Fara progress and performance monitoring report (jan sept 2016) 19-bod

PERFORMANCE REPORT
JANUARY – SEPTEMBER 2016

Contents
1 INTRODUCTION _____________________________________________________________________1
2 SUMMARY OF PERFORMANCE FOR JANUARY TO SEPTEMBER 2016___________________________1
2.1 OVERVIEW OF FY2016 BUDGET ____________________________________________________________1
2.2 SUMMARY OF PERFORMANCE RATINGS FOR JANUARY – SEPTEMBER 2016________________________________4
2.2.1 Key achievements under Innovation Systems and Partnership ____________________________________________________________________ 4
2.2.2 Key achievements under Capacity Development for S3A Implementation ________________________________________________________ 5
2.2.3 Key achievements under Knowledge Management and Decision Support _______________________________________________________ 11
2.2.4 Key achievements under Corporate Partnerships and Communications _________________________________________________________ 13
2.2.5 Key achievements under Secretariat Support Functions__________________________________________________________________________ 14
2.2.6 Activity Implementation (by Milestone) ___________________________________________________________________________________________ 16
2.2.7 Progress towards Delivery of Results (by Performance Indicator) _______________________________________________________________ 17
3 DETAILED PERFORMANCE REPORT FOR JANUARY – SEPTEMBER 2016________________________19
3.1 STATUS OF PLANNED ACTIVITIES_______________________________________________________19
3.2 OUTPUTS AND OUTCOMES____________________________________________________________30
3.3 OUTCOMES/IMPACT ACHIEVED ________________________________________________________35
3.4 KEY ISSUES FOR NOTING AND/OR ACTION ________________________________________________42
4 ATTACHMENTS_____________________________________________________________________43
4.1 BUDGET MONITORING REPORT AS AT 30 SEPTEMBER 2016___________________________________43
4.2 MTOP 2R RESULTS FRAMEWORK – TARGETS AND ACHIEVEMENTS TO 30 SEPTEMBER 2016 __________46
4.3 PAEPARD II RESULTS FRAMEWORK AND ACHIEVEMENTS TO 30 SEPTEMBER 2016 ________________53
4.4 PAEPARD CRF/IF RESULTS FRAMEWORK AND ACHIEVEMENTS TO 30 SEPTEMBER 2016____________55
4.5 HUMIDTROPICS RESULT BASED FRAMEWORK AND ACHIEVEMENTS TO 30 SEPTEMBER 2016___________56
4.6 AHC-STAFF RESULTS FRAMEWORK AND ACHIEVEMENTS TO 30 SEPTEMBER 2016_________________58
4.7 PARTICIPANTS OF TRAININGS/WORKSHOPS_______________________________________________60
4.8 TYPES OF PARTNERSHIPS FORMED/STRENGTHENED_________________________________________61
4.9 TYPES OF PUBLICATIONS PRODUCED ____________________________________________________61
4.10 LIST OF PUBLICATIONS/INFORMATION PACKAGES PRODUCED__________________________________62
4.11 MEDIA (INCLUDING SOCIAL MEDIA) COVERAGE _____________________________________________66
4.12 COUNTRY AFFILIATION BY SRO________________________________________________________67

1 | P a g e
1 INTRODUCTION
The FARA annual workplan and budget for FY 2016 (AWP&B 2016) was prepared and submitted to the
Board for approval; and to the World Bank FARA-MDTF Implementation Support Mission (ISM) team in
December 2015 for a no-objection. This was followed with the submission of Concept Notes and Terms of
Reference for consultancy services to carry out studies on the CNs presented in support of the proposed
set of activities. The Bank applied the following parameters to assess the CNs: (i) relevance to the core
program of MTOP 2; (ii) adequacy of objective(s) articulation; (iii) identification of appropriate
institutional and implementation arrangements; (iv) presence of sustainable source of funding for the
intended period of implementation; and (v) selection of key performance indicators that can be
monitored. Based on the assessment concluded in April 2016, the Bank recommended four different
actions, which formed the basis for initiation of activity implementation – especially for those funded
through the MDTF:
 Action 1: Revise and resubmit the CN taking into account the comments provided. Where
procurement of consultancy services is needed revise the TOR in light of the CN revision and resubmit
for clearance.
 Action 2: Delay, or postpone until funding source is confirmed and there is clarity on the other
queries about the activity.
 Action 3: Activity not to be supported under MDTF at this stage.
 Action 4: The activity is ongoing and implementation can continue as planned.
This report presents a summary analysis of performance for the first three quarters of the third year of
implementation of the MTOP 2 (period January – September 2016) showing FARA corporate-level
progress towards achieving outcomes. It contains a description of the work conducted by the Secretariat
and implementing partners to achieve FARA (the Forum) goals, as well as the cumulative key
performance indicators that show FARA corporate-level progress towards these goals. In addition to the
FARA-level performance information presented, the report contains summaries detailing activity-specific
achievements and the use of performance data to inform and support budget requests. The report is
organized by the FARA Core Programme areas and the standardised Annual Workplan and Budget
(AWP&B) structure. These represent the hierarchy of objectives, program areas, elements, and sub-
elements used to allocate budgets and categorize intervention programs.
2 SUMMARY OF PERFORMANCE FOR JANUARY TO SEPTEMBER 2016
2.1 Overview of FY2016 Budget
The budget approved by the Board for FY 2016 amounted to US$ 8,232, 721 of which US$ 2,907,488 was
to come from MDTF and US$ 5,325,233 from bilateral sources (Table 1). Some of the MDTF activities
were later not cleared by the WB-ISM and the total budget outlay reduced by US$ 212,080 to US$
8,020,641. Of the total ISM cleared budget, 60.93% (US$ 4,887,075) was dedicated to programme
activities (KDS – 2.49%, CDI – 23.01% and ISP – 35.43%. Staff salaries and benefits accounted for 23.70%
(US$ 1,900,686) while 8.97% (US$ 719,600) was allocated to operational expenses. Corporate
partnerships, HR and M&E had a combined budget of US$ 513,280 (6.40%)(Figure 1).
The detailed budget performance to 30 September 2016 is annexed to this report as Attachment 4.1. Total
expenditure against the approved and ISM cleared FY 2016 budget amounted to US$ 5,904,518
representing 73.62% of total budget. Table 1 and Figures 2 & 3 also summarises budget performance by
expenditure category. Only 6.48% (US$ 12,970) of funds allocated to knowledge management and
decision support (KDS) was spent. Burn rates were 87.43% (US$ 1,613,380) for capacity development
for S3A implementation (CDI), largely because of expedited expenditures under the UniBRAIN
programme (US$ 1,519,676) which was closed. Innovation systems and partnerships spent 63.48% (US$

2 | P a g e
1,803,924) of allocated resources. Corporate partnerships spent 76.66%; HR and M&E – 25.97%; and
operational costs – 93.14% (US$ 670,236). The staff cost amounted to US$ 1,435,888 representing
75.55% of the budgeted cost.
Table 1: FY 2016 Budget Performance for 9 months period January - September 2016
Category
MDTF Non-MDTF Total
ISM
Budget
Q3 Spend %age Budget Q3 Spend %age
Total
Budget
Actual %age
Programmes 609,640 106,674 17.50 4,277,435 3,323,599 77.70 4,887,075 3,430,273 70.19
Knowledge Management 200,000 12,970 6.48 - - 200,000 12,970 6.48
Capacity Development 409,640 93,704 22.87 1,435,732 1,519,676 105.85 1,845,372 1,613,380 87.43
Innovation Systems - - 2,841,703 1,803,924 63.48 2,841,703 1,803,924 63.48
Secretariat Support 513,280 368,121 71.72 - - 513,280 368,121 71.72
Corporate Partnerships 463,280 355,134 76.66 - - 463,280 355,134 76.66
M&E and HRA 50,000 12,987 25.97 - - 50,000 12,987 25.97
Operational Costs 382,490 348,645 91.15 337,110 321,591 95.40 719,600 670,236 93.14
Staff Costs 1,189,998 951,567 79.96 710,688 484,321 68.15 1,900,686 1,435,888 75.55
TOTAL 2,695,408 1,775,006 65.85 5,325,233 4,129,512 77.55 8,020,641 5,904,518 73.62
Figure 1: Budget Allocation by Expenditure Category
Knowledge Mangt.,
200,000 , 2%
CapDev, 1,845,372 ,
23%
InnovSystems,
2,841,703 , 35%
Staff, 1,900,686 , 24%
Corporate
Partnerships, 463,280
, 6%
SecSupport , 50,000 ,
1%
Op Cost, 719,600 , 9%
Knowledge Mangt.
CapDev
InnovSystems
Staff
Corporate Partnerships
SecSupport
Op Cost

3 | P a g e
Figure 2: Budget performance to 30 September 2016
Figure 3: Budget performance by expenditure category up to 30 September 2016
FY2016 Board
Approved
Budget
FY2016 WB-
ISM Cleared
Budget
Total
Resource
Q3 2016
Expend
Q3 Unspent
Op Cost 719,600 719,600 719,600 670,236 49,364
SecSupport 50,000 50,000 50,000 12,987 37,013
Corporate Partnerships 463,280 463,280 463,280 355,134 108,146
Staff 1,900,686 1,900,686 1,900,686 1,435,888 464,798
InnovSystems 2,841,703 2,841,703 2,841,703 1,803,924 1,037,780
CapDev 2,037,452 1,845,372 1,845,372 1,613,380 231,992
Knowledge Mangt. 220,000 200,000 200,000 12,970 187,030
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
AmountinUSDollars
Knowledge
Mangt.
CapDev
InnovSyste
ms
Staff
Corporate
Partnership
s
SecSupport Op Cost
Q3 Unspent 187,030 231,992 1,037,780 464,798 108,146 37,013 49,364
Q3 2016 Expend 12,970 1,613,380 1,803,924 1,435,888 355,134 12,987 670,236
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
AmountinUSDollars

4 | P a g e
2.2 Summary of Performance Ratings for January – September 2016
2.2.1 Key achievements under Innovation Systems and Partnership
The Innovation Systems and Partnership (ISP) core program area within the FARA re-cast Medium Term
Operational Plan (MTOP 2R) consists of two themes viz., (1) Strengthening and out-scaling of innovation
and thematic platforms; and (2) Partnerships and innovative funding for AR4D and S3A implementation.
The two themes were developed with the objectives to (a) Build and Strengthen innovation systems and
partnerships among national and regional stakeholders; (b). Develop partners’ capacity to facilitate multi-
stakeholder engagement, and Interactions and (c). Facilitate resource support for the implementation of
the science agenda and regional integration. The ISP themes and objectives were structured to contribute
to the overarching objective of FARA to facilitate Africa’s agricultural transformation, to enable the
continent determine the future of its agriculture with proactive approaches to explore opportunities in
agribusiness, trade and markets, taking best advantage of emerging sciences, technologies and risk
mitigation, and utilizing the combined strengths of public and private sectors stakeholders.
Efforts to deliver these objectives entail the use of specific project activities with objectives that are
tailored to respond to the goals of FARA. Over the reporting period, key achievements were recorded
along the planned activities of ISP based on the approved work program for the year 2016.
a) Within the confines of fostering effective partnerships at all level FARA continue to midwife the
delivery of development outcome from South-South partnership in agricultural research and
development. Good achievement was recorded over the reporting period from the German
government supported initiative tagged “One world – No Hunger initiative”. FARA alongside with ZEF
is facilitating the Program to Accompany Research with Innovation (PARI) which aims to ensure the
generation of socio-economic benefits from research activities and scaling innovation. Twelve Africa
countries are participating in the current phase with a budget of 2 million Euros. FARA facilitated
studies on the state of agricultural innovations in the countries, the state of the innovation platforms
and issues tackled on the different platforms and the investment scale in agricultural innovations in
the last 30 years across the countries. The reports and the harmonised report constituted an
investment into the knowledge pool to inform the direction on investment in the different countries.
FARA is also facilitating alongside the country partners the Farmers innovation contest; a
documentation process to identify, document, refine and scale-up the different innovations
developed by the farmers without the intervention of the research partners. Output from this activity
is expected later in the year.
b) Another partnership initiative with the German partner is the BiomassWeb that aims to increase food
security in Africa through system productivity of biomass based value web. FARA co-facilitated the
project knowledge sharing forum displaying the different knowledge and technologies generated
over the three years implementation. FARA has commissioned a call under the project and currently
supporting five projects in Africa with stakeholders to take the knowledge generation on the different
technologies to scale.
c) During the same period FARA strengthen the partnership between Africa and Brazil to foster
agricultural innovation through research and technology generation. The call for proposal was
launched and evaluated three proposals were selected for funding, the low number reflected the
dwindling funding situation for agricultural research activities. FARA further carried out its statutory
monitoring and evaluation function for the ongoing projects in Africa. Five projects evaluated are
implemented as scheduled and good outcomes are emerging. FARA co-organized a knowledge
sharing session among the stakeholders as side event at the 7th Africa agricultural science week
d) The MBoSs project that aims to scale-up the outcomes from research outcomes from the Africa-Brazil
innovation market place project also took off effectively during the reporting period. The project was
launched officially at the 7th Africa Agricultural Science week and following its call for proposal it is
planning to approve six projects for sponsorship base on the available funds.
e) Further on intercontinental partnership, FARA continue to play its role in the Africa-British-China
partnership that aims to transfer of Chines technology to Africa and foster learning between the two
continents. The flagship project tagged AgriTT supported by DFID came to an end and a rigorous

5 | P a g e
review was conducted. FARA continue to play its role facilitation role in the ongoing re-strategizing
activities from the Chinese government to run another phase of the project.
f) The Coalition for Africa Rice Development (CARD) partnership activities is progressing. FARA
contributed to the review of the country rice development road map. FARA has also developed the
proposal for a continental initiative to mechanize the smallholders’ system in Africa.
g) The progress with the PROIntensAfrica project over the reporting period entails the different
activities to ensure feasibility for the project and secure the high level policy integration. FARA
contributed to the development of the ERA-Net proposal and incorporated the different element of
the IntensAfrica objectives. 10 countries in Africa are mobilized to contribute up to 20% of the
project cost in other to leverage over 200 million. FARA also co-organized a side event for the project
at the 7 AASW to foster good visibility. The event secured substantial contributions from the non-
traditional research stakeholders in the development of the proposal. Furthermore, the project went
through its mid-term review at the European commission with good outcomes.
h) On the objectives of developing partners’ capacity to facilitate multi- stakeholder engagement, FARA
continues with the major initiatives the SSA CP and PAEPARD. Activities towards the closure of the
SSA CP projects were carried out over the reporting period. These include the external technical
review, the update of the impact assessment and the financial review/ Audit. Alongside the closure,
FARA continue to finalize the different documentations from the project, these include the
comprehensive training manual on IAR4D and IP (French and English version), the 2nd White paper of
IAR4D concept and the gender mainstreaming documents. FARA has developed the proposal for the
scaling of the IAR4D concept in as separate initiative tagged SSA CP-Plus, this has been shared with
would-be donors and it is expected to be funded shortly. Initial activities for scaling up the Innovation
platforms were nested within the Humidtropics project. FARA worked with ten countries in this
project and has established different innovation platforms. Within the framework of the
Humidtropics project FARA is developing the modalities for mainstreaming the concept into the
CAADP framework in the countries. FARA over the reporting period organized a stakeholder’s forum
to achieve this objective. The report of this has contributed to the development of a publication on the
mainstreaming strategies (currently in press).
2.2.2 Key achievements under Capacity Development for S3A Implementation
AHC-STAFF Implementation
The Africa Human Capital in Science, Technology & Agripreneurship for Food Security Framework (AHC-
STAFF) studies to ground the country action plans (CAPs) have been implemented in a total of 18
countries distributed in the three SROs as follows:
ASARECA (6 countries): Burundi, Democratic Republic of the Congo (DRC), Ethiopia, Kenya,
Rwanda, and Uganda
CCARDESA (4 countries): Lesotho, Malawi Zambia and Tanzania
CORAF/WECARD (8 countries): Cameroon, Burkina Faso, Ghana, Guinea Bissau, Senegal, Sierra
Leone, The Gambia, Togo
Currently, focus is on four studies the completion of which in all the 18 countries is precondition to
developing the country action plans (CAPs). The CAPs will provide information on the critical capacity
needs to implement the CAADP and other national agricultural interventions. This will ensure that
capacity development needs are sufficiently embedded in the 2nd generation national agricultural
investment plans (NAIPs) of the CAADP.
The studies are:
 Review the NAFSIPs and determine the implementation capacity gaps
 Assess human capital requirements along technology and value chains
 Assess and forecast the qualitative human capital requirements in agriculture

6 | P a g e
 Undertake yield gap analysis of key agricultural commodities and capacity needs to bridge the
gaps
Progress with the studies is appreciable in ASARECA and CORAF, but modest in CCARDEDA as shown in
the tables below.
ASARECA:
# Study area Progress
1 NAFSIPs Review In ASARECA, completed in all the four participating
countries (Ethiopia, Uganda, Rwanda and Kenya) and
reports submitted
2 Assessing human & institutional
capacity requirements along selected
value chains
In ASARECA, completed for Kenya and Rwanda and
reports submitted
3 Forecasting qualitative & quantitative
human capital requirements in
agriculture and agribusiness
In ASARECA, completed in Ethiopia, Uganda and Kenya;
reports submitted
4 Assessing capacity to bridge yield
gaps in selected commodities
In ASARECA, draft report submitted for Ethiopia and
Kenya, the only two countries where this study was to
be conducted.
CCARDESA:
# Study area Progress
1 NAFSIPs Review In CCARDESA, four draft reports available for
Lesotho, Malawi, Mozambique, Namibia
2 Assessing human & institutional capacity
requirements along selected value chains
In CCARDESA, five draft reports available for
Lesotho, Malawi, Mozambique, Namibia &
Zambia
human capital requirements in agriculture
and agribusiness
In CCARDESA, three draft reports are available
for Malawi, Mozambique, Namibia
4 Assessing capacity to bridge yield gaps in
selected commodities
In CCARDESA, one draft report for Zambia
available
CORAF/WECARD:
# Activity Progress
1 National Implementation Teams (NITs) Already set up in all the 8 countries
2 NAFSIPs Review In CORAF, draft reports available for 6 countries
(except Ghana, Cameroon)
3 Assessing human & institutional capacity
requirements along selected value chains
In CORAF, draft reports available for 6 countries
human capital requirements in agriculture

7 | P a g e
5 Assessing capacity to bridge yield gaps in
selected commodities
6 Country Action Plans Drafts in place for Côte d’Ivoire, Burkina Faso,
Togo and Senegal
Moreover, reports of the studies conducted in the various countries above were presented by the
consultants at a stakeholder workshop held during the 7th Africa Agriculture Science Week (AASW) in
Kigali, Rwanda, on “Country Action Plans for Developing Capacities to Implement the Science Agenda for
Agriculture in Africa (S3A) and CAADP.” The participants noted that whilst considerable effort had gone
into execution of the studies, some critical issues still needed to be addressed, for example, around
country contexts, quality of reports, adherence to methodology and overall comprehensives in addressing
the scope of the assessments.
Further, the work shop participants also noted that to ensure that AHC-STAFF findings contributes to
CAADP capacity development needs, the following should be addressed:
 Complete the national studies to comprehensively identify the weaknesses in human capital and
other capacity needs including identification of current and future capacity needs to bridge
country yield gaps. The studies should be appropriately validated and owned at national levels.
 Coordinated setting of national capacity development priorities that also consider the need to
develop systemic capacities
 Deploy multi-sectoral approaches for mainstreaming capacity development in the CAADP
 Improve coordination of capacity development efforts for CAADP implementation by various
stakeholders through setting up of an autonomous and inclusive apex body in each country akin
to what currently obtains in Rwanda – the Rwanda National Capacity Building Secretariat.
On-going work to December 2016:
 Completion of studies earmarked for 2016 in ASARECA
 Renewal of contracts for lead consultants
 Renewal of contract for CORAF/WECARD and CCARDESA
 Completion of studies earmarked for 2016 in CORAF/WECARD
 Fiduciary assessment of CCARDESA
Setting up the African Chapter of the Global Foresight Academy
A stakeholder workshop was held during the 7th AASW in Kigali, Rwanda, to seek views on how best to
structure the African Chapter of the Global Agricultural Foresight Academy. A few key observations
emanated from this meeting, viz.:
a) The Academy is seen as critical as it will help facilitate the emergence of foresight capacity,
capability and culture (3Cs) in African countries.
b) The mission, vision and key principles (responsibility, action and impact, openness,
independence and neutrality) of the Academy as espoused in the Dublin Report of 2012 were
endorsed by the participants
c) The following key steps were identified as crucial in operationalizing the Academy:
o Delineation of structure and functions
o Constitution of a Regional Advisory Committee to guide the operations of the Academy
o Promoting the Academy through advocacy and identification of champions and doers.
o Supporting the emergence and mainstreaming of foresight and futures thinking in
ordinary agricultural development discourse in Africa. This would involve support by
the Academy to facilitate foresight capacity at regional, national and sub-national scales.
o Identification of potential foresight topics and associated foresight teams to execute
specific foresight exercises
d) Some important guiding points were made in regard to establishing an effective foresight
academy:

8 | P a g e
o To change the future we need to build powerful stories about the future that can inspire
people to work in the present to change the future. Thus, there is need for futures
literacy across all levels of society, including grassroots level.
o There is need to transform agriculture to transform society. For this to happen, we need:
futures literacy across all the actors in agricultural value chains, a deep understanding of
the drivers of the future and potential leverages for policy, and a strong advocacy
platform to ensure that change happens.
o The future cannot be predicted but it can be explored through foresight. Vision and
goals are required for conducting effective foresight
o In doing foresight, all parties are beneficiaries. With more future smart people one can
have the capacity to understand the long-term implication of decisions that are made.
Many governments have foresight intelligence units e.g. in South Africa and Togo.
e) The participants pointed out that significant individual foresight capacity exists across Africa that
can be tapped and leveraged to strengthen the Academy. There is thus a need to take stock of
such existing capacity and identify futures practitioners who can be connected with the Academy
as members, advisors or executors of identified foresight exercises
f) In building the Foresight Academy, FARA needs not start from scratch as there are ongoing
initiatives that can be built on. One suggested proposal was to identify experts at the
country/local levels who are already doing something related to foresight and build their
capacities – bottom-up approach is required in this regard
g) A cascaded structure was suggested for the Academy as shown in the Figure 4 below.
Figure 4: Structure of the African Foresight Academy
At National Level
A CoP operating through national nodes connected through an oversight mechanism operating as a
catalyzer at sub-regional and continental level. Each node has a focal institutional point hosted by a local
organization. The key functions of the national nodes will be:
Regional
Sub-regional
National

9 | P a g e
a) Generate an understanding of how the knowledge of the future can influence present actions
towards desirable futures
b) Facilitate the emergence of a national foresight capability and culture in agricultural research
and innovations.
c) Bring together a community of young foresight practitioners and actively engage them in the
activities of the node.
d) Translating the lessons from foresight works to engage key stakeholders and policy makers
into foresight-based actions.
To make it effective, the national node will be supported by an advisory body that will include highly
recognized individuals who are enthusiastic about foresight and are willing to champion a foresight
culture.
At Sub-regional Level:
At the sub-regional level, there will be a node composed of national node champions and a lead person to
be selected by the sub-regional node. The key functions of the sub-regional nodes will be:
a) Backstopping the national nodes
b) Facilitating interaction between national nodes
c) Surfacing issues with regional dimensions that require foresight analyses and facilitating such
analyses
At Continental Level:
At the continental level, the proposed oversight mechanism will be hosted by FARA through a Secretariat
that has five key functions:
a) Coordination, including backstopping sub-regional nodes of the foresight academy
b) Knowledge management and dissemination of foresight outputs
c) Facilitation of the production of outputs such as policy briefs and analyses, reports
d) Securing resources for the operation of the academy
e) Advocate for strengthening a foresight culture in African agricultural research and innovation
systems.
The Secretariat should be supported by an advisory group that will include representatives from the sub-
regional and national nodes, and other foresight professionals – both continental and international.
On-going work to December 2016: Consultancy on situational analysis on foresight in agriculture in Africa.
Agribusiness Capacity Development through Incubation
The UniBRAIN initiative officially ended in March 2016 and has since seamlessly transited into the AAIN
network. Majority of the targets identified for the five-year program were either fully met or met with
exceeding expectation. Tangible outcomes in terms of increased incomes and new agribusiness
incubators and start-ups coming into being are already evident. Some key achievements include:
 >$4.8m income generated both directly and indirectly
 Established six agribusiness incubators in Africa based on commodity value chains: Uganda - 2;
Kenya – 1; Mali – 1; Ghana – 1; and Zambia - 1.
 >75 agro-technologies commercialized
 >400 incubatees supported at the incubators
 ANAFE produced two agribusiness curriculum frameworks
 Over 1,400 students at Diploma, BSc and MSc levels have benefited from improved education
products
 >850 graduate interns supported
 158 African universities reached
 6 non-African universities reached, three from Europe and three from North America
 Creation of 12,218 direct & indirect jobs,
 >25,000 farmers and households reached
 Support extended to 186 start-ups to operate their businesses
 Establishment of 120 new start-ups

10 | P a g e
Regional Advocacy on Biofortification
On the regional advocacy on making agriculture sensitive to nutrition outcomes through biofortification
under the Building Nutritious Food Baskets (BNFB) project, FARA was able to accomplish the following
during the period under review:
 Participated in the BNFB project inception meeting held in Arusha, Tanzania, nd the BNFB
country inception meeting for Nigeria in Abuja, Nigeria.
 Based on a consolidated a calendar of nutrition-related events, the following advocacy activities
have been conducted:
o Presented a talk on “Building Nutritious Food Baskets: Perspectives on Regional
Advocacy” at the 7th AASW and FARA General Assembly, 13 June 2016, Kigali, Rwanda
o Mounted a display booth on the BNFB project (books, leaflets, banners, flyers) at the 7th
AASW and FARA General Assembly, 13 June 2016, Kigali, Rwanda
o Conducted advocacy interviews on biofortification with the FARA ED and CIMMYT
Director during the 7th AASW and FARA General Assembly, in Kigali, Rwanda
o Mounted a poster entitled “Perspectives on Regional Advocacy for Taking Biofortified
Crops to Scale in Africa” at the 7th African Nutrition Epidemiology Conference held in
Marrakech, Morocco, 9-14 October 2016.
o NEPAD has invited FARA to join the planning meeting for the ADFNS in September 7-8
2016. This is an opportunity to discuss how the BNFB team can participate effectively in
the ADFNS
o Dr. Ojijo, the Regional Advocacy Coordinator, co-chaired (with Dr. Jan Low) the SPHI
Steering Committee meeting in Addis; joined a panel discussion on “how potato and
sweetpotato fit into regional agricultural development priorities” during the CIP@45
celebrations; and attended the 7th African Potato Association (APA) Conference.
o Dr. Ojijo also presented a talk on “Partnerships for Scaling Up Biofortified Foods” at the
HarvestPlus side event entitled, “Biofortification in Africa: Evidence of Success and
Vision for Scaling Up” at the 2016 ReSAKSS Annual Conference held, 18 - 20 October
2016 at Labadi Beach Hotel, Accra, Ghana.
 Activated the D-group for regional champions on biofortification and enlisted the following as
regional champions of biofortification:
o Kefilwe Moalosi (KefilweM@nepad.org); Josephine Kiamba (kiambajm@gmail.com);
Ball, Anna-Marie (A.BALL@CGIAR.ORG); AgBendech, Mohamed
(Mohamed.AgBendech@fao.org); Julia Tagwireyi (julia.tagwireyi@gmail.com); Francis
Zotor (francisfirst@gmail.com); Laila Lokosang and Kabba Joiner
On-going work to December 2016:
 A consultant has been selected to conduct a situational analysis of regional investments, policies,
legislation and advocacy efforts on food-based approaches to combating micronutrient deficiency
in SSA
 Development of a regional advocacy strategy and work plan for 2017
Implementation Challenges
In the case of ASARECA, the following challenges have been cited as having hampered AHC-STAFF
implementation in the sub-region:
i) Attracting appropriate consultants to undertake the studies with the modest budget available
and the specialized competencies required for the studies has been problematic
ii) The institutional restructuring that commenced in 2015 for ASARECA affected some key units
(e.g. Procurement) that needed to contribute to delivery of the studies
iii) Reduction in the initially planned 2016 budget by FARA
For CCARDESA, the following challenges were reportedly encountered:
i) National validation of the draft reports is still pending due to delayed submission of reports by
country consultants

11 | P a g e
ii) Most NITs are non-functional and demand funds to facilitate their meetings, which the project
cannot afford
iii) The quality of the reports generally lack analytical rigor
iv) Development of National Action Plans is still outstanding due to uncompleted studies
CORAF/WECARD attributed delay in implementation to the following perceived implementation
challenges:
i) The inception phase took much longer than expected:
ii) Finding the right consultants was tedious at the country level:
iii) Instability of some national implementation teams impacted their efficiency:
iv) Heavy administration procedures affected the implementation in some countries
v) The modification of the project terms slowed down implementation:
vi) The end of the contract term and uncertainties about the sub agreement:
2.2.3 Key achievements under Knowledge Management and Decision Support
a) KDS received a no-objection from the World Bank to undertake a review and take stock of of country
policy design and implementation in four countries (Benin, Ghana, Uganda and Zambia). The review
will also map out food and agriculture policies and accompanying strategies and programs, document
various policy making processes and compile baseline data on various metrics. Based on the
outcomes of this stocktaking exercise, (i) a Policy Practice Index will be developed for assessing the
effectiveness of policy and policy practice at country level. Using the concept note and ToRs, a call for
expression of interest was put out. A number of applicants were shortlisted and interviewed. The
country studies will begin in October. A no-objection was not given for the ToRs to develop the
Malabo 2025 Agri-STI Barometer intended for tracking and ranking country performance in STI for
agriculture. The activity was therefore differed to a later date.
b) Although the agriculture total factor productivity studies ended in 2015, the reports were not
completed until March 2016; due largely to delays in receiving reports from all Country Team
Leaders. Seven country reports were completed for Cameroon, Malawi, Morocco, Nigeria, Tunisia,
Uganda and Zambia. The country studies measured total factor productivity growth for three sector
aggregates – agriculture, manufacturing and services. The studies are unique in that they introduce a
systematic method of constructing sector level capital stock series by combining World Development
Indicator data with social accounting matrices and input-output data. The studies also provide what
one might call a template for conducting growth diagnostics: measure GDP and TFP growth, search
for evidence of capital deepening, ascertain if labour is moving out of agriculture, and uncover other
evidence of structural change – e.g., changes in sector contributions to aggregate GDP.
c) From the seven country studies, a synthesis report titled A Pilot Study of Growth, Structural Change
and Total Factor Productivity in Seven African Countries was produced and peer reviewed in
September. Using econometric and modelling techniques, the studies generated a time series of
agricultural and aggregate total factor productivity for each of the eight countries and appropriately
disaggregated the measures into sectors including farm level, upstream and downstream
components. Each country study took a close look at sector contributions to country level economic
growth and used country specific history to contextualize the evolution of productivity and growth
over time. FARA’s decision to generate this evidence provides the basis upon which evidence-based
policies can be designed to facilitate achievement of the Malabo Declaration Commitment to end
hunger in Africa.
d) Three policy briefs were developed from the Malawi, Nigeria and Zambia country studies. Two
reports were produced on the impact of CSA on agricultural total factor productivity in (i) east and
southern Africa and (ii) west and central Africa. From these, two policy briefs were developed. The
individual country reports, synthesis report and policy briefs avail useful information for informing
policy decision making and will contribute largely to the Malabo Declaration target of doubling
agricultural productivity in Africa.
e) To support operationalization of the S3A, guidelines for integrating climate smart agriculture (CSA)
in country agriculture investment plans were developed. These were shared with AUC, NPCA and

12 | P a g e
IFPRI during the IFPRI workshop on support to the NAIPs. Information from the guidelines helped to
develop metrics to measure targets and track country progress on meeting CAADP goals and Malabo
commitments as well as supported the development of analytical methodologies and tools that can be
used in the analysis. The guidelines also contributed to the AUC-NPCA Expert Group workshop for
consolidating the technical guidelines for reporting on Malabo Declaration.
f) To advocate for STI and its application in the implementation of the S3A, a side event on Data,
Information and Knowledge Systems was organized at the 7th FARA AASW to show-case and advocate
for STI and its application in supporting implementation of S3A at country level. The event (i)
provided an opportunity to develop a roadmap specifically on data, information, and knowledge
systems needed for implementation of the S3A at the country level; (ii) provided a dialogue platform
where key stakeholders in Africa’s agricultural research and development sector can articulate some
of the challenges to Open Data and Open Science and propose possible strategies and synergies e.g.
how FARA, as the African apex organization can capitalize on the existing open data tools to generate
tailored information and knowledge products and services; (iii) enabled the exchange of knowledge
on institutional and national initiatives aimed at enhancing access to agricultural open data; (iv)
raised awareness on the use of open data and the use of “FAIR” data principles; and (v) came up with
recommendations on the needed indicators and targets to measure progress of S3A implementation
and the wider CAADP Agenda over the next three years.
g) The process for recruiting the consultants to undertake the development of the FARADataInformS
was launched and the two consultants were selected. During the negotiations stage, it appeared that
the need for two consultants at this stage of the development of the system was not necessary as the
integration of the eRAILS and eCapacities system will be done at a later stage. Therefore, only one
consultant with the designing expertise was selected. The negotiations have been finalized and the
contract signed with this consultant. Work is expected to start soon.
h) Developing a Knowledge management strategy for FARA and the Science for Agriculture Consortium
(S4AC). The repositioning process undertaken by FARA for the past two years, the recent
developments in the African ARD sector and the role and expectations placed on FARA necessitate
that it develop a holistic, strong and coherent knowledge management strategy that would enable it
respond efficiently to the various expectations placed on it. FARA has therefore initiated the process
for developing a Knowledge management strategy aimed at endowing FARA and the S4AC with a
strong and well-articulated Knowledge Management Strategy aimed at positioning FARA and the
consortium as an AR4D Knowledge-based Organization (KBO) on the continent. A concept note has
been initiated by the Secretariat and shared with the S4AC founding partners for review and inputs.
i) Considering the role being played by FARA in leading the development of the African Agricultural
Research Programme (AARP), it was recommended that an AARP online Dgroup platform be
developed to facilitated interactions and information shared among the various actors involved in
this initiative. The AARP Dgroup Platform was created. It currently has 122 members with increasing
new membership requests. All the materials presentations and reports from the AARP Proposal
Development Workshop held in Accra from 10-11 October 2016 have been uploaded to the Platform.
j) For the remaining part of 2016, KDS will:
o Complete the review and stock taking studies in the four countries;
o Develop two additional policy briefs from the TFP and CSA country studies;
o Disseminate the outputs generated from the productivity and CSA studies through the
FARA networks, promote exchange of policy information and knowledge, share lessons
learned on best practice policies, and begin to populate the metrics for the Policy
Practice Index. This will provide useful inputs that will be used to assess the
effectiveness of existing STI policies in the four countries in 2017.
o Undertake the user experience gathering towards the establishment of the
FARADataInformS, and develop the mockup of the system.

13 | P a g e
2.2.4 Key achievements under Corporate Partnerships and Communications
The Directorate of Corporate Partnerships and Communications (DCPC) performs four functions, namely:
(i) Strengthening, management and sustenance of relationships with strategic partners; (ii) supporting
resource mobilisation; (iii) corporate communication and (iv) supporting the functioning of FARA’s
governance organs, namely the Board of Directors and the General Assembly. During the first half of 2016
the following achievements were recorded. The 7th
African Agriculture Science Week was a major highlight and
focus of attention for this unit.
(a) Concerning strategic partnerships, NPCA initiated administrative processes to draft an MoU with
FARA. These processes may be concluded by the end of the year. FARA, ASARECA, CCARDESA,
CORAF/WECARD and AFAAS agreed on broad principles of the operational modalities for the
Science for Agriculture Consortium (S4AC), developed a plan for joint action and elaborated the
consortium’s involvement in the AfDB supported “Technologies for African Agricultural
Transformation” (TAAT) project. The Science for Agriculture Consortium was formally launched
in April 2016 at GCARD 3 in a side event jointly organised by the Consortium and the World
Bank. 4 staff sharing arrangements in the context of the Consortium were initiated. The MOU
with AGRA was signed during the African Green Revolution Forum in September. FARA
participated in a writeshop convened by the World Bank in September and involving all S4AC
partners to elaborate a concept note for the S4AC (rationale, scope, functions, expected results,
fiduciary management and governance). The writeshop also elaborated concept notes for two
proposals (climate change and post-harvest) to demonstrate how the consortium will function.
The concept note and proposals were shared with several donors and technical partners.
Consultations were initiated with CIRAD and COMESA on strategic partnerships with FARA to be
formalised in MOUs. Following the launch of CAADP Technical Networks (FARA is poised to
serve as the convenor for the network on research and extension and to play a key role in the
network on nutrition. The Interim Secretariat for North African Sub regional agricultural
Research Organisation (NASRO) was established.
(b) With regard to resource mobilisation, the TAAT proposal on capacity development and
technology outreach (CDTO) was developed. The CDTO component is critical to achievement of
the TAAT’s objective to out scale existing technologies and innovations. The FARA-SROs-AFAAS
meeting held in March 2016 developed a business model for a project on agriculture
productivity-driven job creation. The concept note to IFAD was elaborated into a full proposal
(initially USD 2.5 million but later reduced to USD 1.5 million) and revisions were made in
response to reviewers’ comments. It is anticipated that a grant to fund this proposal will be
made this year. The Kigali Roundtable (KRT) organised on the margins of the 7th Africa
Agriculture Science Week presented the case for African governments to finance FARA as a
demonstration of their ownership. The participants comprising high level policy makers advised
FARA on the steps it needs take to mobilise African funding. During the KRT the AfDB charged
FARA to coordinate the formulation and implementation of a continentwide mega-programme on
agricultural research. This initiative is the African Agricultural Research Programme (AARP).
Recommendations of the KRT will feed into the resource mobilisation strategy and inform
subsequent efforts to mobilise funding from African sources. A USD 2.25 million proposal on
“Youth Researching Youth: Competitive Fellowship for Young African Scholars Researching Youth
Engagement in Rural Economic Activities in Africa” was submitted to IFAD. The BMZ-funded
PARI (Programme for Accompanying Research in Innovation) was extended for two years to
2020. A brainstorming meeting on formulation of the AARP held in August conceptualised the
components of the initiative and mapped out a roadmap for its further development.
(c) With regard to corporate communications, the 2015 annual report was published and
disseminated in May 2016. Several communication and public awareness products were
generated and disseminated including: 4 e-newsletters (FARA digest) were published, 208 posts
on face book before the science week and 361 posts on twitter before the science week. FARA’s
Facebook account attracted 29,795 followers; the twitter account attracted 12,733 followers and
116,300 tweet impressions. A monthly seminar series provided a platform for staff to share their
work with the rest of the Secretariat. FARA staff were hosted at 4 radio interviews on African
agriculture and agribusiness. These interviews were disseminated online as podcasts. The
African Agriculture science week was well covered on social media (100 social media reporters)

14 | P a g e
and traditional media (50 journalists). A total of 17,435 tweets on the #AASW7 were generated
by 1,632 contributors and were accessed by 5.3 million twitter accounts. In addition, 40 blog
posts on the science week were read by 2,000 people. Press releases on the event were issued in
Ghana and Rwanda. A daily digest of highlights for each day was published.
(d) With regard to governance, 2 Executive Committee meetings were held in February and in May.
The first ordinary meeting of the year was held in June as scheduled. The World Bank conducted
the Mid-term review of the FARA multi-donor trust fund in May 2016. The 7th Africa Agriculture
Science Week and FARA General Assembly (AASW7) was held 13 – 16 June 2016 in Kigali,
Rwanda. A total of 1,034 online applicants from 63 countries (Host Rwanda – 274; Ghana – 166;
Kenya – 95; Nigeria – 86; Uganda – 79) were received. Actual attendance on basis of registration
fees collected: (a). Local participants not categorised under (c) and (d) below: USD 50: 33.29 %
(253); (b). Individuals from national producer and civil society organisations outside Rwanda:
USD 100: 25.26 % (192); (c). Individuals from national AR systems (research, advisory services,
education, policy, agri-business: USD 150: 22.11 % (168); (d). Individuals from sub-regional,
regional and international organisations: USD 200: 19.34% (147). Further 15O local participants
did not pay registration fees. These included 50 social media reporters, 50 journalists and 50
members of the local organising committee (a total of 900 participants were recorded). The
event comprised 5 plenary sessions with the opening performed by the Prime Minister of
Rwanda on behalf of HE President Kagame. The main keynote address was delivered by Dr.
Akinwumi Adesina the President of the African Development Bank. A total of 28 speakers made
contributions in the 5 plenary sessions spread over two days. Most of the interactions took place
in 28 side events and 5 parallel sessions also held over two days. One day (Rwanda day) was
devoted to field visits to various sites around Rwanda. An exhibition over the five-day duration of
this event provided space for 24 institutions to showcase their products and services. Through
the 100 social media reporters, 5.3 million people accessed information about the event. The new
Chairperson of FARA visited the Secretariat in July and headed the delegation that met with the
presidency of Ghana regarding the government’s undertaking to provide FARA with office
accommodation. New Board Directors were issued appointment letters and their personal
details filed with the registrar of companies.
2.2.5 Key achievements under Secretariat Support Functions
Monitoring and Evaluation
Core Area / Core
Activity
Targets for the
Financial Year 2016 Q1 – Q3
SSF
1.1.4
Monitoring and Evaluation
Maintaining
M&E System
1. Implement the
MEL@FARA Strategy,
including review of
the outcome and
impact indicators and
populating the
Performance
Monitoring
Framework (PMF)
with quality data
 Revisited baselines and targets for the MTOP2R Results Framework and
submitted to WB/ISM in March 2016
 Prepared the background document for the Mid-Term Review
Implementation Support Mission (ISM) for the FARA MDTF (TF095129)
of May 4-9, 2016
 Drew up ToR and initiated discussions to recruit and support Consultant
on RF & theory of change for the S3A
2. MTOP2R and AWP&B
2016 implementation
and monitoring plans
developed and all
units report on
Quarterly basis on
progress
 Effected adjustments to AWP&B 2016 following WB/ISM comments on
the Concept notes and Terms of References submitted by FARA
3. TBAs provide
adequate monitoring
and reporting on on-
going research
investments
 Updated RFs for 4 PAEPARD-CRF projects being implemented in
Uganda, Benin, Malawi and Burkina FASO
 RF and M&E components of the IFAD 2016 proposal on “Implementing
the transition action plan for the implementation phase of the Science
Agenda for Agriculture in Africa (S3A)”
 Result-Based Logical Framework (RBLF) and M&E section for the
“Capacity Development and Technology Outreach (CDTO) for Scaling-
up Proven Technologies within TAAT Value Chains to Achieve Impact”
CGIAR-FARA-AfDB project
 Lead in developing the orientation paper and CN for the FARA-AfDB

15 | P a g e
Core Area / Core
Activity
Targets for the
Financial Year 2016
Q1 – Q3
“African Agricultural Research Programme (AARP)”
4. Participation in MEL
communities of
practice – AfrEA,
IDEAS, Afrik4r, AfCoP-
MfDR, CIP-MLEA.
 Core group member and active participant in online discussions in the
CIP Sweet Potato Monitoring and Evaluation Community of Practice
(MLEA-CoP). Attended meeting held in Kigali on 27-29 April, 2016.
 Member and active participant in the African Community of Practice on
Managing for Development Results (AfCoP-AfriK4R). Attended the 3rd
Africa for Results (AfriK4R) Forum focused on domestic resource
mobilization, Nairobi, Kenya, 13-15th July. 103 delegates from 55
organizations participated and exchanged on domestic resource
mobilization in Africa. The report of the Forum is published and can
be accessed at the following link: http://bit.ly/2eJn0lz. Currently
participating and contributing to two new online discussions that
were launched on the AfCoP platform.:
 Science, Technology and Innovation for Africa’s Transformation
http://afrik4r.org/forum/topics/science-and-technology-for-
africa-s-transformation
 Food security and agribusiness in Africa: Capacity imperatives,
lessons and policies http://afrik4r.org/forum/topics/food-
security-and-agribusiness-in-africa-capacity-imperatives-les
 Member and active participant in the Uganda Evaluation Association,
African Evaluation Association (AfrEA) and International Development
Evaluation Association (IDEAS)
5. Quarterly program
performance review
meetings held at the
Secretariat

Conducting
various M&E
activities
6. Field supervision and
monitoring of
activities

Core Programs 
PAEPARD-CRF
Projects
 Monitoring visit CRF project in Uganda, May 2016
 Monitoring visit to PAEPARD-CRF project on Aflatoxin, Malawi &
Zambia – 23-29July 2016
 Monitoring visits to PAEPARD-CRF projects, Burkina Faso & Benin, 14 -
20 August 2016
Africa-Brazil
Projects
 Monitoring visit to 3 Africa-Brazil funded projects in Mali (2) and
Ethiopia (1) as agreed with Embrapa, April 2016
 Monitoring visit to3 Africa-Brazil funded projects in Ghana (1) and
Uganda (2) as agreed with Embrapa, May 2016
UniBRAIN/AAIN  Supporting AAIN in organising the 2nd Annual Conference in October
2016
7. Quarterly progress
and updates on all
indicators of
achievement
 See 12 & 13 below
8. Quarterly planning
and review/learning
meetings

9. Annual review,
planning and
budgeting meeting
 FY 2017 process planned for the week 03-07 October 2016
10. SRO-CGIAR-
AUC/NPCA/AOSTI/IB
AR collaboration
(M&E processes –
Mutual Accountability
and indicator
harmonisation, data
collection, analysis,
reporting)
 CAADP-PP meeting 11-15 April 2016
11. Showcase MEL@FARA
processes in
networking
events/conferences
 AASW & AGM, 13-16 June, 2016; Organised the Africa-Brazil MKTplace
side event during AASW7
Documenting
FARA M&E
activities
12. Quarterly and Semi-
Annual performance
reports for 2016
 Semi-Annual Report for FY 2016 on schedule for submission to ISM on
01 October 2016.
13. Annual performance
report for 2015
 Annual Performance Report for FY 2016 submitted to ISM on schedule
(01 April 2016) and presented to Board in June 2016

16 | P a g e
Core Area / Core
Activity
Targets for the
Financial Year 2016
Q1 – Q3
14. Other MEL
Publications

Strengthening
M&E Capacity
15. Core Programme and
TBAs meetings to
capacitate staff in M&E
skills and practices
 Facilitated 2016 Staff Retreat: “Enhancing Workplace Synergies to scale
‘Innovations into Impact’ in the context of the Science Agenda” 19-21
January 2016
 Presented first bi-monthly technical seminar tagged: ORGANIZATIONAL
PERFORMANCE ASSESSMENT, Friday, 29th January, 2016.
 Co-facilitator to a AUC-AAIN design workshop for Up scaling
Agribusiness Incubation in Africa, Nairobi, 01-03 September, 2016.
16. Supporting MEL in the
S3A institutions
 Facilitated AFAAS Staff Retreat 09-12 February 2016; providing on-
going support on M&E in particular reviewing the RF and M&E plans
 FARA – ASARECA – AFAAS - RUFORUM Mission to Kigali on invitation of
the Hon. Minister of Agriculture, 10-13 August 2016 – Coordination and
drafting Memorandum to Rwanda President.
 Facilitated RUFORUM mini review of the Bill and Melinda Gates
Foundation (BMGFII) support to RUFORUM, 01-02 June 2016; assisted
in formulating their Capacity Development and Risk Management
strategies.
2.2.6 Activity Implementation (by Milestone)
The AWP&B 2016 initially had a total portfolio of 8 programme activity tasks to be undertaken with the
available funding. Two of these were later dropped after a “no-objection” clearance from the WB-ISM was
declined. The other additional activities ranked relate to the secretariat support function of corporate
partnerships, monitoring and evaluation and human resources. These have representative milestones
that highlight progress towards successful implementation and delivery of stated outputs. The individual
outputs (milestones) were assessed and rated using the DfID “6 point scale project scoring system” (see
section 3.1 and 3.3) measuring actual achievement of expected results rather than the likelihood of
achievement in the future and allowing for both over and under achievement. Figure 5 below summarises
the performance ranking by status of achievement. Out of a total set of 59 milestones targeted by the
cleared activities, 16 representing 27% were fully completed by 30 September 2016. Another 16 (27%)
were largely achieved and 6 (10%) partly achieved giving an average implementation performance rating
of 64% with the associated budget performance of 74% for the three quarters of FY2016. Only 7(12%) of
the milestones were not achieved, with another 14 (24%) achieved to a very limited extent.
Completely
achieved, 16, 27%
Largely achieved,
16, 27%
Partly
achieved, 6,
10%
Achieved to very
limited extent, 14,
24%
Not
achieved, 7,
12%
Figure 5: Performance Rating by Milestone
Completely achieved
Largely achieved
Partly achieved
Achieved to very limited extent
Not achieved

17 | P a g e
2.2.7 Progress towards Delivery of Results (by Performance Indicator)
In elaborating the new PMF, the RFs of all the TBAs were examined with a view to harmonising
performance indicators at four levels: (a) assessing development progress that Africa is making in the
context of the S3A; (b) assessing how well FARA is contributing to development in Africa’s agricultural
science, technology and innovation; (c) assessing how effectively FARA is managing its operations; and
(d) assessing how FARA is effectively managing itself as an institution. However, TBAs have often been
designed with different objectives, and there are limits to how much standardisation can be achieved or is
even desirable. Thus even where similar indicators are used, they may not be comparable in all
circumstances. The report maintains and presents the RFs of the different TBAs (Attachments 4.3-4.6),
but the analysis are based on the generic indicators (see Table 2) highlighting progress towards the
aggregate indicators in the PMF.
The overall PMF for MTOP-2R has 6 representative indicators for its PDO grouped under two clusters:
commitment to implementation of the S3A and capacity for innovation and implementation. There are 23
indicators for the three key/intermediate results measuring FARA effectiveness in delivery of products
and services in the context of participation, tangible outputs, knowledge sharing, capacity development
and advocacy. The efficiency of the secretariat in managing itself and its operations is measured by 6
indicators. The cumulative values for each of the PMF indicators are presented in the updated matrix in
Attachment 4.2. Performance rating for the three quarters of FY2016 is summarised in Figure 6 and Table
2 below. Details are presented in Section 3.3.
Completely
achieved, 7, 28%
Largely achieved,
12, 48%
Partly achieved, 3,
12%
Not achieved, 3,
12%
Figure 6: Performance Rating by Indicator Targets
Completely achieved
Largely achieved
Partly achieved
Not achieved

18 | P a g e
The overall performance score for the period averages 3.38 indicating that there is good progress
towards achievement of purpose and most outputs specified for the period have been achieved,
particularly the most important ones, and moderately exceeded expectation. There are 25 representative
output indicators associated with the revised AWP&B 2016 that highlight progress towards the aggregate
indicators in the PMF. The ratings have not changed from those achieved by end of second quarter. As
indicated in Figure 6, targets were exceeded or fully met in 7 (28%) of the indicators and another 12
(48%) were achieved to a large extent while 3 (12%) were partly achieved. Only 3 (12%) were outright
not achieved or far below target largely because most of the associated activities are either no longer
necessary or have been suspended due to lack of a “no-objection” from the World Bank hence no funding.
Table 2: Performance rating scores for indicators in the 10 activity tasks in AWP&B 2016
INDICATOR
Performance Rating Score
Comments
ISP CDI KDS Overall
1. Participation (# of proposals received/submitted to the
calls, reviewed and selected for funding; countries,
individuals and institutions
mobilised/participating/adopting/making use;
innovation platforms established/supported;
partnerships initiated, supported, mentored, etc.).
4.0 4.0 4.0 4.0

(A+)Largely achieved.
There is good progress
towards achievement of
purpose and most outputs
have been achieved,
particularly the most
important ones, and
moderately exceeded
expectation
2. Outputs (# of projects concluded; technologies, products,
services, publications, specific knowledge products,
germplasm) generated and/or exchanged; events
organised/held; trainees - countries, organisations,
persons – by gender).
4.5 4.0 4.0 4.2

(A++)Completely
achieved. The purpose has
been (or is well on the
way to being) achieved
and outputs substantially
exceeded expectation
3. Knowledge sharing (# of events organised/held;
participants - countries, organisations, persons – by
gender; documents uploaded on the FARA repositories
and made available publicly; people reached with
information through continental information and
knowledge sharing platforms – websites, publications,
visual & social media)
4.0 4.0 1.0 3.0

(A)Partly achieved. Only
partial achievement of the
purpose and some outputs
met expectation
4. Capacity strengthening/Development: Measures
quantifying processes and outputs through which
individuals, groups and organisations, and societies
deploy, adapt, strengthen, and maintain the capabilities to
define, plan and achieve their own development
objectives on an inclusive, participatory, and sustainable
basis – in the form of information dissemination, training,
facilitation and mentoring, networking, and feedback, to
promote learning from experience (learning by doing, or
experiential learning).
3.0 4.0 1.0 2.7

(B)Achieved to a very
limited extent. Purpose
unlikely to be achieved
and a few outputs
moderately did not meet
expectation
5. Advocacy (# of accesses, pages visited and organisations
registered on the website and blog; decision-makers
reached through advocacy material, participating in FARA
organised events).
4.0 4.0 1.0 3.0

(A)Partly achieved. Only
partial achievement of the
purpose and some outputs
met expectation

19 | P a g e
3 Detailed Performance Report for January – September 2016
Project/Program Title: FARA-MDTF Semi-Annual Report
Reporting Period: January – September 2016
Name of Reporting Staff: Dr. Clesensio Tizikara, M&E Specialist
Report Submitted by: Dr. Yemi Akinbamijo, Executive Director
Date: 10 November 2016
Project/Program Schedule: MTOP 2014 – 2018: FARA MDTF (TF095129)
3.1 Status of Planned Activities
The status of implementation of planned activities (as per AWP&B 2016) is shown in the table below. The individual outputs (milestones) are assessed and rated
using the DfID “6 point scale project scoring system” described below. Unlike the 3 point traffic system previously used1, the 6 point scale project scoring system
measures actual achievement of expected results2 rather than the likelihood of achievement in the future and allows for both over and under achievement.
Description Scale
1. (Likely to be) Completely achieved. The purpose has been (or is well on the way to being) achieved and outputs substantially exceeded expectation

(A++)
2. (Likely to be) Largely achieved. There is good progress towards achievement of purpose and most outputs have been achieved, particularly the most important ones, and
moderately exceeded expectation

(A+)
3. (Likely to be) Partly achieved. Only partial achievement of the purpose and some outputs met expectation

(A)
4. (Only likely to be) Achieved to a very limited extent. Purpose unlikely to be achieved and a few outputs moderately did not meet expectation

(B)
5. (Unlikely to be) Not achieved. No progress on purpose and outputs substantially did not meet expectation

(C)
6. Too early to judge. It is impossible to say whether there has been any progress towards the final achievement of outputs or purpose. (This score should be used sparingly). X
1 “traffic light system” where: ( = achieved on time or early;  = achievement expected less than 10% late;  = achievement expected more than 10% late or not at all)
2 At the Quarterly Review (QR), Semi-annual Review (SAR) and Annual Review (AR), achievement against the Outputs is scored alongside an assessment (but not a score) of the Outcome. At the Project
Completion Review (PCR) stage achievement against both the Outputs and the Outcome are scored.

20 | P a g e
Activity/Task Milestone
Status/Scale
Comment
Q1 Q2 Q3 Q4
CORE PROGRAMME 1: Innovation Systems and Partnerships
ISP 1.1. Strengthen strategic partnerships
and capacity of African actors to
participate in and manage user-led
innovation platforms [PAEPARD] for
AR4D
1. Annual incentive fund (IF) campaign launched
and responses received from consortia by 30
June 2016.
(A++)
 The IF campaign is open the whole year. Applications are
received along the year.
2. At least 3CNs selected and supported from IF
applications by 30 September 2016
(A++)  By 30st June six (6) CNs was selected for IF support
3. At least 5ULP platforms continuously provided
with existing innovation knowledge
(A++)
 This activity continued with all 5 ULPs getting support in
innovation knowledge
4. At least 1M&E visit to each of the 4 consortia
that won the CRF by 30 September 2016.
(A++)
 All CRF projects were visited and a monitoring report
released.
ISP 2.1. Establish new and/or support ongoing North-South, South-South and Trilateral
Partnerships (Africa-Brazil Innovation Market Place and MBoSs, PROIntensAfrica,
Humidtropics, PARI)

Africa-Brazil
5. MBoSs training workshop conducted by 31May
2016. (C)  Training workshop postponed by partners
6. Call launched and proposals reviewed by 30
June 2016. (A++)  Activities completed and project selected
7. FY 2016 project monitoring and evaluation
visits conducted by 31 September 2016. (A++)
 Project monitoring and evaluation visits conducted and
report completed and shared with Embrapa partners. Side
event organised during the 7AASW. 1st edition (2016) of
the publication describing the creation, current status and
future of the Agricultural Innovation Marketplace – The
MKTplace – has been published.
8. FORUM 2016 organized by 31st October 2016 (C)  Forum for 2016 has been postponed indefinitely.
PROIntensAfrica
9. Project literature review completed by 31May
2016. (A++)
 Project literature review under work package 11
completed and submitted.
10. Project governance framework agreed by 31
May 2016 (A++)
 Activities completed and report submitted to the EU as part
of the mid-term review exercise.
11. Advocacy panel established by 30 June 2016. (A++)
 The advocacy panel established and linked to the AU-EU
partnership panel on Africa Agricultural research and
development

21 | P a g e
Status/Scale
Comment
Q1 Q2 Q3 Q4
12. Full project proposal developed by 31 July 2016. (A+)  Full proposal is still under development.
PARI
13. Country work plans approved and sub-grants
disbursed by 30 April 2016. (A++)  Contract developed and fund disbursed to countries
14. Linkages between PARI institutions and
Agricultural Innovation Centres facilitated by
30 April 2016
(A++)  Activities completed, report submitted to ZAF
15. Monitoring visits on the countries research
activities completed by 30 September 2016. (A)  FARA management approval secured
Humidtropics
16. Legacy product on integration of research into
innovation systems developed and submitted by
April 2016.
(A++)
 Consultant engaged, study conducted and document in
press.
17. Establishment of activities to align the
integrated system research thinking and the S3A
into the CAADP process in 4 of the 10
Humidtropics countries. 30th July 2016.
(A+)
 Proposal on activity plan from the countries collected and
reviewed. FARA management approval secured for activity.
CORE PROGRAMME 2: Capacity Development for S3A Implementation
CDI 01: Build and strengthen national, regional and
stakeholder capacities for developing and managing
systems to implement the S3A
18. Review of NAFSIPs, sector strategies and
country/institutional reports completed in at
least 6 countries by 30 November 2016
(A)
 Completed in five countries by 31st March 2016; still on-
going in the other 15 countries. Five consultancy reports
submitted to the SROs
19. Human capital requirements along technology
and value chains assessed and reported for at
least 6 countries by 30 November 2016
(A)
20. Assessment and forecasting of qualitative
human capital requirements in agriculture and
agribusiness undertaken in at least 6 countries
by 30 November 2016
(A)
21. Yield gaps analysis of priority commodities in at
least 6 countries completed by 30 November
2016
(A+)  Ongoing in four countries
22. Potential foresight research topics identified by
30 April 2016
(A+)  Regional Oversight Committee partially constituted

22 | P a g e
Status/Scale
Comment
Q1 Q2 Q3 Q4
23. Foresight team comprising fellows and associate
fellows of the African Virtual Foresight Academy
identified by 30 June 2016 and recruited by 30
September 2016
(A+)  Associate fellows suggested; to be inaugurated
24. Knowledge bank and gender disaggregated
databases on pool of experts across different age
groups established by 31 December 2016
(C)  No objection declined by World Bank; activity dismissed
25. Platform for career development, progression
opportunities and tracking of graduates
established and operational in at least 15
countries by 31 December 2016
(A)
 eCapacities Platform operational in Ghana, Kenya, Uganda
and Zambia
26. Visiting Scientists, Fellowship Exchange and
mentorship Programs established by 31
December 2016
27. Mechanism for offering awards to Fellows for
Agricultural Research for Development
Excellence established by 31 December 2016
CDI 02: Strengthen S3A Communities of Practice and
AR4D Quality Control Systems
28. AAAST structure, functions and special
committees established by 31 December 2016
29. Workshop to validate the AAAST structure,
develop criteria and procedures for inducting
AAAST fellows and recruit AAAST fellows by 31
December 2016
30. Country baseline status using agreed variables
established by 31 December
CDI 03: Strengthen institutional capacity for
agribusiness and innovation incubation with specific
focus on youth and gender
31. African Agribusiness Incubator Network as a
private sector arm of FARA providing a
coordinated structure and system to exploit
agribusiness opportunities and mobilize African
Agribusiness private sector - US$ 10 million
raised/generated as income to AAIN by Dec
2016
(A+)  >$4.8m income generated both directly and indirectly
32. Incubating profitable and sustainable (A+)
 Established six agribusiness incubators in Africa based on
commodity value chains; Uganda 2; Kenya 1, Mali 1, Ghana

23 | P a g e
Status/Scale
Comment
Q1 Q2 Q3 Q4
agribusiness incubators – support to 6 existing
UniBRAIN incubators and 5 new or pre-existing
incubator hubs, 1 seed business incubator in
Ghana established by December 2016)
1 and Zambia 1.
33. Commercializing agribusiness innovations and
technologies - 50 market-led
(A+)
 >75 technologies commercialized; >400 incubatees
supported at the incubators
34. Creating opportunities for young agribusiness
entrepreneurs – 1500 permanent and part-time
value chain jobs, direct beneficiaries – 400
students, 30 institutions, 3,000 households
(A+)
 ANAFE produced two agribusiness curriculum
frameworks; Over 1,400 students at Diploma, BSc and MSc
levels have benefited from improved education products;
>850 graduate interns supported; 158 African universities
reached; 6 non-African university reached-3 from Europe
and 3 from North America; Creation of 12,218 direct &
indirect jobs; >25,000 farmers and households reached
35. Strengthening strategic agribusiness value
chains - 50 AAIN registered start-ups and SMEs
supported in 2016)
(A+)
 Support extended to 186 start-ups to operate their
businesses; Establishment of 120 new start-ups
CORE PROGRAMME 3: Knowledge Management and Decision Support
KDS 1.1: Develop an automated repository and
analytical framework for data and information on
African Agricultural Science, Technology and
Innovation
36. Framework for developing the FARA STI data
library using existing data and information
needs developed by 31 March, 2016
(A+)
 Framework for the FARA-DataInformS was developed and
used in the Concept note and referred to in the EOI for
engaging the consultants.
37. Survey reports documenting user experience
ready by 30 December, 2016
(A)
 The two consultants were selected, negotiations
undertaken with them (see Minutes of negotiation) and
contract currently being prepared. The user experience
will be conducted after signing of contract and inception
meeting.
38. Report of Expert consultation available by 30
December, 2016
(A)
 Experts to be involved in the consultation are being
identified. The Consultation will be organized after the user
experience has been documented.
39. Mock-up and wireframe of the FARA-
DataInformS available by 30 December, 2016
(A)
 Consultants to develop the Mock-up and wireframe have
been identified and their work plan is under development
KDS 2.1: Develop, produce and disseminate the
metrics for the Policy Practice Index, Malabo 2025
Agri-STI Barometer and Frameworks and Guidelines
for implementation of the Science Agenda
40. Key indicator metrics, data requirements and
gaps in data and statistics on key indicators
identified
(B)
 Indicator metrics will be available upon completion of
country stocktaking exercise that will begin early October.
41. Stock-taking reports on country policy design
and implementation processes ready by June
(A)
 Concept notes and TORs developed for the Agri-STI
Barometer and for field studies in four countries – Ghana,
Benin, Uganda and Zambia and approved by WB. Call for

24 | P a g e
Status/Scale
Comment
Q1 Q2 Q3 Q4
2016 expression of Interest was made and applicants were
shortlisted, hired to begin the studies first week of October.
42. Agricultural Policy Practice Index and
framework available by 30 September, 2016
(B)
 Framework for the Policy Practice Index will be developed
after completion of the country stocktaking exercise that
will begin early October.
43. Reports of pilot test of policy practice
framework available by 30 November, 2016
(B)
 These reports can only be produced after completion of the
four stocktaking reports on country policy design and
implementation. This is likely going to be done in 2017.
44. Mechanisms for establishing related integrated
M&E and data systems (processes for identifying
and designing the key indicators, recording and
reporting process against the key indicators as
well as steering the process for designing the
format of such progress reports) agreed with
key partners by 30 June, 2016
(B)
 This has been discussed and agreed that M&E will take this
up in the context of the Agri-STI Barometer.
45. Data collection protocols and instruments
designed by 30 June, 2016
(B) 
KDS 3.1: Produce and disseminate topical briefings
on strategic issues, trends, lessons and future
outlooks – FARA Notes, and Communication Briefs
46. At least 2 technical reports to inform policy
making on STI and priority setting by research,
extension and education and produced and
disseminated by 31 December, 2016
(A++)
 A synthesis report titled A Pilot Study of Growth, Structural
Change and Total Factor Productivity in Seven African
Countries has been produced.
 Three policy briefs have been produced to inform policy on
agricultural productivity increase
47. Effective innovative communication pathways to
disseminate FARA information and knowledge
products set up and professionally managed:
Enhanced activity through multi-media
communication channels (engaging champions,
celebrities, experts, documentaries, media
(radio, TV, drama groups, press releases, twitter,
instagram, you-tube, facebook, etc)
(B)
 Communication strategy and Information and Knowledge
Management (IKM) strategy being developed. Concept note
under preparation
48. At least 3 events to show-case and/or advocate
for STI for agriculture policies and practices
organized by 31 December, 2016
(A)
 A side event on Data, Information and Knowledge Systems
was organized at the 7th FARA AASW to show-case and
advocate for STI and its application in supporting
implementation of S3A.
CORPORATE PARTNERSHIPS AND COMMUNICATIONS
1. Corporate partnerships: Activate the MoU with
the AUC; finalise and activate an MoU with NPCA;
49. MoU with NPCA by30 April 2016 (C)
 Consultations held with NPCA on MOU. NPCA initiated
administrative processes to draft the MoU. These
processes may be concluded by the end of the year.

25 | P a g e
Status/Scale
Comment
Q1 Q2 Q3 Q4
Operationalise the coalition of science agenda
institutions by obtaining agreement on
modalities and initiating the first joint actions
including the development of a proposal
50. Modalities of engagement by Consortium of
Science Agenda Institutions developed and
agreed upon by 30th March 2016
(B)
 Meeting with SROs and AFAAS to agree on operational
modalities for the Consortium and its involvement in the
AfDB supported “Technologies for African Agricultural
Transformation” (TAAT) project was held on 17-18 March
2016. The Consortium was formally launched in April
2016 at GCARD 3 in a side event jointly organised by the
Consortium and the World Bank. At least four staff sharing
agreements under discussion.
 MOU with AGRA was signed in September
 Consultations initiated with CIRAD and COMESA on
strategic partnership with FARA.
 Expressions of interest for membership in three CAADP
Technical Networks (research and extension, agro-industry
and food and nutrition security) were accepted by the AUC
and NPCA. FARA is poised to serve as convenor of the
network on research and extension and to play a key role
on the network on nutrition
 The Interim Secretariat for North African Sub regional
agricultural Research Organisation (NASRO) was
established.
 S4AC writeshop elaborated concept note for the
consortium and two proposals (climate change and post-
harvest management), which were presented to several
donors and technical partners. An action plan for
institutional development of the consortium was also
developed.
2. Resource mobilisation: development of the
strategy and initiating its implementation;
development of a conceptual frame for the
African Science for Agriculture Transformation
Initiative (ASATI), identification and pursuing
funding opportunities and a roadshow to seek
funding for the recast MTOP.
51. Resource Mobilisation and Partnership Strategy
for FARA developed by April 2016 (B)
 The timeline for this activity was moved to the first quarter
of 2017. This was due to workload-related challenges
faced by the CPC
52. Implementation action plan for joint (FARA-
SROs-AFAAS) resource mobilisation strategy
and Joint funding proposal by Consortium of
Science Agenda Institutions developed by 30th
March 2016
(B)
 A plan for joint actions was developed following the FARA-
SROs-AFAAS meeting held in March 2016. The TAAT is
considered the first Consortium proposal. This meeting
and the ISM in May moved the deadline for development of
the joint funding proposal to the third quarter. The S4AC
writeshop elaborated two concept notes which will be
fleshed out into full proposals in consultation with
stakeholders during the first quarter of 2017
53. Roadshow to promote the recast MTOP and seek
funding for its implantation organised by 30
June 2016
(B)
 The World Bank which is responsible for organising the
roadshow organised writeshop for the Consortium in
September to elaborate its organisational set up and
develop concept notes that were presented to donors and
technical partners. Engagement of consortium partners
with donors will continue, with support from the Bank.

26 | P a g e
Status/Scale
Comment
Q1 Q2 Q3 Q4
54. Framework for setting up and managing a fund
for science and agriculture developed by 31
December 2016
(B)
 This has been moved to 2017 second quarter as part of the
implementation of the resource mobilisation strategy.
55. Funding proposals(continuous) (B)
 FARA led the development of the capacity development
and technology outreach component of the TAAT proposal.
This component is critical to achievement of the TAAT’s
objective to out scale existing technologies and
innovations.
 The concept note to IFAD was elaborated into a full
proposal and revisions were made in response to
reviewers’ comments. It is anticipated that a grant to fund
this proposal will be made this year.
 The Kigali Roundtable organised on the margins of the 7th
Africa Agriculture Science Week was aimed at the
mobilisation of funding from within Africa and in particular
from African governments. Its recommendations will feed
into the resource mobilisation strategy and inform
subsequent efforts to mobilise funding from African
sources.
 The March 2016 consortium meeting developed a business
model for a project on agriculture productivity-driven job
creation.
 A million seeking USD 2.25 million to finance work on
“Youth Researching Youth: Competitive Fellowship for
Young African Scholars Researching Youth Engagement in
Rural Economic Activities in Africa” was submitted to IFAD.
 The BMZ-funded PARI (Programme for Accompanying
Research in Innovation) was extended for two years to
2020
 A brainstorming meeting on formulation of the AARP held
in August conceptualised the components of the initiative
and mapped out a roadmap for its further development.
3. Corporate communications: Development of a
communication strategy and initiating its
implementation including publication the annual
report for 2015
56. Corporate Communication strategy developed
by 30 April 2016 (B)
 This activity was moved to the third and fourth quarter as
the unit devoted attention to organisation of the 7th African
Agriculture Science Week and FARA General Assembly.
Communication experts from two CGIAR centres
*(CIMMYT and ILRI) have undertaken to provide technical
input in the development of this strategy.
57. 2015 Annual Report published and
disseminated by 30 March 2016; General
Communication, Reporting and Coverage of the
7th African Agriculture Science Week;
(A++)
 The 2015 annual report was published and disseminated in
May 2016
 4 e-newsletters (FARA digest) were published
 FARA’s Facebook account attracted 29,795 followers

27 | P a g e
Status/Scale
Comment
Q1 Q2 Q3 Q4
Publishing of E-Newsletters i.e. Monthly FARA
DIGEST, DAILY AASW7 DIGEST; Social Media
Visibility; Internal Communication; Media
Engagement and Public Relations
 FARA’s twitter account attracted 12,733 followers and
116,300 tweet impressions.
 FARA staff were hosted at 4 radio interviews on African
agriculture and agribusiness. These interviews were
disseminated online as podcasts.
 The African Agriculture science week was well covered on
social media (100 social media reporters) and traditional
media (50 journalists). A total of 17,435 tweets on the
#AASW7 were generated by 1,632 contributors and were
accessed by 5.3 million twitter accounts. In addition, 40
blog posts on the science week were read by 2,000 people.
Press releases on the event were issued in Ghana and
Rwanda. A daily digest of highlights for each day was
published.
4. Governance & Board matters: Support to
governance including organisation of Board
meeting, following and tracking implementation
of Board decisions
58. Board Executive Committee meeting in February
2016 (A++)
 Two Executive Committee meetings were held in Meetings
were held, in February and in May.
59. Ordinary FARA Board meetings in June &
November 2016 (A++)
 The first ordinary Board meeting of the year was held as
scheduled
60. FARA MDTF mid-term review by 30 March 2016 (A++)  MTR conducted 04-09 May 2016
5. Coordination and organisation of the 7th Africa
Agriculture Science Week and FARA General
Assembly.
61. 7th African Agricultural Science Week (AASW)
and FARA General Assembly in June 2016 (A++)
 7AASW & GM held 13 – 16 June 2016; 1,034 online
applicants from 63 countries (Host Rwanda – 274; Ghana –
166; Kenya – 95; Nigeria – 86; Uganda – 79).
 Actual attendance on basis of registration fees collected:
(a). Local participants not categorised under (c) and (d)
below: USD 50: 33.29 % (253); (b). Individuals from
national producer and civil society organisations outside
Rwanda: USD 100: 25.26 % (192); (c). Individuals from
national AR systems (research, advisory services,
education, policy, and agri-business: USD 150: 22.11 %
(168); (d). Individuals from sub-regional, regional and
international organisations: USD 200: 19.34% (147). A
further 15O local participants did not pay registration fees.
These included 50 social media reporters, 50 journalists
and 50 members of the local organising committee.
 The event comprised 5 plenary sessions with the opening
performed by the Prime Minister of Rwanda on behalf of
HE President Kagame. The main keynote address was
delivered by Dr. Akinwumi Adesina the President of the
African Development Bank. A total of 28 speakers made
contributions in the 5 plenary sessions spread over two
days. Most of the interactions took place in 28 side events

28 | P a g e
Status/Scale
Comment
Q1 Q2 Q3 Q4
and 5 parallel sessions also held over two days. One day
(Rwanda day) was devoted to field visits to various sites
around Rwanda. An exhibition over the five-day duration
of this event provided space for 24 institutions to
showcase their products and services.
 A new Board of Directors was appointed by the General
Assembly.
 The new Chairperson of FARA visited the Secretariat in
July and headed the delegation that met with the
presidency of Ghana regarding the government’s
undertaking to provide FARA with office accommodation.
New Board Directors were issued appointment letters and
their personal details filed with the registrar of companies
 SECRETARIAT SUPPORT FUNCTIONS AND OPERATIONS
SSF&OP.1.1. Monitoring, Evaluation and Institutional
Learning
62. Monitor progress and report performance
(continuous)
(A++)
 Revisited baselines and targets for the MTOP2R Results
Framework and background document for the MTR - ISM
for the FARA MDTF
 Updated RFs for 4 PAEPARD-CRF projects being
implemented in Uganda, Benin, Malawi and Burkina FASO
following monitoring visits to project sites and discussions
with teams
 RF and M&E components of the IFAD 2016 proposal on
“Implementing the transition action plan for the
implementation phase of the Science Agenda for
Agriculture in Africa (S3A)”
 Result-Based Logical Framework (RBLF) and M&E section
for the “Capacity Development and Technology Outreach
(CDTO) for Scaling-up Proven Technologies within TAAT
Value Chains to Achieve Impact” CGIAR-FARA-AfDB
project
 Orientation paper and CN for the FARA-AfDB “African
Agricultural Research Programme (AARP)”
 Active participant in online discussions and meetings of
CIP Sweet Potato Monitoring and Evaluation Community
of Practice (MLEA-CoP), African Community of Practice on
Managing for Development Results (AfCoP-AfriK4R),
Uganda Evaluation Association, African Evaluation
Association (AfrEA) and International Development
Evaluation Association (IDEAS)
 Monitoring visits to Africa-Brazil funded projects in Mali
(2), Ethiopia (1), Ghana (1) and Uganda (2); Organised the

29 | P a g e
Status/Scale
Comment
Q1 Q2 Q3 Q4
Africa-Brazil MKTplace side event during AASW7
 Semi-Annual Report for FY 2016 on schedule for
submission to ISM on 01 October 2016 and Annual
Performance Report for FY 2016 submitted to ISM on
schedule (01 April 2016) and presented to Board in June
2016
 Facilitated 2016 Staff Retreat: “Enhancing Workplace
Synergies to scale ‘Innovations into Impact’ in the context
of the Science Agenda” 19-21 January 2016; Presented
first bi-monthly technical seminar on organisational
performance assessment, 29th January, 2016.
 Co-facilitator to a AUC-AAIN design workshop for Up
scaling Agribusiness Incubation in Africa, Nairobi, 01-03
September, 2016; Facilitated AFAAS Staff Retreat 09-12
February 2016 and providing on-going support on M&E in
particular reviewing the RF and M&E plans; Coordination
and drafting Memorandum to Rwanda President for FARA
– ASARECA – AFAAS - RUFORUM Mission to Kigali on
invitation of the Hon. Minister of Agriculture, 10-13 August
2016; Facilitated RUFORUM mini review of the Bill and
Melinda Gates Foundation (BMGFII) support to RUFORUM,
01-02 June 2016; assisted in formulating their Capacity
Development and Risk Management strategies.
SSF&OP.2.1. Human Resources & Administration
63. Operations guidelines revised to capture
changes resulting from recasting of the MTOP
institutionalize a principle of co-financing for
FARA interventions by 31 March 2016.
(A+)
 Reviewed HR manual shared with staff and comments
received
 Designed and implemented Target setting and mid-year
review processes
64. An operational Human Resource Management
Information System by 31 March 2016
(A+)
 Training the trainer in Human Resource Information
System completed in July 2016
65. All funded positions for 2016 filled (continuous) (A+)

30 | P a g e
3.2 Outputs and Outcomes
For the major activities undertaken during the reporting period, what products have been generated or developed (Outputs generated) and what has happened?
What has changed as a result of your activities? (Outcomes achieved). Effort should be made to gender-disaggregate the beneficiaries/participants.
Activities/Task s
undertaken
Planned Outputs Outputs generated
Outcomes achieved
CORE PROGRAMME 1: Innovation Systems and Partnerships
Africa-Brazil /
MBoSs
Functioning Innovation
Systems, Platforms and
Partnerships
 Africa-Brazil innovation market place project extended till 2020. Africa-Brazil indicative outputs
showed that the project has supported 76 projects in 13 countries in Africa and 8in Latin America
and Caribbean. 26% gender participation in proposal submission. Organized 3 knowledge sharing
events with participants from 35 countries. Over 1177 experts were trained, 34 projects were
concluded, 93 events were organized, 131 publications were produced, 147 technologies products
and services were reported, 924 germplasm were exchanged among partners, and 81 specific
knowledge products were generated. Additional 6 projects are supported over the reporting
period, 2 in Africa and 4 in LAC. Monitoring and evaluation activities were carried out on five
projects in Africa.
Outcomes for the reporting period are
coming on.
 The MBoSs Project with a budget of $ 3 Million to be managed by FARA. The MBoSs is established
to facilitate the scaling out of technologies from the MKTPlace project and other initiatives. A call
for proposal over the reporting period attracted 31 proposals, 11 were selected in first round. The
MBoSs was formally launched during the 7AASW.
Substantial progress in project
implementation.
PROIntensAfrica
 PROIntensAfrica research program launched at the FARA secretariat in Accra, Ghana, 21-23 April
2015; PROIntensAfrica to run for two years to develop a fundable proposal and effective
partnership framework for the long standing IntensAfrica program. The midterm review of
PROIntensAfrica returned with positive response and delivery of the objectives. FARA organized a
side event at the 7AASW to glean stakeholder opinion on the final proposal development and
create more feasibility for the initiative. FARA facilitated the ERA-Net proposal development and
joined effort with other to secure the participation of 10 Africa countries who provided 20% own
fund to leverage the Euro 200 million.
ERA-Net proposal submitted to the EC call.
Partnership framework for the Europe and
Africa partnership in agriculture developed.
Institutional arrangement for IntensAfrica
long term project also developed.
Humidtropics
 Within the Humidtropics project, FARA provided facilitation support to the Research for
Development platform in Rwanda and Burundi; it also provided support to the 20 IPs in Rwanda,
Uganda and DRC. FARA has organized a workshop to mainstream the S3A and IP into the CAADP
frame work in the different countries. The multi-stakeholders approach is getting entrenched into
the government system for research implementation in Africa.
Acceptance of innovation systems approach
with proactive action in 10 Humidtropics
countries.. The framework for mainstreaming
the IP and or MSP into the country process has
been developed for use.
PARI
 The 12 participating countries completed the 3 joint studies on agricultural innovation. 36 reports
of the studies are being processed for publication. FARA produced three synthesis publication on
the studies. The studies include 1, evaluation studies on the state of agricultural innovations in
Africa, 2. The state of agriculture innovation platforms and 3. The state of investment in
agricultural innovation in the countries. FARA organized lesson sharing workshop at the 7AASW,
48 research partners participated in the workshop.
The state of agricultural innovations and
outcomes packaged into briefs to influence
the direction of investment in agricultural
development.

31 | P a g e
Activities/Task s
undertaken
Planned Outputs Outputs generated
Outcomes achieved
BiomassWeb
The biomass web project developed the Demand Driven Research for Development (DDRD) program
grant arrangement. Six projects were supported in three countries on Bamboo, cassava, maize and
mushroom. The project completed it first phase with strong research partnership with 15
organizations. And substantial outputs and development of new value chains. The report of the phase
has been received good acceptance.
The research activities are in progress in the
countries. Biomass web secured a second
phase funding.
SSA-CP
 FARA initiated the closure of the SSA CP over the reporting period; outputs include an updated
impact assessment of the program, report of the closing technical review and closing financial
review and audit.
 Three publications were also produced during the reporting period, viz.,, the upgraded training
manual in English and French, the 2nd white paper on IAR4D and the gender mainstreaming
toolkit on the Innovation platform.
The use of innovation platform as an
effective tool to translate research outcome
into development become accepted and use
widely. Following balance documentation.
PAEPARD
Activities
 PAEPARD organized a Roundtable of experts in aflatoxin on 25-26 January 2016. Beside those
experts the roundtable involved the DG Agriculture, Health and Research of the European
Commission to reflect on a global challenge-aflatoxin. African farmers were also represented in the
roundtable. An elaborated reported was produced contamination
 A policy brief on the role of brokerage in multi-stakeholder partnerships based on the experience
PAEPARD was launched at GCARD 3 in Johannesburg in April 2016. It was distributed to some of
participants to GCARD 3
 Side events were organized to share PAEPARD preliminary results during the GCARD 3 in
Johannesburg and the 7th AASW in June in Kigali where some products were distributed. Reports
of events were produced.
 PAEPARD supported the implementation of the 4 CRF projects in 5 countries on Compost enriched
by Trichoderma in Burkina Faso, on Soy-milk and Afitin in Benin, on Indigenous vegetables in
Uganda and Aflatoxin on Groundnuts in Malawi and Zambia. Reports of these projects have been
produced.
 PAEPARD through RUFORUM supported some consortia to respond to the ARF call that closed on
1st July 2016. Four proposals were submitted.
A consortium is being created around
aflatoxin and a call is likely to be launch in
Horizon 2020 targeting the aflatoxin.
The outcome is yet to be got from
participants
During the Johannesburg side event,
representatives of ARINENA requested to
expand PAEPARD activities into their
mandate area
Promising results from these projects are
being published to showcase the role of
multi-stakeholder partnerships. Also other
partners are joining some CRF
(Trichoderma) to use their partnership
model to scale out some technologies
The outcomes yet to come as we expect the
feedback of the selection process
CORE PROGRAMME 2: Capacity Development for S3A Implementation
Build and
strengthen national,
regional and
stakeholder
capacities for
developing and
managing systems
to implement the
 Policy, Technical and
Institutional Capacities -
Youth and Gender-Centred
Country Human Capital
Development Actions Plans
developed for S3A
implementation; Foresight
teams constituted and
 Four AHC-STAFF studies completed in 15 countries; study reports presented during the 7th AASW
side event in Kigali, Rwanda. Findings to be used to develop country action plans in line with on-
going CAADP NAIP reviews.
 Workshop on initiating the African Chapter of the Global Foresight Academy held in Kigali, Rwanda,
where:
a. Foresight principles were endorsed
b. Regional Advisory Committee membership suggested
c. Structure for the African Foresight Academy suggested
N/A

Fara progress and performance monitoring report (jan sept 2016) 19-bod

Fara progress and performance monitoring report (jan sept 2016) 19-bod

Recommended

Recommended

More Related Content

Similar to Fara progress and performance monitoring report (jan sept 2016) 19-bod

Similar to Fara progress and performance monitoring report (jan sept 2016) 19-bod (20)

Recently uploaded

Recently uploaded (20)

Fara progress and performance monitoring report (jan sept 2016) 19-bod