Facilitating Technical Networks in

support of the Implementation of the

CAADP Malabo Declaration

Working Paper, No 1

Table of Contents

1 INTRODUCTION AND BACKGROUND......................................................................... 3

1.1 FROM MAPUTO TO MALABO; THE CAADP PROCESS ....................................................... 3

1.2 LESSONS FROM PREVIOUS EFFORTS TO HARNESS AND CAPACITY ..................................... 5

1.3 WHY DO WE NEED TECHNICAL NETWORKS NOW?............................................................. 6

1.4 THE AFRICAN UNION PROJECT TO DEVELOP AND OPERATIONALIZE TECHNICAL

NETWORKS: THE MODEL.............................................................................................................. 7

2 THE FUNCTIONS AND VALUE ADDITION OF TECHNICAL NETWORKS ......... 8

2.1 DIMENSIONS OF TECHNICAL CAPACITY DEVELOPMENT .................................................. 9

2.2 SPECIFIC FUNCTIONS OF TECHNICAL NETWORKS ............................................................. 9

2.3 PROPOSED TECHNICAL NETWORKS AND RELATIONSHIP TO THE CAADP RF AND THE

IS&R 10

3 HOW TECHNICAL NETWORKS WILL WORK?....................................................... 11

3.1 PRINCIPLES FOR SUCCESS OF TECHNICAL NETWORKS .................................................... 12

4 STRUCTURE OF TECHNICAL NETWORKS.............................................................. 12

4.1 GOVERNANCE AND LEADERSHIP .................................................................................... 13

4.2 HOW WILL NETWORKS RECEIVE AND GAUGE DEMAND FOR SUPPORT?............................ 14

4.3 HOW WILL NETWORKS RESPOND TO DEMAND FOR SUPPORT? ......................................... 14

4.4 HOW WILL NETWORKS BE SUPPORTED TO DELIVER? ...................................................... 15

4.5 THE LEARNING AND SHARING PLATFORM ....................................................................... 15

4.6 QUALITY ASSURANCE, MONITORING AND EVALUATION ................................................ 16

Technical Networks in support of the Implementation of the

CAADP Malabo Declaration – A Briefing Paper

1 Introduction and Background

This paper summarizes the key issues in the design and implementation of a new African Union

initiative to develop Technical Networks to support the implementation of CAADP, and in

particular the CAADP Malabo Declaration. The paper begins by presenting the context for this

effort, describing the continent-wide movement to transform African agriculture. Section 2

provides details on the functions of Technical Networks while Section 3 describes how Technica l

Networks will work, including structures and principles for success. The final section discusses

structure and related issues.

This Working Paper is written as a ‘living document’ to inform project staff, stakeholders and

other interested parties, and to stir constructive debate. This means, it will be regularly updated to

reflect the latest thinking.

1.1 From Maputo to Malabo; the CAADP process

Established in by the AU Assembly of Heads of State and Government in the Maputo Declaration

in 2003, the Comprehensive Africa Agriculture Development Programme (CAADP) was

developed to improve food security and nutrition and increase incomes in Africa's largely

agriculture-based economies. To mark the 10th anniversary of CAADP, 2014 was declared by the

African Union as the Year of Agriculture

and Food Security (YOA). The Year of

Agriculture and Food Security provided an

opportunity to reflect on the achievements

and lessons of CAADP and to plan for the

future. It culminated in the Malabo

Declaration on Accelerated Agricultura l

Growth and Transformation for Shared

Prosperity and Improved Livelihoods. This

Declaration made seven specific

commitments and most importantly placed

emphasis on implementation, results and

impact, building on the achievements of

CAADP’s first ten years and lessons learnt.

The Malabo Declaration also underscored the need for a mechanism that builds and supports

effective and efficient implementation capacity at national, regional and continental levels. This is

articulated in the Malabo Implementation Strategy and Roadmap (IS&R), which constitutes a set

of strategic actions that together aim to achieve the change required to attain the 2025 vision for

Africa’s agriculture. The IS&R differs from the approach of CAADP implementation in the first

decade (2004-2014) because it explicitly recognizes the need to pay a balanced attention – based

Box 1: The 7 Malabo Declaration Commitments

1) Re-commitment to the Principles and Values of the

CAADP Process

2) Enhancing Investment Finance in Agriculture

3) Ending Hunger in Africa by 2025

4) Enhancing Agriculture’s Contribution to Economic

Growth and Significant Poverty Reduction (by at

least half)

5) Boosting Intra-African Trade in Agricultural

commodities and services

6) Enhancing Resilience of Livelihoods and

Production Systems to Climate Variability and

other related risks

7) Mutual Accountability to Actions and Results

on specific country contexts – between the

transformation of agriculture and sustained

inclusive growth, as well as strengthening

systemic capacity to implement and deliver

results. The strategy consists of a set of 11

strategic action areas (SAAs), divided into

two groups: four SAAs focus on thematic

options that will directly bring about

agricultural transformation and sustained

growth and remaining seven SSAs will

strengthen systemic capacity to enable that

transformation and growth to occur.

Furthermore, the IS&R is linked with the

CAADP Results Framework 2015-2025,

which is the main tool that is to be used to

measure and report progress of performance

in achieving the Malabo Declaration

commitments and targets.

The CAADP Results Framework 2015-2025 consists of three levels: Level 1 on Agriculture’s

contribution to economic growth and inclusive development represents the impact to which

agriculture contributes; Level 2 on Agricultural transformation and sustained inclus ive

Agricultural growth represent the changes in African agriculture resulting from the CAADP

implementation support; an Level 3 on Strengthening systemic capacity to deliver results

represents the added value of CAADP support to institutional transformation and systemic

capacities.

Figure 1: The CAADP Results Framework

Box 2: The IS&R Objectives and Strategic Action

Areas

Objective 1: Transform agriculture and ensure inclusive

growth, focusing on the following four themes:

1) Double productivity and increase production in a

sustainable manner

2) Enhance value-chains, markets, trade

3) Enhance resilience of livelihood systems

4) Strengthen governance of natural resources

Objective 2: Strengthen systemic capacity for

transformation by supporting targeted actions on:

1) Capacity for planning

2) Policies and institutions

3) Leadership, coordination, partnerships

4) Knowledge, skills, agricultural education

5) Data and statistics

6) Institutionalized mutual accountability

7) Investment financing

1.2 Lessons from previous efforts to harness and capacity

The ‘Sustaining CAADP Momentum’ (SCM) study by the AUC and NPCA reviewed the

achievements of CAADP in the first decade (2003-2014) and proposed ways to chart a medium-

to-long-term strategy for CAADP implementation in the second CAADP decade (2015-2025).

Specifically, the study was commissioned to respond to the call for results and impact, as a basis

to cross-examine the assumptions and precise set of actions that will deliver the results-impact,

and to ensure systematic mechanism and associated capacity to foster evidence-based

accountability, track results and build a learning culture, foster alignment and harmonization, and

forge partnerships and alliances. The SCM study documented and synthesized lessons and

experiences in CAADP implementation in the first decade, and identified key strategies for

building sustainable capacity for results-based planning, action, and all the reforms and effective

action learning that accompanies accelerated agricultural and economic development. The SCM

study identified broad strategies for capacity strengthening in the areas of (i) Institutions, Policies

and Leadership; (ii) Financing Agricultural Development; and (iii) Knowledge Support.

The CAADP agenda recognizes Knowledge and analytical skills as central to enhancing the quality

and effectiveness in performance of African Agriculture. The SCM study noted that: “Africa needs

robust capacity and institutions to facilitate platforms, networks and community of practice to raise

the form and standard of available knowledge and information as well as stimulating and

facilitating dissemination, co-creation and learning”. Although CAADP generated some positive

outcomes in agricultural development in some countries, a key finding of the SCM study was that

inadequate technical and institutional capacity was one of the major barriers to effective

implementation of CAADP at the national level.

It should be noted that the challenge of weak technical and institutional capacity for CAADP

implementation was addressed in the first decade of CAADP but the models that were applied did

not effectively respond to the demands and needs of the countries and other CAADP implementers.

In the CAADP “Pillar Lead Institutions” (PLI) Model, selected institutions were appointed to

lead and co-ordinate each of the four CAADP pillars. The PLIs made important contributions in

the development of Pillar Technical Frameworks to operationalize the four CAADP pillar areas

(land and water, market access, food security and research) which provided accessible and

coherent analyses of issues and good practice to inform CAADP implementation in the early

stages. The PLI model failed due to several reasons; the PLIs were perceived to be inadequately

resourced, had limited incentives to network and the delivery of their services was vulnerable to

changes in key personnel at the respective institutions. Furthermore, the performance of PLIs were

found to be unsatisfactory for several reasons, including, in some cases, the lack of technical

capacity to fulfil their mandate, the limited geographical capacity to deploy, poor or lack of

accountability mechanisms, over dependence on CAADP Secretariat for funding, lack of a

coherent system to facilitate response to service/ information requests, and the perception that their

selection was not transparently undertaken.

The CAADP Knowledge Information System (KIS) Model was then put in place to play the role

that was previously undertaken by the PLIs. The KIS approach was launched at the 8th CAADP

Partnership Platform meeting in Nairobi in May 2012, following a series of consultations by the

CAADP leadership at NPCA and AUC. The intention was to strengthen knowledge communit ies

and networks within and across the national, regional and continental levels in agriculture and

agriculture related fields and specifically to facilitate consolidation and alignment of thematic

knowledge networks to meet specific needs in CAADP implementation. This proposal never

materialized despite the vacuum left by the abandon of the PLI model.

In view of the persistent technical expertise challenges facing the implementation, the Joint

Action Groups (JAGs) Model for specific thematic issues was launched during the 9th CAADP

Partnership Platform meeting in Abuja, Nigeria in October 2013, during which a Joint Action

Group on Regional trade and Infrastructure (JAG-RTI) was formed, with the idea that several

JAGs on other specific thematic issues will also be formed. There was however no clarity on the

functions, purpose, structure, membership, roles and responsibilities of JAGs and the model was

never operationalized. This conversation was also carried over to the 10th CAADP PP meeting in

2014 in Durban, still with very little progress achieved to date.

1.3 Why do we need technical networks now?

To achieve the ambitious goals and targets of the Malabo Declaration, countries, and institut ions

at the regional and continental level will require technical support in terms of capacity, tools,

systems and knowledge analysis. The past attempts and efforts put in place such as the Pillar Lead

Institutions (PLI), the Knowledge Information System (KIS) and the Joint Action Groups (JAGs)

(section 1.2 above) were meant to ensure a systemic framework for supporting countries and

CAADP stakeholders with the knowledge, technical expertise and capacity tools to ensure

effective implementation and realisation of CAADP goals for transforming Africa’s agriculture.

These initiatives however did not prove effective as envisaged, thus necessitating the search for

alternative models and approaches to guide the implementation of CAADP to attain the Malabo

Declaration goals and targets.

The IS&R recognizes that at the core of its successful implementation will be the strategic

engagement of African countries with existing and emerging continental and internationa l

communities of practice (CoPs) relevant for the delivery of agricultural transformation. The AU

committed, through the IS&R, to put in place a coordinated and systematic mechanism for

Box 2: Summary of lessons learnt from previous efforts to address capacity development for

African agriculture:

1) Lack of clarity on what the key issues and a coherent responsive system for gauging needs of countries

and processing request

2) Inadequate technical and institutional capacity to bring key players together

3) Inadequate resources allocated to effort

4) Overreliance on individual champions

5) Lack of an incentives and recognition system

6) Challenges of geographic scope presented by a wide and diverse Africa

7) Poor accountability mechanisms – for both performance and resources

8) Perceived over-dependence on CAADP Secretariat for funding,

9) Lack of confidence amongst stakeholders in the process

identifying these CoPs and developing modalities for working with them at national, regional and

continental levels in a more coordinated and strategic manner, to leverage their interests and

investments through partnership arrangements that meaningfully, efficiently and effective ly

contribute to the agriculture transformation agenda. The model of “Technical Networks” is

therefore being mobilised in response to this capacity gap. They will be called upon to identify,

generate and provide knowledge and tools for specific content areas and to provide training and

technical advice to country and regional agriculture sector entities on policies, programs and

practices that can accelerate achievement of the Malabo goals and targets at the national, regional

and continental levels.

We need the Technical Networks because they are expected and required to respond to the current

capacity gaps by sourcing and making available technical resources to clients (countries, Regional

Economic Communities (RECs) and other CAADP implementers, including private sector and

civil society). The TNs will specifically support activities across five themes outlined in the

CAADP Results Framework Level 2 that are envisaged to contribute to the agricultura l

transformation and sustained inclusive growth (increased agriculture production and productivity;

increased inter-African regional trade and better functioning of national and regional markets ;

expanded local agro-industry and value chain development inclusive of women and youth;

increased resilience of livelihoods and improved management of risks in the agricultural sector;

and improved management of natural resources for sustainable agriculture) and two themes

outlined in the Results Framework Level 3 that are envisaged to contribute towards the

strengthening of the institutional and systemic capacity to deliver results (capacity to generate,

analyze and use data, information, knowledge and innovations; and mutual accountability in

sectors related to agriculture).

1.4 The African Union project to develop and operationalize

Technical Networks: the Model

The AUC and NPCA, with the support of USAID through the Africa Lead II has, through a

competitive tender process, recruited and contracted PICO-Eastern Africa (PICO-EA) to help with

the design the Technical Networks model to support the implementation of the Malabo Declaration

across Africa for a 12-month period (April 2016-April 2017). PICO-EA role is that of fostering

the development of Technical Networks across several themes that will support CAADP, Malabo

and Feed the Future Policy Plan priority areas. Specifically, the Technical Networks are expected

to focus on achieving the objectives of the IS&R of the June 2014 “Malabo Declaration on

Accelerated Agriculture Growth and Transformation for Shared Prosperity and Improved

Livelihoods” and the attendant CAADP Results Framework: 2015-2025.

A process for the institutional development and resourcing of the Technical Networks has been

designed to account for lessons from previous efforts. In particular, this process will follow four

steps: (1) consultations – including soliciting for expressions of interest – to identify and engage

prospective Network Members; (2) Mapping the institutional landscape to get a better

understanding of the initiatives, programmes, resources and issues; (3) Validation and launch of

technical Networks; (4) Mentoring and supporting the development of networks; and (4)

development of a learning and sharing platform. Figure 1, below illustrates these steps.

Figure 1: Process for the institutional development and resourcing of Technical Networks

2 THE FUNCTIONS AND VALUE ADDITION OF TECHNICAL

NETWORKS

Technical Networks will provide technical support and capacity development to AU Member

States, (RECs) and other CAADP implementers. Technical Networks are communities of practice

that will develop mechanisms and provide tools to support the implementation of specific Malabo

Declaration content areas.

The Networks will provide training and technical advice in specific content areas to national and

regional agriculture sector governance entities on policies, programs and practices that can

accelerate achievement of national, regional and continental agriculture production, productivity

and food security goals related to Malabo and CAADP.

2.1 Dimensions of Technical Capacity Development

Capacity is the ability of individuals, organizations and systems to achieve results or the ability to

perform effectively and efficiently. Technical capacity, is therefore a measure of what a country

(region or Africa as a collective), through its people, organizations and systems, is able to do in

terms of agricultural development. It represents both the stock of technical "know-how", as well

as the ability to put that know-how to use. So capacity is not merely about knowing the theory of

any aspect of agricultural development, but having the means and ability to undertake the

development. Capacity development is simply the process of obtaining, strengthening and

maintaining these transformative capabilities.

Capacity development is not a one-off intervention, but an interactive process of designing, doing,

learning and adapting. One cannot develop capacity through a time-limited project of activit ies,

timeframes and strict budgets. Instead,

it is a more organic process of growth

and development, involving

experimentation and learning.

Technical Capacity for agricultura l

development can be unpacked into

three inter-dependent parts, which

together combine to create the

conditions for achieving agricultura l

development: (1) Individual; (2).

Organizational; and (3). Systemic or

Enabling environment (see Figure

adapted from FAO)

2.2 Specific functions of Technical Networks

Technical Networks will take a holistic view of capacity development – looking at the totality of

individual, organizational and systemic capacities necessary for implementing Malabo regional

and national Agricultural and Food Security Investment Plans. Specifically, technical networks

will provide, among other services:

1. Best practice or state-of-the-art methods and tools in specific technical areas

2. Targeted training and other capacity development support as appropriate & demanded

3. Technical advice responding to specific queries and implementation challenges

4. Occasional situational analyses

5. Facilitation of continuous learning and sharing

Technical Networks will not implement any programmes on behalf of countries, RECs and other

CAADP implementers. Their role will be limited to supporting the capacity enhancement required

to help these actors implement by themselves.

2.3 Proposed Technical Networks and relationship to the CAADP

RF and the IS&R

Up to seven (7) technical networks, loosely based on Malabo Commitment areas and the IS&R

Strategic Action Areas, will be facilitated. A summary of the proposed Technical Networks is

presented in Table 1, also indicating their relationship to the Malabo Declaration Commitments,

and the CAADP Malabo Implementation Strategy and Roadmap Strategic Action Areas

Table 1: Technical Networks that will be facilitated in support of Malabo Implementation

Malabo Technical

Network

Issues that will be covered (indicative) Related CAADP Results

Framework Theme

Agricultural

investment financing

Domestic, foreign, private and public

investment in agriculture including models &

policies for facilitating such investments

3.5 Increased public and

private investments in

Agriculture

Nutrition and food

security

Topics in nutrition, policy, multi-sectoral

planning and coordination to address nutritional

and food security & limit post-harvest losses.

Strategic Food Reserves & Safety nets

1.2 Food and Nutrition

Security

Agricultural research

and extension

The African science and research agenda; and

capacity development for research, extension

and advisory services. Support needed include

strategies and plans for developing requisite

ARD capacity, addressing agricultural

technology gaps (through research), and

capacity and models of extension/advisory

services that deliver to farmers

2.1 Increased agriculture

production and productivity

Agro-industry &

value chain

development

Value addition to agricultural commodities and

general agro-industrial development. Value

chain (VC) development issues: enhancing

functionality of VC through actor linkage, actor

empowerment with capacity and information,

pricing, credit, product quality, appropriate

technology, policies and organization of last-

mile delivery of agricultural inputs and services

2.3 Expanded local agro-

industry and value chain

development inclusive of

women and youth

2.1 Increased agriculture

production and productivity

Markets and regional

trade

Regional and global trade issues (policies,

facilitation, barriers, SPS, food safety etc.);

Market development (information,

infrastructure)

2.2 Increased intra-African

regional trade and better

functioning of national &

regional markets

Malabo Technical

Network

Issues that will be covered (indicative) Related CAADP Results

Framework Theme

Resilience, risk

management and

natural resources

management

Resilience and risk management

Climate change mitigation and adaptation

(including climate-smart agriculture)

Irrigation and water management

Land issues

2.4 Increased resilience of

livelihoods and improved

management of risks in the

agriculture sector

2.5 Improved management of

natural resources

Knowledge

Management, policy

analysis and

accountability for

results

NAIPs development and reviews

Mutual Accountability and Biennial

Review systems

Measurement, monitoring, evaluation

Strategic planning processes

Sector coordination

Policy analysis

Agriculture Statistics and data

management

Knowledge generation and dissemination

3.1 Effective and inclusive

policy design and

implementation process

3.2. Effective and

accountable institutions

including assessing

implementation of policies

and commitments

3.4 Improved multi-sectoral

coordination, partnerships

and mutual accountability in

sectors related to agriculture

3 How Technical Networks will work?

The Technical Networks will be technical groups that will borrow from principles of Communit ies

of Practice (CoPs); their objective will be to harness, package and channel best practices in relevant

agricultural development areas to countries, Regional Economic Communities (RECs) and other

CAADP implementing agencies. Technical Networks will be largely demand-driven, designed to

respond to needs identified by CAADP implementers. They will also take a pro-active approach

by identifying gaps that require their support. The Technical Networks will function as:

Combine ideas and practices from both Networks and Community of Practice;

Close-knit, functional units with strong but voluntary membership;

Negotiated order (through MoU) and reciprocal responsibility; and

Fluidity and organic growth to adapt in response to needs, opportunities and challenges in

their environment.

3.1 Principles for success of Technical Networks

In order for Technical Networks to work, they will be designed and facilitated on the basis of the

following principles:

Jointly agreed values, principles and rules of engagement

Identification of the relevant experts from the matching institutions – a coalition of the

willing, committed and able: ensuring that the stake (‘what is in it for me’ – ‘WIII-FM’)

for each member is clear and real and that they can see how their engagement contributes

to the achievement of their own “WIII-FM”. Membership may be organizational, but

having the right level and expertise of individuals is critical. A transparent process for on-

going reflections on, and articulation of the WIII-FM. This could be: direct development

and business link to institutional interests, and direct benefits to the individuals (learning,

networking, career development, etc.). The process should not make assumptions about

these, but keep tab on them and help members recognize even the value they may not have

realized.

A dynamic process championed by passionate, energetic and committed individuals

underpinned by a set of jointly agreed values, principles and rules of engagement.

The right leadership – ensuring that there is not only leadership, but that it is the right style

and approach that fits well with the non-hierarchical structures of networks.

Commitment by AUC and NPCA to results-delivering actions – as opposed to visible but

transactional activities.

Adaptive implementation - dynamic process and learning. A process that facilita tes

adaptive implementation and learning. A process designed to facilitate members to expand their networks, enhance contribution

to development and learning (at institutional and personal levels) and be recognized.

An initial investment in facilitation, mentoring, nurturing and financial support to allow

the networks to grow into independence with a clear exit strategy articulated at the

beginning. [It is recognized that some of the networks could evolve in to long term

technical/learning alliances with relevance beyond what they are initially set up to do]

Good communication structures and the use of modern ICT to facilitate collaboration while

minimizing costs.

Relevance and focus on deliverables: capacities, tools/approaches, products,

4 Structure of Technical Networks

The following elements underlie the structure and organization of technical networks:

1. Size – Technical Networks will grow organically into optimal size determined by each

Network. However, the initial membership will comprise 8-10 organizations.

2. Membership – only organizations can be members of technical networks (even though the

organizations will second individuals to the Technical Networks. The initial membership

is being determined through a process overseen by PICO-Eastern Africa and the AU to

seek interest and competitively assess suitability of initial members.

3. MOU as legal basis for coming together – Technical Networks will be bound by a

memorandum of understanding, explaining their role, identifying a secretariat organiza t ion

and outlining entry and exit procedures.

4. Secretariat/ convening member – each network will be coordinated by a secretariat

organization and a convener seconded by the secretariat organization

5. Ex-officio and unique role of RECS – RECS are an important part of the AU system.

They coordinate regional implementation. But at the same time RECS may have capacity

on critical aspects of Malabo. RECS may sit in some technical networks while being

beneficiaries of technical networks.

4.1 Governance and leadership

The process of developing Technical Networks will be overseen by a broad based Project Advisory

Committee that will draw from relevant stakeholders. . The day-to-day implementation will be

handled by PICO-Eastern Africa, convening the Project Team. To facilitate cross-learning and

inter-network coordination, a Network Steering Group will be convened comprising at least one

individual (convener) from each Technical Network.

Table 1: Roles and responsibilities

Project Advisory Committee Project Implementation

Team

Inter-network Steering Group

1. Offer strategic direction and overall leadership

2. Support project

implementation

3. Help with financial and human resourcing

4. Support outreach

1. Oversee and coordinate the implementation of the

project including systems development,

communication, org development, mentoring of networks

among other functions

1. Inter-network coordination 2. Help with agenda setting and

steering

3. Sort out attributions vs contributions issues as well as

incentives 4. Support reporting, monitoring

and evaluation

4.2 How will networks receive and gauge demand for support?

The Technical Networks will use various methods to receive and gauge demand for support.

Firstly, Countries, RECs and other CAADP implementing institutions (private sector and civil

society) will express their interest and request for support directly to each of the networks in written

format, as well as indirectly through the AU organs (AUC, NPCA and RECs). Secondly, the

Technical Networks will create demand for their services by assessing capacity needs in countries

and among RECS through participatory assessments with CAADP implementing bodies and

processes at the national level (e.g. in CAADP Roundtables, Investment Planning Meetings etc.)

and also by occasionally conducting gap analysis studies and surveys focused on specific thematic

areas. Thirdly, the Technical Networks will share information and best practices among countries

to stimulate demand through the creation of awareness and showcasing practices, tools and models

that have been demonstrated to work. Fourthly, an on-line platform will be developed where the

target institutions (Member States, RECs, etc.) who need specific information (including case

studies, success stories, tested frameworks for doing specific things, etc.) will ultimately be able

come to the platform for what they need, and seek help (by posting questions) on how to

operationalize or try them out in their circumstances. This will therefore be an ongoing process of

continuous exchange and interaction between the TN and clients; and among the clients

themselves.

4.3 How will networks respond to demand for support?

The Technical Networks are expected to respond to the demands and the requests from client

countries and institutions in several ways, depending on the nature and type of the request. Firstly,

the TN can avail the tools, expertise and resources demanded from within the TN itself if it is

available. Secondly, the TN can source the required resources (expertise, knowledge, tools etc.)

from other clients (countries and institutions) with the capacity and experience by facilita t ing

learning exchanges and experience sharing. Thirdly, the TN can source the required expertise and

resources from other independent knowledge institutions (universities, private sector etc.) within

or outside the African continent. It is expected that requests for support by countries may require

the commissioning of research or development of training modules; under these circumstances,

Technical networks will be expected to develop the appropriate response program includ ing

working with partners to resource and deploy the response.

The operations of the TNs in responding to clients will be guided by several principles, which will

be articulated in an MoU with the AUC and NPCA. The MoU will clarify engagement princip les

and accountability mechanisms through reporting.

4.4 How will networks be supported to deliver?

The TNs will be supported to deliver through a mentorship process set up by PICO-EA in the first

year and by a set of communication tools including an online platform for information

documentation, sharing, exchange and learning. The mentoring process will be implemented in

the first 12 months of the TN’s operations, and this will be carried out through a variety of face-

to-face meetings, trainings, workshops and through virtual interactions. Each Network will have a

dedicated PICO-EA moderator/mentor whose role will be to ensure (during the first year) that the

Network is alive, active and productive, and that members are being supported to see the benefit

of the emerging Community of Practice (CoP). Each Network will have a convener (identified

from its membership) who will be working closely with the PICO-EA mentor with a view to take

over the mentoring and ‘championing’ role to continue providing the inspiration and energy that

keeps the Network functional and productive beyond the 12 months of PICO-EA mentorship

support.

It is expected that at the initial convening meetings of the Technical Networks, they will reflect on

the key issues facing the network and what their primary agenda might be. The mentorship of the

Networks will cover the following areas: (1) Development of sub-networks if deemed necessary;

(2) Leadership, facilitation and other training as may be deemed necessary; (3) How Networks can

support countries to set concrete objectives and to develop logically sequenced work plans; 4) How

TNs can effectively contribute to the building of national and local implementation capacities

(including identification of cross-learning opportunities among countries; 5) The development of

replicable and locally appropriate delivery mechanisms; and 6) Promotion of scale-up through

technical support and helping countries to mobilize long-term resource commitments.

4.5 The learning and sharing platform

We have made reference to the learning platform. It is hoped that, to address challenges of

geography, an innovative multi- functional on-line platform will be developed where members of

the Technical Networks (possibly in separate discussion rooms on the same platform) come to find

and share experiences and information among individuals within the same Network or between

different Networks. The platform will be designed and implemented as a dynamic space that

facilitates on-going learning with content that is progressively developed/updated.

4.6 Quality assurance, Monitoring and Evaluation

A common work plan will be developed for all the Technical Networks and subsequently, each

Network will, with support of the project team, develop its own delivery performance plan that

will be reviewed and approved by the AUC and NPCA. Routine internal (within the Technica l

Networks) M&E will be carried out. An Independent Evaluation will be conducted biennially to

inform the progress implementation and corrective measures.