1 Introduction and Background This paper summarizes the key issues in the design and implementation of a new African Union initiative to develop Technical Networks to support the implementation of CAADP, and in particular the CAADP Malabo Declaration. The paper begins by presenting the context for this effort, describing the continent-wide movement to transform African agriculture. Section 2 provides details on the functions of Technical Networks while Section 3 describes how Technical Networks will work, including structures and principles for success. The final section discusses structure and related issues. This Working Paper is written as a living document to inform project staff, stakeholders and other interested parties, and to stir constructive debate. This means, it will be regularly updated to reflect the latest thinking. 1.1 From Maputo to Malabo; the CAADP process Established in by the AU Assembly of Heads of State and Government in the Maputo Declaration in 2003, the Comprehensive Africa Agriculture Development Programme (CAADP) was developed to improve food security and nutrition and increase incomes in Africa's largely agriculture-based economies. To mark the 10 th anniversary of CAADP, 2014 was declared by the African Union as the Year of Agriculture and Food Security (YOA). The Year of Agriculture and Food Security provided an opportunity to reflect on the achievements and lessons of CAADP and to plan for the future. It culminated in the Malabo Declaration on Accelerated Agricultural Growth and Transformation for Shared Prosperity and Improved Livelihoods. This Declaration made seven specific commitments and most importantly placed emphasis on implementation, results and impact, building on the achievements of CAADP s first ten years and lessons learnt. Box 1: The 7 Malabo Declaration Commitments 1) Re-commitment to the Principles and Values of the CAADP Process 2) Enhancing Investment Finance in Agriculture 3) Ending Hunger in Africa by ) Enhancing Agriculture s Contribution to Economic Growth and Significant Poverty Reduction (by at least half) 5) Boosting Intra-African Trade in Agricultural commodities and services 6) Enhancing Resilience of Livelihoods and Production Systems to Climate Variability and other related risks 7) Mutual Accountability to Actions and Results The Malabo Declaration also underscored the need for a mechanism that builds and supports effective and efficient implementation capacity at national, regional and continental levels. This is articulated in the Malabo Implementation Strategy and Roadmap (IS&R), which constitutes a set of strategic actions that together aim to achieve the change required to attain the 2025 vision for Africa s agriculture. The IS&R differs from the approach of CAADP implementation in the first decade ( ) because it explicitly recognizes the need to pay a balanced attention based

4 on specific country contexts between the transformation of agriculture and sustained inclusive growth, as well as strengthening systemic capacity to implement and deliver results. The strategy consists of a set of 11 strategic action areas (SAAs), divided into two groups: four SAAs focus on thematic options that will directly bring about agricultural transformation and sustained growth and remaining seven SSAs will strengthen systemic capacity to enable that transformation and growth to occur. Furthermore, the IS&R is linked with the CAADP Results Framework , which is the main tool that is to be used to measure and report progress of performance in achieving the Malabo Declaration commitments and targets. Box 2: The IS&R Objectives and Strategic Action Areas Objective 1: Transform agriculture and ensure inclusive growth, focusing on the following four themes: 1) Double productivity and increase production in a sustainable manner 2) Enhance value-chains, markets, trade 3) Enhance resilience of livelihood systems 4) Strengthen governance of natural resources Objective 2: Strengthen systemic capacity for transformation by supporting targeted actions on: 1) Capacity for planning 2) Policies and institutions 3) Leadership, coordination, partnerships 4) Knowledge, skills, agricultural education 5) Data and statistics 6) Institutionalized mutual accountability 7) Investment financing The CAADP Results Framework consists of three levels: Level 1 on Agriculture s contribution to economic growth and inclusive development represents the impact to which agriculture contributes; Level 2 on Agricultural transformation and sustained inclusive Agricultural growth represent the changes in African agriculture resulting from the CAADP implementation support; an Level 3 on Strengthening systemic capacity to deliver results represents the added value of CAADP support to institutional transformation and systemic capacities. Figure 1: The CAADP Results Framework

5 1.2 Lessons from previous efforts to harness and capacity The Sustaining CAADP Momentum (SCM) study by the AUC and NPCA reviewed the achievements of CAADP in the first decade ( ) and proposed ways to chart a mediumto-long-term strategy for CAADP implementation in the second CAADP decade ( ). Specifically, the study was commissioned to respond to the call for results and impact, as a basis to cross-examine the assumptions and precise set of actions that will deliver the results-impact, and to ensure systematic mechanism and associated capacity to foster evidence-based accountability, track results and build a learning culture, foster alignment and harmonization, and forge partnerships and alliances. The SCM study documented and synthesized lessons and experiences in CAADP implementation in the first decade, and identified key strategies for building sustainable capacity for results-based planning, action, and all the reforms and effective action learning that accompanies accelerated agricultural and economic development. The SCM study identified broad strategies for capacity strengthening in the areas of (i) Institutions, Policies and Leadership; (ii) Financing Agricultural Development; and (iii) Knowledge Support. The CAADP agenda recognizes Knowledge and analytical skills as central to enhancing the quality and effectiveness in performance of African Agriculture. The SCM study noted that: Africa needs robust capacity and institutions to facilitate platforms, networks and community of practice to raise the form and standard of available knowledge and information as well as stimulating and facilitating dissemination, co-creation and learning. Although CAADP generated some positive outcomes in agricultural development in some countries, a key finding of the SCM study was that inadequate technical and institutional capacity was one of the major barriers to effective implementation of CAADP at the national level. It should be noted that the challenge of weak technical and institutional capacity for CAADP implementation was addressed in the first decade of CAADP but the models that were applied did not effectively respond to the demands and needs of the countries and other CAADP implementers. In the CAADP Pillar Lead Institutions (PLI) Model, selected institutions were appointed to lead and co-ordinate each of the four CAADP pillars. The PLIs made important contributions in the development of Pillar Technical Frameworks to operationalize the four CAADP pillar areas (land and water, market access, food security and research) which provided accessible and coherent analyses of issues and good practice to inform CAADP implementation in the early stages. The PLI model failed due to several reasons; the PLIs were perceived to be inadequately resourced, had limited incentives to network and the delivery of their services was vulnerable to changes in key personnel at the respective institutions. Furthermore, the performance of PLIs were found to be unsatisfactory for several reasons, including, in some cases, the lack of technical capacity to fulfil their mandate, the limited geographical capacity to deploy, poor or lack of accountability mechanisms, over dependence on CAADP Secretariat for funding, lack of a coherent system to facilitate response to service/ information requests, and the perception that their selection was not transparently undertaken. The CAADP Knowledge Information System (KIS) Model was then put in place to play the role that was previously undertaken by the PLIs. The KIS approach was launched at the 8 th CAADP Partnership Platform meeting in Nairobi in May 2012, following a series of consultations by the

6 CAADP leadership at NPCA and AUC. The intention was to strengthen knowledge communities and networks within and across the national, regional and continental levels in agriculture and agriculture related fields and specifically to facilitate consolidation and alignment of thematic knowledge networks to meet specific needs in CAADP implementation. This proposal never materialized despite the vacuum left by the abandon of the PLI model. In view of the persistent technical expertise challenges facing the implementation, the Joint Action Groups (JAGs) Model for specific thematic issues was launched during the 9 th CAADP Partnership Platform meeting in Abuja, Nigeria in October 2013, during which a Joint Action Group on Regional trade and Infrastructure (JAG-RTI) was formed, with the idea that several JAGs on other specific thematic issues will also be formed. There was however no clarity on the functions, purpose, structure, membership, roles and responsibilities of JAGs and the model was Box 2: Summary of lessons learnt from previous efforts to address capacity development for African agriculture: 1) Lack of clarity on what the key issues and a coherent responsive system for gauging needs of countries and processing request 2) Inadequate technical and institutional capacity to bring key players together 3) Inadequate resources allocated to effort 4) Overreliance on individual champions 5) Lack of an incentives and recognition system 6) Challenges of geographic scope presented by a wide and diverse Africa 7) Poor accountability mechanisms for both performance and resources 8) Perceived over-dependence on CAADP Secretariat for funding, 9) Lack of confidence amongst stakeholders in the process never operationalized. This conversation was also carried over to the 10 th CAADP PP meeting in 2014 in Durban, still with very little progress achieved to date. 1.3 Why do we need technical networks now? To achieve the ambitious goals and targets of the Malabo Declaration, countries, and institutions at the regional and continental level will require technical support in terms of capacity, tools, systems and knowledge analysis. The past attempts and efforts put in place such as the Pillar Lead Institutions (PLI), the Knowledge Information System (KIS) and the Joint Action Groups (JAGs) (section 1.2 above) were meant to ensure a systemic framework for supporting countries and CAADP stakeholders with the knowledge, technical expertise and capacity tools to ensure effective implementation and realisation of CAADP goals for transforming Africa s agriculture. These initiatives however did not prove effective as envisaged, thus necessitating the search for alternative models and approaches to guide the implementation of CAADP to attain the Malabo Declaration goals and targets. The IS&R recognizes that at the core of its successful implementation will be the strategic engagement of African countries with existing and emerging continental and international communities of practice (CoPs) relevant for the delivery of agricultural transformation. The AU committed, through the IS&R, to put in place a coordinated and systematic mechanism for

7 identifying these CoPs and developing modalities for working with them at national, regional and continental levels in a more coordinated and strategic manner, to leverage their interests and investments through partnership arrangements that meaningfully, efficiently and effectively contribute to the agriculture transformation agenda. The model of Technical Networks is therefore being mobilised in response to this capacity gap. They will be called upon to identify, generate and provide knowledge and tools for specific content areas and to provide training and technical advice to country and regional agriculture sector entities on policies, programs and practices that can accelerate achievement of the Malabo goals and targets at the national, regional and continental levels. We need the Technical Networks because they are expected and required to respond to the current capacity gaps by sourcing and making available technical resources to clients (countries, Regional Economic Communities (RECs) and other CAADP implementers, including private sector and civil society). The TNs will specifically support activities across five themes outlined in the CAADP Results Framework Level 2 that are envisaged to contribute to the agricultural transformation and sustained inclusive growth (increased agriculture production and productivity; increased inter-african regional trade and better functioning of national and regional markets; expanded local agro-industry and value chain development inclusive of women and youth; increased resilience of livelihoods and improved management of risks in the agricultural sector; and improved management of natural resources for sustainable agriculture) and two themes outlined in the Results Framework Level 3 that are envisaged to contribute towards the strengthening of the institutional and systemic capacity to deliver results (capacity to generate, analyze and use data, information, knowledge and innovations; and mutual accountability in sectors related to agriculture). 1.4 The African Union project to develop and operationalize Technical Networks: the Model The AUC and NPCA, with the support of USAID through the Africa Lead II has, through a competitive tender process, recruited and contracted PICO-Eastern Africa (PICO-EA) to help with the design the Technical Networks model to support the implementation of the Malabo Declaration across Africa for a 12-month period (April 2016-April 2017). PICO-EA role is that of fostering the development of Technical Networks across several themes that will support CAADP, Malabo and Feed the Future Policy Plan priority areas. Specifically, the Technical Networks are expected to focus on achieving the objectives of the IS&R of the June 2014 Malabo Declaration on Accelerated Agriculture Growth and Transformation for Shared Prosperity and Improved Livelihoods and the attendant CAADP Results Framework: A process for the institutional development and resourcing of the Technical Networks has been designed to account for lessons from previous efforts. In particular, this process will follow four steps: (1) consultations including soliciting for expressions of interest to identify and engage prospective Network Members; (2) Mapping the institutional landscape to get a better understanding of the initiatives, programmes, resources and issues; (3) Validation and launch of

8 technical Networks; (4) Mentoring and supporting the development of networks; and (4) development of a learning and sharing platform. Figure 1, below illustrates these steps. Figure 1: Process for the institutional development and resourcing of Technical Networks 2 THE FUNCTIONS AND VALUE ADDITION OF TECHNICAL NETWORKS Technical Networks will provide technical support and capacity development to AU Member States, (RECs) and other CAADP implementers. Technical Networks are communities of practice that will develop mechanisms and provide tools to support the implementation of specific Malabo Declaration content areas. The Networks will provide training and technical advice in specific content areas to national and regional agriculture sector governance entities on policies, programs and practices that can accelerate achievement of national, regional and continental agriculture production, productivity and food security goals related to Malabo and CAADP.

9 2.1 Dimensions of Technical Capacity Development Capacity is the ability of individuals, organizations and systems to achieve results or the ability to perform effectively and efficiently. Technical capacity, is therefore a measure of what a country (region or Africa as a collective), through its people, organizations and systems, is able to do in terms of agricultural development. It represents both the stock of technical "know-how", as well as the ability to put that know-how to use. So capacity is not merely about knowing the theory of any aspect of agricultural development, but having the means and ability to undertake the development. Capacity development is simply the process of obtaining, strengthening and maintaining these transformative capabilities. Capacity development is not a one-off intervention, but an interactive process of designing, doing, learning and adapting. One cannot develop capacity through a time-limited project of activities, timeframes and strict budgets. Instead, it is a more organic process of growth and development, involving experimentation and learning. Technical Capacity for agricultural development can be unpacked into three inter-dependent parts, which together combine to create the conditions for achieving agricultural development: (1) Individual; (2). Organizational; and (3). Systemic or Enabling environment (see Figure adapted from FAO) 2.2 Specific functions of Technical Networks Technical Networks will take a holistic view of capacity development looking at the totality of individual, organizational and systemic capacities necessary for implementing Malabo regional and national Agricultural and Food Security Investment Plans. Specifically, technical networks will provide, among other services: 1. Best practice or state-of-the-art methods and tools in specific technical areas 2. Targeted training and other capacity development support as appropriate & demanded 3. Technical advice responding to specific queries and implementation challenges 4. Occasional situational analyses 5. Facilitation of continuous learning and sharing Technical Networks will not implement any programmes on behalf of countries, RECs and other CAADP implementers. Their role will be limited to supporting the capacity enhancement required to help these actors implement by themselves.

10 2.3 Proposed Technical Networks and relationship to the CAADP RF and the IS&R Up to seven (7) technical networks, loosely based on Malabo Commitment areas and the IS&R Strategic Action Areas, will be facilitated. A summary of the proposed Technical Networks is presented in Table 1, also indicating their relationship to the Malabo Declaration Commitments, and the CAADP Malabo Implementation Strategy and Roadmap Strategic Action Areas Table 1: Technical Networks that will be facilitated in support of Malabo Implementation Malabo Technical Network Agricultural investment financing Issues that will be covered (indicative) Domestic, foreign, private and public investment in agriculture including models & policies for facilitating such investments Related CAADP Results Framework Theme 3.5 Increased public and private investments in Agriculture Nutrition and food security Agricultural research and extension Agro-industry & value chain development Markets and regional trade Topics in nutrition, policy, multi-sectoral planning and coordination to address nutritional and food security & limit post-harvest losses. Strategic Food Reserves & Safety nets The African science and research agenda; and capacity development for research, extension and advisory services. Support needed include strategies and plans for developing requisite ARD capacity, addressing agricultural technology gaps (through research), and capacity and models of extension/advisory services that deliver to farmers Value addition to agricultural commodities and general agro-industrial development. Value chain (VC) development issues: enhancing functionality of VC through actor linkage, actor empowerment with capacity and information, pricing, credit, product quality, appropriate technology, policies and organization of lastmile delivery of agricultural inputs and services Regional and global trade issues (policies, facilitation, barriers, SPS, food safety etc.); Market development (information, infrastructure) 1.2 Food and Nutrition Security 2.1 Increased agriculture production and productivity 2.3 Expanded local agroindustry and value chain development inclusive of women and youth 2.1 Increased agriculture production and productivity 2.2 Increased intra-african regional trade and better functioning of national & regional markets

11 Malabo Technical Network Resilience, risk management and natural resources management Issues that will be covered (indicative) Resilience and risk management Climate change mitigation and adaptation (including climate-smart agriculture) Irrigation and water management Land issues Related CAADP Results Framework Theme 2.4 Increased resilience of livelihoods and improved management of risks in the agriculture sector 2.5 Improved management of natural resources Knowledge Management, policy analysis and accountability for results NAIPs development and reviews Mutual Accountability and Biennial Review systems Measurement, monitoring, evaluation Strategic planning processes Sector coordination Policy analysis Agriculture Statistics and data management Knowledge generation and dissemination 3.1 Effective and inclusive policy design and implementation process 3.2. Effective and accountable institutions including assessing implementation of policies and commitments 3.4 Improved multi-sectoral coordination, partnerships and mutual accountability in sectors related to agriculture 3 How Technical Networks will work? The Technical Networks will be technical groups that will borrow from principles of Communities of Practice (CoPs); their objective will be to harness, package and channel best practices in relevant agricultural development areas to countries, Regional Economic Communities (RECs) and other CAADP implementing agencies. Technical Networks will be largely demand-driven, designed to respond to needs identified by CAADP implementers. They will also take a pro-active approach by identifying gaps that require their support. The Technical Networks will function as: Combine ideas and practices from both Networks and Community of Practice; Close-knit, functional units with strong but voluntary membership; Negotiated order (through MoU) and reciprocal responsibility; and Fluidity and organic growth to adapt in response to needs, opportunities and challenges in their environment.

12 3.1 Principles for success of Technical Networks In order for Technical Networks to work, they will be designed and facilitated on the basis of the following principles: Jointly agreed values, principles and rules of engagement Identification of the relevant experts from the matching institutions a coalition of the willing, committed and able: ensuring that the stake ( what is in it for me WIII-FM ) for each member is clear and real and that they can see how their engagement contributes to the achievement of their own WIII-FM. Membership may be organizational, but having the right level and expertise of individuals is critical. A transparent process for ongoing reflections on, and articulation of the WIII-FM. This could be: direct development and business link to institutional interests, and direct benefits to the individuals (learning, networking, career development, etc.). The process should not make assumptions about these, but keep tab on them and help members recognize even the value they may not have realized. A dynamic process championed by passionate, energetic and committed individuals underpinned by a set of jointly agreed values, principles and rules of engagement. The right leadership ensuring that there is not only leadership, but that it is the right style and approach that fits well with the non-hierarchical structures of networks. Commitment by AUC and NPCA to results-delivering actions as opposed to visible but transactional activities. Adaptive implementation - dynamic process and learning. A process that facilitates adaptive implementation and learning. A process designed to facilitate members to expand their networks, enhance contribution to development and learning (at institutional and personal levels) and be recognized. An initial investment in facilitation, mentoring, nurturing and financial support to allow the networks to grow into independence with a clear exit strategy articulated at the beginning. [It is recognized that some of the networks could evolve in to long term technical/learning alliances with relevance beyond what they are initially set up to do] Good communication structures and the use of modern ICT to facilitate collaboration while minimizing costs. Relevance and focus on deliverables: capacities, tools/approaches, products, 4 Structure of Technical Networks The following elements underlie the structure and organization of technical networks: 1. Size Technical Networks will grow organically into optimal size determined by each Network. However, the initial membership will comprise 8-10 organizations. 2. Membership only organizations can be members of technical networks (even though the organizations will second individuals to the Technical Networks. The initial membership is being determined through a process overseen by PICO-Eastern Africa and the AU to seek interest and competitively assess suitability of initial members.

13 3. MOU as legal basis for coming together Technical Networks will be bound by a memorandum of understanding, explaining their role, identifying a secretariat organization and outlining entry and exit procedures. 4. Secretariat/ convening member each network will be coordinated by a secretariat organization and a convener seconded by the secretariat organization 5. Ex-officio and unique role of RECS RECS are an important part of the AU system. They coordinate regional implementation. But at the same time RECS may have capacity on critical aspects of Malabo. RECS may sit in some technical networks while being beneficiaries of technical networks. 4.1 Governance and leadership The process of developing Technical Networks will be overseen by a broad based Project Advisory Committee that will draw from relevant stakeholders.. The day-to-day implementation will be handled by PICO-Eastern Africa, convening the Project Team. To facilitate cross-learning and inter-network coordination, a Network Steering Group will be convened comprising at least one individual (convener) from each Technical Network.

14 Table 1: Roles and responsibilities Project Advisory Committee Project Implementation Team Inter-network Steering Group 1. Offer strategic direction and overall leadership 2. Support project implementation 3. Help with financial and human resourcing 4. Support outreach 1. Oversee and coordinate the implementation of the project including systems development, communication, org development, mentoring of networks among other functions 1. Inter-network coordination 2. Help with agenda setting and steering 3. Sort out attributions vs contributions issues as well as incentives 4. Support reporting, monitoring and evaluation 4.2 How will networks receive and gauge demand for support? The Technical Networks will use various methods to receive and gauge demand for support. Firstly, Countries, RECs and other CAADP implementing institutions (private sector and civil society) will express their interest and request for support directly to each of the networks in written format, as well as indirectly through the AU organs (AUC, NPCA and RECs). Secondly, the Technical Networks will create demand for their services by assessing capacity needs in countries and among RECS through participatory assessments with CAADP implementing bodies and processes at the national level (e.g. in CAADP Roundtables, Investment Planning Meetings etc.) and also by occasionally conducting gap analysis studies and surveys focused on specific thematic areas. Thirdly, the Technical Networks will share information and best practices among countries to stimulate demand through the creation of awareness and showcasing practices, tools and models that have been demonstrated to work. Fourthly, an on-line platform will be developed where the target institutions (Member States, RECs, etc.) who need specific information (including case studies, success stories, tested frameworks for doing specific things, etc.) will ultimately be able come to the platform for what they need, and seek help (by posting questions) on how to operationalize or try them out in their circumstances. This will therefore be an ongoing process of continuous exchange and interaction between the TN and clients; and among the clients themselves. 4.3 How will networks respond to demand for support? The Technical Networks are expected to respond to the demands and the requests from client countries and institutions in several ways, depending on the nature and type of the request. Firstly, the TN can avail the tools, expertise and resources demanded from within the TN itself if it is

15 available. Secondly, the TN can source the required resources (expertise, knowledge, tools etc.) from other clients (countries and institutions) with the capacity and experience by facilitating learning exchanges and experience sharing. Thirdly, the TN can source the required expertise and resources from other independent knowledge institutions (universities, private sector etc.) within or outside the African continent. It is expected that requests for support by countries may require the commissioning of research or development of training modules; under these circumstances, Technical networks will be expected to develop the appropriate response program including working with partners to resource and deploy the response. The operations of the TNs in responding to clients will be guided by several principles, which will be articulated in an MoU with the AUC and NPCA. The MoU will clarify engagement principles and accountability mechanisms through reporting. 4.4 How will networks be supported to deliver? The TNs will be supported to deliver through a mentorship process set up by PICO-EA in the first year and by a set of communication tools including an online platform for information documentation, sharing, exchange and learning. The mentoring process will be implemented in the first 12 months of the TN s operations, and this will be carried out through a variety of faceto-face meetings, trainings, workshops and through virtual interactions. Each Network will have a dedicated PICO-EA moderator/mentor whose role will be to ensure (during the first year) that the Network is alive, active and productive, and that members are being supported to see the benefit of the emerging Community of Practice (CoP). Each Network will have a convener (identified from its membership) who will be working closely with the PICO-EA mentor with a view to take over the mentoring and championing role to continue providing the inspiration and energy that keeps the Network functional and productive beyond the 12 months of PICO-EA mentorship support. It is expected that at the initial convening meetings of the Technical Networks, they will reflect on the key issues facing the network and what their primary agenda might be. The mentorship of the Networks will cover the following areas: (1) Development of sub-networks if deemed necessary; (2) Leadership, facilitation and other training as may be deemed necessary; (3) How Networks can support countries to set concrete objectives and to develop logically sequenced work plans; 4) How TNs can effectively contribute to the building of national and local implementation capacities (including identification of cross-learning opportunities among countries; 5) The development of replicable and locally appropriate delivery mechanisms; and 6) Promotion of scale-up through technical support and helping countries to mobilize long-term resource commitments. 4.5 The learning and sharing platform We have made reference to the learning platform. It is hoped that, to address challenges of geography, an innovative multi-functional on-line platform will be developed where members of the Technical Networks (possibly in separate discussion rooms on the same platform) come to find and share experiences and information among individuals within the same Network or between

16 different Networks. The platform will be designed and implemented as a dynamic space that facilitates on-going learning with content that is progressively developed/updated. 4.6 Quality assurance, Monitoring and Evaluation A common work plan will be developed for all the Technical Networks and subsequently, each Network will, with support of the project team, develop its own delivery performance plan that will be reviewed and approved by the AUC and NPCA. Routine internal (within the Technical Networks) M&E will be carried out. An Independent Evaluation will be conducted biennially to inform the progress implementation and corrective measures.