Asia Pesticide Residue Mitigation through the Promotion of Biopesticides and Enhancement of Trade Opportunities (APRMP), Inception Meeting, 7 August 2020

1. Asia Pesticide Residue Mitigation
through the Promotion of
Biopesticides and Enhancement
of Trade Opportunities
7 August 2020

2. Welcome and introduction
2
Ravi Khetarpal
Executive Secretary
APAARI

3. Welcome and introduction
AGENDA
• Presentation of the Guidance Document on the
Exchange and Use of International Efficacy and Crop
Safety Data for Minor Uses Series on Pesticides no 101
• Interactive presentation on the development of
functional capacities, strategy and priorities
• Interactive presentation on the project’s KM Strategy
• Overview of Monitoring, Evaluation, Reporting and
Learning
• Presentation on administration and finance
• Way forward
3

4. Objectives of Day 2
AGENDA
1. Raise awareness about the Guidance Document on the
Exchange and Use of International Efficacy and Crop Safety
Data for Minor Uses Series on Pesticides no 101
2. Understand capacity development initiatives and strategy
under the project and prioritize the development of
functional skills
3. Understand the importance of knowledge management
(KM) under the project and agree on the KM strategy
4. Understand the procedure and participants’ contribution to
the Monitoring, Evaluation, Reporting and Learning
5. Understand the project’s policy on administration and
finance
6. Agree on the way forward
7. Build commitment of the participants to the project
4

5. Housekeeping
• The video and audio will be mostly used by speakers, with
ALL participants muted and with videos turned off most of
the time. PLEASE KEEP YOURSELF MUTED.
• Video and audio of the participants can only be used
during the Q&A session.
• Please indicate you want to speak through the “Raise
hand” feature. The moderator will call you on to speak.
Please unmute yourself at this point.
• You may also use the Chatbox to post comments and
questions at ANYTIME during the presentations.
• The meeting will be recorded ONLY for the reporting
purpose.
5

6. Our speakers
Ravi Khetarpal, Executive Secretary, APAARI
Alan Norden, Director, Minor Use Foundation
Martina Spisiakova, KM Coordinator, APAARI
Norah Omot, Policy Coordinator, APAARI
Manish Rai, Finance Coordinator, APAARI
6

7. Guidance Document on the Exchange and Use of
International Efficacy and Crop Safety Data for Minor
Uses
7
Alan Norden
Director
Minor Use Foundation

8. Overview
• OECD Expert Group on Minor Uses
• Guidance document
• Key areas
• Application of guidance

9. OECD Expert Group on Minor Uses
• Established 2007
• Approx. 25 members - regulators, industry and
minor use programs
• Published guidances on:
– Exchange and Use of International Efficacy and Crop
Safety Data
– Regulatory Incentives for the Registration of Pesticide
Minor Uses
– Defining Minor Uses of Pesticides

10. Guidance Document
• First OECD guidance document on efficacy/target safety
• Outlines approaches taken by many regulators
• Principles applicable to all uses - not just minor uses
• Application will vary due to:
– Existing guidance in country/region
– Policies in country/region
– Scientific applicability of data/source utilised

11. Key areas of guidance
• Document contain 4 key areas:
– Basic Principles
– Application based on authorisation in another
country
– Relevance of foreign data
– Data from other sources

12. Application of guidance
Future training would cover in more detail
– Principles within each of the key areas
– How the key areas interrelate
– Factors to consider in:
• preparing on application or
• making a regulatory decision
– Examples - positive and negative

13. 13

14. Capacity development, Knowledge
Management and Communication
Martina Spisiakova
Knowledge Management Coordinator
APAARI

15. Introduction to functional capacity
development and the approach
15

16. 16
WHAT are your expectations from this
project?
Discussion in the Chatbox

17. 17
Capacity Development Concept
Creation of a network
Technical trainingDevelopment of
functional skills
Coaching and
mentoring
Facilitation of
experience sharingSupport to South-
South Cooperation
Policy support
Support to knowledge
sharing

18. Functional vs technical capacity
The project will focus on two types of capacity
development (in addition to the above-
mentioned areas):
• technical knowledge and skills that are
specific to the project’s objectives; and
• functional (soft skills): knowledge, attitudes
and behavior needed to successfully apply and
coordinate technical capacities to achieve
long-term development outcomes
18

19. Rationale
• Technical training, technologies –
VERY IMPORTANT, but NOT ENOUGH
• FARMERS are responsible for
implementation of production
changes and accountable for their
success
• Often, highly technical projects are
“missing out” on the human aspects
that speed up technology application
• These human aspects are measured in
soft skills – functional capacities
• Soft-skill training that matches
industry needs – a major determinant
of project/institutional success 19

20. An integrated framework of behavioural factors
affecting farmers’ adoption of environmentally
sustainable practices
20Source: https://academic.oup.com/erae/article/46/3/417/5499186

21. 21
Functional capacities as important as
scientific/technical
ADAPTABILITY
Farmers: meet
changing
consumer
demands,
communicate
new challenges
Science: help
address the new
obstacles farmers
are facing,
predict new
challenges
ahead, adopt
new methods
advanced by
innovations
COMMUNICATION
Farmers: help build
relationships that
lead to
collaboration,
negotiate when
entering formal or
informal dialogue
with independent
regulatory bodies,
government and
other stakeholders
Science: interact
with farmers,
businesses,
consumers and
policy makers
ORGANIZATION
Farmers: factor in
weather conditions
to ensure they can
meet consumer
demands and sustain
their farming
businesses during
the off season
All value chain
actors: ensure good
logistics for
transportation of
raw materials,
storage and delivery
to consumers
TECH-SAVVY
Farmers: know where
agricultural
technology is going,
particularly for
pesticide-use,
irrigation, cultivation
methods, harvest,
storage and transport
Science: help research
new technologies,
instruments and
advancements to
determine their
adoption in different
contexts

22. 22
The 4+1 Capacities for Change &
Innovation
The partners of the Tropical Agriculture Platform (TAP) worked together and
presented these functional capacities as follows:
Recognizing three dimensions: INDIVIDUALS, ORGANIZATIONAL and
ENABLING ENVIRONMENT

23. 23
1. What is Innovation?
2. Why is it Important for the Success
of this Project?
Discussion through the Chatbox

24. 24
Capacities for Change and Innovation –
The SYSTEM PERSPECTIVE

25. 25
As an innovation actor, WHAT will be
expected from YOU during and after
this project?
Discussion through the Chatbox

26. 26
WHAT functional capacities are most
important to successfully meet these
expectations and WHY?
Discussion through the Chatbox

27. Weakest functional capacities Focus
Understanding and solving
problems in field and analytical
projects
Engagement in a more
productive dialogue for policy
change in JMPR, CCPR or CODEX
Influence of decision-making
processes in domestic pesticide
issues related to biopesticide
regulations
Engage farmers to impact
pesticide use (motivate and
developing their capacity to use
biopesticides) 27
Functional capacities identified in the
pre-inception survey

28. Weakest functional capacities Priority
Understanding and solving
problems in field and analytical
projects
Engagement in a more productive
dialogue for policy change in JMPR,
CCPR or CODEX
Influence of decision-making
processes in domestic pesticide issues
related to biopesticide regulations
Engage farmers to impact pesticide
use (motivate and developing their
capacity to use biopesticides) 28
Functional Capacities – Prioritization

29. Way Forward: Success Factors for the
Project CD Initiatives
• Stakeholder commitment at ALL levels
• Leadership and good management based on solid
communication
• Design – a realistic action plan worked out and agreed
with the relevant stakeholders/org
• Flexibility – clear procedures built into the CD strategy
• Transparency and accountability – involvement of ALL
principal stakeholders in monitoring and progress
reporting
• Good communication - to keep all relevant institutions
engaged, with appropriate feedback mechanisms 29

30. Next Steps
1. Preparation of a capacity development plan for the
prioritized functional areas (Sep 2020)
2. Identification of experts to share their experiences
in functional areas in the context of pesticide
mitigation and promotion of biopesticides (Sep
2020)
3. Preparation of training concept notes (Oct 2020)
4. Webinar on one of the prioritized topic (Oct-Nov
2020)
5. Working closely with technical trainers to integrate
functional areas (prior to the planned training)
30

31. 31

32. 10-min Break
32

33. Knowledge Management and
Communication Strategy
33

34. Expected Project Outcome
“Development and implementation of a strong
overarching knowledge management (KM) strategy
and functional capacities (soft skills) to enhance
knowledge sharing and application of biopesticides
through stakeholder engagement and creation of a
trusted learning environment in support of the
project objectives”
34

35. 35
WHY do you think the project needs a
strong KM and Communication Strategy
Discussion through the Chatbox

36. KM in the context of AIS
• KM dominated by the perception of a linear technology
transfer process (generated by research and passed on to
the extension system for adoption by farmers)
• The linear process fails in tackling contemporary
agricultural development problems and complexity, and
in adoption and use of new technologies by farmers
• Agricultural research being increasingly called upon to
contribute to solving complex problems to rural poverty,
NRM and food security
• Shift to embracing an innovation system perspective
involving various actors and sources of knowledge

37. Key KM challenges in the context of AIS
(based on APAARI Survey in 2018)
• Lack of coordination between research, education and extension
• Understanding the target group for the KM activities
• Capturing and disseminating lessons learned and good practices
• Collection, compilation, and analysis of data to generate knowledge
• Documentation of research findings
• Institutional support for KM
• Embedded organizational culture and practices
• Poor response to KM by collaborating partners
• Lack of time for appropriate review, editing and production of
knowledge products
• Collecting right information
• Insufficient time for KM due to overlapping priorities

38. Iceberg Metaphor taken from http://ro.wikipedia.org/wiki/Fi%C8%99ier:KM_iceberg.png
Science tends to focus on explicit…

39. Beyond ‘explicit’ to help strengthen AIS
• Crucial role of KM: facilitation, reflection, learning,
documentation, enabling agricultural innovation
• Facilitation: Beyond ‘conventional’ facilitation tasks (one-
way communication with trainees and other stakeholders,
information sharing, PPTs, and/or managing logistics)
• Fostering synergies that link people and resources,
enhancing their ability to make collective decision, ensure
strong implementation, and influence change
• All actors become potential sources of knowledge and
change

40. KM Cycle and its Main Pillars
• KM Strategy
• KM Processes
• KM Tools
• KM Infrastructure
• KM Culture
Knowledge Management Cycle
Dalkir, 2005

41. KM Approach in this Project
… based on APAARI’s KM and Communication Strategy
• Knowledge creation
• Knowledge sharing
• Capacity development (functional)
• Communication of results
• Policy advocacy
• Monitoring, evaluation, reporting and learning
41

42. Let us build our KM and Communication
Strategy
Knowledge
creation
Knowledge
sharing
Functional CD Communication
of results
Policy
advocacy
MERL
Processes Moderated
discussions
?
- Integrating
innovative
learning
methods in
technical
training
- Independent
training
- Regular posting
on Social Media
Tools - Webinar
platform
- Training
reports
(turned into
guidelines?)
- Project
newsletter
- Facebook
- Photos
- Success stories?
Policy
brief

43. Communication and Outreach
Source: Essence Group
Source: IITA/GFAR
Source: Ecotipping Points
Project
Source: NEXT IAS
Source: SynBioBeta Source: IEG Policy

44. Way forward for KM and Communication
• Preparation of the project’s KM and
Communication Strategy with a performance
framework feeding to MERL and aligned with
the STDF’s and APAARI KM and
Communication Strategy (Sep 2020)
• Implementation - from Oct 2020
44
We need your collaboration and commitment!!!

45. 45

46. THANK YOU! 46

47. Monitoring, Evaluation, Reporting and
Learning
47
Norah Omot
Policy Coordinator
APAARI

48. Monitoring, Evaluation, Reporting and
Learning
48
Courtesy: facebook.com
Courtesy: facebook.com

49. Monitoring, Evaluation, Reporting and
Learning
49
Why MERL?
Courtesy: iied.org

50. Monitoring, Evaluation, Reporting and
Learning
50
• APAARI developed a
simple M&E plan
based on project
Log frame
• Shows different
levels of the impact
pathway from ….
• ME plan for STDF
project 26
July_outline.docx
• Each level of
intervention will be
monitored at six
monthly intervals
Courtesy: Fao.org

51. Monitoring, Evaluation, Reporting and
Learning
51
To be able to demonstrate that the
project is making progress towards
its goal to “Facilitate trade by
preventing pesticide MRL violations”,
a variety of information need to be
collected, compiled and processed.
And everyone needs to be involved.
Courtesy: rcrc-resilience-southeastasia.org
Role of Partners in the MERL
• Technical coordinator
(IR4/USDA): provide feedback on
progress, issues/ challenges in
implementation of technical
activities; and drafting of the
progress report
• APAARI: provide feedback on
issues/challenges with regards to
administration and governance;
and collate information for
reporting on the MERL

52. Monitoring, Evaluation, Reporting and
Learning
52
Role of Partners in MERL
•Country partners: provide feedback on new skills/
knowledge gained from technical and functional
trainings, how is that different to what you know
previously, how you are applying this new skill/
knowledge, your views on effect of applying the new
skills/knowledge e.g ensuring improvement in:
adherence to strict protocols/precision and accuracy in
analytical results etc
•Trainers and experts: feedback/reports on trainings,
issues, lessons learnt, etc

53. 53

54. General rules for STDF project
Manish Rai
Finance and Admin Coordinator
APAARI

55. General rules for STDF project
Per Personal Cost Personal Cost Personal
Costsonal Cost
• Personal Cost
• Travel Cost
• Procurement Cost
• Non allowable expenses
in project
• MOU or Partnership
agreements discussion

56. Supporting Documents
Personal Cost
Recruitment documents
• Advertisement copy
• Interview committee
recommendation
• Basis of selection
• Employment contract and Time
sheet forms (Project charging
sheet approved by ES)

57. Supporting Documents
Personnel – Consultants
Basis for consultant selection
• Tender documents or justification for Single Source Selection
• Anti terrorism compliance check (ATC)
• Consultant’s contract with clear TOR and terms of payments
• Consultant’s invoice
• Confirmation of job completion by hiring manager
• Approved timesheet or attendance sheet
• Supporting documents for any out of pocket expenses for
which reimbursement is required
• Proof of payment

58. Supporting Documents
Ticket Booking
Airline tickets/Hotel Booking
• Approved travel request
• TRAVEL AUTHORIZATION FORM.xlsx
• Procurement records in support of selection process – at least 3 quotes
• Copy of ticket
• Invoice
• Proof of payment
• After: Trip report and boarding pass or other corroborating evidences
showing that trips have been completed (hotel bills, airport taxes,
expenses reports)
• Trip Report.docx
• Documents supporting the reasons for changes and cancellations when
costs are incurred

59. Supporting Documents
Per diem or other travel expenses
• Approved travel
request
• Trip report
• Receipts

60. Request
Source
SelectOrder
Receipt
Pay
Supporting Documents
Training or Workshop Costs

61. Supporting Documents
Procurement of Supplies and Equipment
• Approved purchase request
• Purchase Requisition Form APAARI.DOC
• Tender documents ( AR, RFQ, quotes, bid analysis/CBA) – show value
for money and principle of transparency!
• Purchase order or contract
• ATC clearance
• Supplier invoice
• Delivery report or GRN/SRN
• GRN-SRN.docx
• Proof of payment
• Waybill or proof of delivery/handover to final user

62. COMMON COST THAT ARE
NOT ALLOWABLE
• Exchange losses
• Fines and Penalties
• Taxes
• Goods or Services for personal use
• Entertainment costs
• Costs not included in the budget
• Costs incurred outside project
period. Incurred means
goods/services received within the
project period

63. Supporting Documents
Training or Workshop Costs
(Coordinators With Admin & Finance team)
• Approved training budget (internal approval and donor
approval if required)
• APAARI Workshop Budget.xlsx
• Attendance list with signature of participants
• Payment sheet signed by participants (in case
incentives/allowances provided to participants)
• Supplier invoice (venue, supplies, Food, transport, etc.) –
procurement procedures are observed

64. STDF Project Agreements
Name Partners Communication Sent Response Received
Bangladesh----m Send for MOU Equipment (Robot Coupe Blixer 6) No resp both
Cambodia--no Send for MOU Equipment (Robot Coupe Blixer 6) No resp MOU
Indonesia-no Send for MOU No resp MOU
Laos-m Send for MOU Equipment (Robot Coupe Blixer 6) Yes, for equipment and Mou
Malaysia-m Send for MOU E Yes, for mou
Nepal-m Send for MOU Equipment (DRY ICE +Grinder) No resp both
Sri Lanka-m Send for MOU Equipment (DRY ICE +Grinder) Yes, some details required by Sri lanka
Thailand-m Send for MOU No resp for mou
Vietnam-m Send for MOU Yes mou
Singapore- Send for MOU No resp MOU

65. STDF Project Agreements
Questions for discussion
1. How many of your required MOU for, technical work, Training
transfer of Data and transfer of funds
2. What will be the best way any project, Partnership Agreement or
MOU for you?
3. How many of your required TOR, Budget breakdown, demarcation
on work if two organizations are working tougher in the same
country?
4. We require you to provide a support letter for some equipment to
avoid any kind of charges /Tax in your respective countries.
5. Can it be possible to send us the name of a nodal person from each
partner who will contract with APAARI with non-technical issue (if
not done so far)

66. STDF Project Agreements

68. Wrap up and Closing
Source: Ken Research 68

69. THANK YOU!
69

70. 70
Functional Capacities - Examples
Skills
• Networking
• Creativity
• Research and analysis
• Listening
• Critical thinking
• Teamwork
• Organization
• Communication
• Decision-making
• Negotiation
• Leadership
• Prioritization
• Conflict resolution
• Management
• Problem solving
• Coaching and mentoring
Behaviour and attitudes
• Empathy
• Attentiveness
• Professionalism
• Pro-activeness (taking
initiatives)
• Ethics
• Adaptability
• Common sense
• Process orientation
• Responsibility
• Attention to detail
• Commitment
• Motivating others
• Willingness to try new things
• Asking tough questions
• Taking and giving feedback