plm_feb2014_notes

3-4 February, ILRI Nairobi
Agenda page


 * Monday 3rd,February**

Jimmy Smith welcome remarks Phase 2; 2015-2016; Engagements and discussion are going on
 * The team represents a very important group in the Livestock and Fish program with lots of attention to agriculture and dependence on science to feed the nation
 * CGIAR reform promised that the whole CGIAR would deliver much greater than the sum of it's part. CRPs represents the way to bind centres, to fund agriculture research and to deliver good science to transform agriculture. We need to demonstrate how our science will realize impact, through engaging with the necessary partners.
 * ILRI as the led centre is fully committed to the Livestock and Fish program and the committed that the CRP will transform agriculture.

-What methodologies and tools will we use - Moving away from comfort zone, addressing demand-driven problems in a holistic manner - Addressing all components of the value chains - Identifying needs of value-chain actor - provide/research solutions - Mobilize theme scientists to focus in an integrated and inter disciplinary manner on one value chain - More focus on ultimate results of our work - Substantial investments in CapDev alongside research to succeed (as in having impact) - Widening of vision from thematic to more holistic value chain approach || -More relevant and significant -Focus and focus, clearer articulation, greater clarity -More impact -Easy and coordinated action -Understanding the research differences -Satisfaction of seeing research into action -Research for action applicability -Interaction with other disciplines || -Scientific research autonomy -Limited resources in-terms of scientists, how do we **prioritize** value chain - Loss of flexibility and oppportunity to 'pure 'curiosity-driven research -No reward structure -Focus on 'earlier' discipline - Missed opportunities - Less production in our own area of expertise - Less cutting edge research - Interdependence || Hard How to mobilize team scientists to focus in one value chain Hard - language 50/50 || -Responsibility in engaging with other partners - Facilitation and coordination of people - Working through others - Move beyond linear to complex thinking - Listen and learn -More challenging communication -Investment in time and space to create resource groups || -Relevant research, broaden scope of interaction -Broader group of people in engagement -Satisfaction that our science work - Knowledge to improve the VCs || -Loss of freedom i.e. to include/do other projects -Speed at which people move - ‘Artificial gains’ dilution of other disciplines to other broader field involvement in the group -Control of research - Single-handed attribution of success, if that happened. - Time efficiency || Hard || **Suggestion solution** Have a focus on understanding the needs of the value chain that will bring about a focus on
 * Introduction Session - Tom Randolph**
 * Areas of change and what it means to the group**
 * **Change** || **What it means for us as individuals** || **What will we gain** || **What will we lose** || **Easy or hard?** ||
 * **Extended focus to transform specific value chains** || -Clear impact to our research
 * **More real-time multi-disciplinarity** || -Time spent on interacting with other groups (transaction cost)
 * Capacity development, what are the teams and partner needs ||  ||   ||   ||   ||
 * Working through others to deliver impact ||  ||   ||   ||   ||
 * Partnerships || Need to develop / strengthen new capabilities || Better contribution to development ||  || Hard ||


 * Review progress in deploying the program in countries**
 * Exercise 1**

Partners intelligence ||  || common interest, trust, commitment ||   || bottom up approach || Keep it light and do it early || Joint design around the technology issues ||  || Based on local issues Agenda intergrated across themes || DVP of M&E framework is too slow ||  || Resource mobilization Partner engagement Better links with other CRPs || Don't get to hang up on the protocols ||
 * || Tanzania || Acho || Pat || Nicaragua || Jens Peter ||
 * Resource mobilization || Buy-in from donor for flexible funding || Better timing, better strategy, business oriented ||  || Time commitment, priorities || Keep the research agenda, ensure that there is w1/2 funding secure ||
 * Partner engagement || Listen from the beginning || Targeted for different partners
 * Value chain assessment ||  || Be clear on what we aim for from the beginning || Baseline, indepth assessment to be done early || Multi-disciplinary teams
 * Integrating technology platform with value chain activities || Have people from technology platform dedicated to vale chains ||  || Having the right people and in the right numbers
 * Things to do differently || Timing - engagement ||  ||   ||   ||   ||
 * Things to do better ||  || VCD efforts should be pegged on availability of resources before engagement

Adaptation (change) of project with time (mechanism) VC tools relevant? (too broad, driven by theme) VC study verses doing Best bets (doing research Getting the right human capacity Monitoring & Evaluation - for what, timing of baselines Define the niche products Skills to engage the private sector Scientists into the field - science Getting a project, but keep your research agenda Getting a team together to address all components (time available) Keep analysis process light Get to action quickly
 * Issues Arising - Stuart Worsely**

Egypt Program is responding to real demands Problems Government instability Action Increase the resource mobilization efforts
 * Exercise 2**
 * Critical factors**

Nicaragua - Pat Not enough time and resources at the beginning Growing need for harmonized communication around the value chain and program to convey message to donors and stakeholders Seen as a good collaboration between CIAT and the program

Others Up-scaling

ICARDA - Abou Fall Good governance - Enabling environment to roll our program Resources High transaction costs for engaging with partners, staff time Capacity development needs for key partners e.g. extension organizations, research institutions

Alessandra 1. Critical success factors Funding, should be sufficient previous work and knowledge in East Africa Good projection of the demands for potential demand enhanced uptake 2. Weakness Tools produced late, less efficiency Specific key issues not clear is some areas Unclear linkages in multi-disciplinary approach Resource constraints within funding and people

Things that were combined Monitoring & Evaluation, Review and Baseline and in-depth data analysis Value chain assessment and situation analysis - clarity on who is doing what?

9-10 February: Ethiopia Innovation Platform meeting 16-18 February: theory of change February – project implementation meeting report by Government of xxx (MBlummel) 24th February: FEAST capacity development workshop in Botswana (Iddo) End of February: Uganda writeshop (Iddo) 19-20 February: Innovation platform workshop, Cairo, Egypt Early march: Tanzania policy field visitingtou 2-6 March: Bangladesh planning meeting (Jens Peter) 14 –18 April: Training of trainers in Uganda (Danilo)
 * DAY 2**
 * Planning meetings**

Planning for the 24-28 March theme meeting Theme and cross-cutting world cafe discussion on: 1. What can i do for you between now and March 2. How do we prepare for the meeting 3. What are the themes priorities
 * DAY 3**

Proposed outline of strategic and implementation plan

Action from the world cafe discussion All themes to send their agenda and plans for the March theme meeting one week before the meeting.