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CORAF/WECARD STRATEGIC THRUSTS OF THE 2nd OPERATIONAL PLAN

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The second operational plan (OP2) of CORAF/WECARD focuses on strengthening the organization's structure and accountability, ensuring coherence across activities, and increasing the focus on result delivery. Key strategic thrusts of OP2 include consolidating the integrated agricultural research for development paradigm, clarifying roles and functions to improve result delivery, and advocating for investment in agricultural innovation and research institutions. The plan aims to make programs and managers more accountable for results in key areas like natural resource management, markets and trade, and sustainable agriculture.

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CORAF/WECARDCORAF/WECARD STRATEGIC THRUSTSSTRATEGIC THRUSTS OF THE 2OF THE 2ndnd OPERATIONAL PLANOPERATIONAL PLAN Harold Roy-Macauley Executive Director
360 M people (2009) Promote sub-regional cooperationCreated i n 1987 Create synergies & reduce duplications Solve common agricultural research and development problems Advocate for financial investments Contribute to the transformation of agriculture Overview of CORAF/WECARD
STRATEGIC ACHIEVEMENTS OF 1st OP (2008 2013) of 10-year Strategic Plan (2007 2016) SCLFA NSC NRM BB PMT SC KM PROGRAMS SCOPING STUDIES INVOLVING ALL RELEVANT STAKEHOLDERS REGIONAL PRIORITY RESEARCH FOR DEVELOPMENT THEMES IDENTIFICATION 75 INNOVATION PLATFORMS WITH VALUE CHAIN APPROACH ESTABLISHED ALL OVER WEST AND CENTRAL AFRICA WITH DIFFERENT ENTRY POINTS RELATED TO PRIORITY REGIONAL CHALLENGES COMPETITIVE GRANT PROJECTS COMMISSIONED PROJECTS POTENTIAL IMPACT INFRASTRUCTURE Success stories Success storiesSuccess stories
Key Strategic Thrusts OP2 [1] Strengthening programme structure to meet expectations of paradigm shift Evolution of programme approach making managers accountable for Result delivery Supported by organisational structure and governance changes
Focus of Result Delivery and Themes More coherent with holistic IAR4D approach Theme is a major opportunity or challenge facing agricultural transformation in the sub-region Aim to increase resilience of households and systems to respond to threats posed by a wide range of biological, social, environmental and political challenges
Emerging themes Theme 1: NRM and Ecosystem services Theme 2: Markets, Market linkages and Trade Theme 3: Sustainable Agriculture
Director Research and Innovation Executive Director Strategic Issues Assistant to ED Internal Audit Strategic Communication Biotech Ins cap dev Env & Soc Data BaseICT Planning, M&E & Learning Director Corporate Services Finance and Accountancy Procurement Administration and Human Resources Organisational Structure OP2 Gender RDMT 1 RDMT 2 RDMT n RDMT 3 Director Knowledge Management Assist. Director RI Still inStill in DevelopmentDevelopment
Key Strategic Thrusts [2] IAR4D paradigm working but needs to be consolidated with additional requirements Ensure coherence across activities with guidelines for: Innovation platforms (establishment & facilitation) Key management systems including M&E and learning, planning and reporting Gender, environment, biotechnology and biosafety, capacity development (institutional and organizational) and other cross-cutting and emerging issues
Key Strategic Thrusts[3] Strengthening CORAF/WECARD ES accountability and clarification of functions and roles in result delivery Secretariat with own plan and logframe making it accountable new Result at level of OP2: Result delivery by Executive Secretariat effectively managed Focus on: Capacity and IAR4D Communication and information sharing M&E to track performance RBM and logframes key to success
Key Strategic Thrusts OP2 [4] Affirmation of high level role in strategic coordination (influencing policy at regional and national levels) Increased visibility at regional level - links to RECs, Proactive role in advocating for IAR4D and agriculture Proactive role in advocating for strengthened research, innovation & learning institutions (Centres of Excellence)
Merci pour votre attention Secr辿tariat ex辿cutifSecr辿tariat ex辿cutif T辿l (221) 33 869 96 18T辿l (221) 33 869 96 18 Fax (221) 33 869 96 31Fax (221) 33 869 96 31 E-mail:E-mail: secoraf@coraf.orgsecoraf@coraf.org Web:Web: www.coraf.orgwww.coraf.org

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CORAF/WECARD STRATEGIC THRUSTS OF THE 2nd OPERATIONAL PLAN

  • 1. CORAF/WECARDCORAF/WECARD STRATEGIC THRUSTSSTRATEGIC THRUSTS OF THE 2OF THE 2ndnd OPERATIONAL PLANOPERATIONAL PLAN Harold Roy-Macauley Executive Director
  • 2. 360 M people (2009) Promote sub-regional cooperationCreated i n 1987 Create synergies & reduce duplications Solve common agricultural research and development problems Advocate for financial investments Contribute to the transformation of agriculture Overview of CORAF/WECARD
  • 3. STRATEGIC ACHIEVEMENTS OF 1st OP (2008 2013) of 10-year Strategic Plan (2007 2016) SCLFA NSC NRM BB PMT SC KM PROGRAMS SCOPING STUDIES INVOLVING ALL RELEVANT STAKEHOLDERS REGIONAL PRIORITY RESEARCH FOR DEVELOPMENT THEMES IDENTIFICATION 75 INNOVATION PLATFORMS WITH VALUE CHAIN APPROACH ESTABLISHED ALL OVER WEST AND CENTRAL AFRICA WITH DIFFERENT ENTRY POINTS RELATED TO PRIORITY REGIONAL CHALLENGES COMPETITIVE GRANT PROJECTS COMMISSIONED PROJECTS POTENTIAL IMPACT INFRASTRUCTURE Success stories Success storiesSuccess stories
  • 4. Key Strategic Thrusts OP2 [1] Strengthening programme structure to meet expectations of paradigm shift Evolution of programme approach making managers accountable for Result delivery Supported by organisational structure and governance changes
  • 5. Focus of Result Delivery and Themes More coherent with holistic IAR4D approach Theme is a major opportunity or challenge facing agricultural transformation in the sub-region Aim to increase resilience of households and systems to respond to threats posed by a wide range of biological, social, environmental and political challenges
  • 6. Emerging themes Theme 1: NRM and Ecosystem services Theme 2: Markets, Market linkages and Trade Theme 3: Sustainable Agriculture
  • 7. Director Research and Innovation Executive Director Strategic Issues Assistant to ED Internal Audit Strategic Communication Biotech Ins cap dev Env & Soc Data BaseICT Planning, M&E & Learning Director Corporate Services Finance and Accountancy Procurement Administration and Human Resources Organisational Structure OP2 Gender RDMT 1 RDMT 2 RDMT n RDMT 3 Director Knowledge Management Assist. Director RI Still inStill in DevelopmentDevelopment
  • 8. Key Strategic Thrusts [2] IAR4D paradigm working but needs to be consolidated with additional requirements Ensure coherence across activities with guidelines for: Innovation platforms (establishment & facilitation) Key management systems including M&E and learning, planning and reporting Gender, environment, biotechnology and biosafety, capacity development (institutional and organizational) and other cross-cutting and emerging issues
  • 9. Key Strategic Thrusts[3] Strengthening CORAF/WECARD ES accountability and clarification of functions and roles in result delivery Secretariat with own plan and logframe making it accountable new Result at level of OP2: Result delivery by Executive Secretariat effectively managed Focus on: Capacity and IAR4D Communication and information sharing M&E to track performance RBM and logframes key to success
  • 10. Key Strategic Thrusts OP2 [4] Affirmation of high level role in strategic coordination (influencing policy at regional and national levels) Increased visibility at regional level - links to RECs, Proactive role in advocating for IAR4D and agriculture Proactive role in advocating for strengthened research, innovation & learning institutions (Centres of Excellence)
  • 11. Merci pour votre attention Secr辿tariat ex辿cutifSecr辿tariat ex辿cutif T辿l (221) 33 869 96 18T辿l (221) 33 869 96 18 Fax (221) 33 869 96 31Fax (221) 33 869 96 31 E-mail:E-mail: secoraf@coraf.orgsecoraf@coraf.org Web:Web: www.coraf.orgwww.coraf.org