1. CCARDESA was established in 2011 by SADC to increase agricultural production and productivity in the region. It is governed by Ministers of Agriculture, a General Assembly, Board, and Secretariat. 2. CCARDESA's activities include institutional and human resource development, technology generation and dissemination, knowledge sharing, and capacity building. It has supported over 67 regional projects, trained over 200 people, and reached over 400,000 beneficiaries. 3. Impacts include improved food security, wealth creation, and changes to research management structures in some countries as a result of CCARDESA's work promoting collaboration.

1. OVERVIEW OF CCARDESA IN THE SADC REGION:
Background, Governance, Outputs & Impacts
Simon Mwale
Programme & Grants Manager

2. PART 1: OVERVIEW OF CCARDESA

3. Background
1. Established by SADC in 2011
2. Key focus: Increasing production & productivity
3. Governance:
1. Ministers of Agric.
2. General Assembly
3. Board
4. Secretariat

4. CCARDESA in SADC
CCARDESA
3. Promote cooperation in agric
research
1. Institutional & Human
Resource Development
4. Facilitate information sharing
2. Technology generation &
dissemination

5. Technical Thematic Areas
1. Farmer empowerment market access
2. Technology generation & demand-driven advisory services
3. Knowledge, information and communication
4. Institutional development & capacity building
5. Strengthening of CCARDESA Secretariat

6. SUMMARY OF OUTPUTS & IMPACTS

7. 1. Institutional & Human Resource Development
1. Established Secretariat
2. Signed hosting agreement
3. Developed 5 year
Operational Plan
4. Trained over 200: ICT, Bee
keeping, Internship, M&E
5. Advocacy for institutional
change e.g. inclusiveness

8. 3. Promoting cooperation in agricultural research
1. Established two networks:
1. Directors of agricultural research
2. Deans of Faculties of Agriculture
2. Contributing to existing networks
1. Bean research network
2. RUFORUM
3. Conservation agriculture regional working group
3. Established regional & international partnerships
4. Established two Centres of Excellence
1. Youth & women empowerment
2. Institutional development & responsive service delivery

9. 2. Technology generation
1. Supporting 67 regional projects
2. Competitive grants – Seven (7)
awarded
3. Supporting studies on
documenting available
technologies

10. 2b. Technology Dissemination
1. Supporting at least four
dissemination projects
2. Have reached out to
more than 400,000
beneficiaries
 Add 3 field pictures

11. 3. Promoting cooperation in agricultural research
1. Increase in collaborative research activities among
scientists
2. All research projects under CCARDESA are collaborative

12. 4. Facilitating Information Sharing
1. Website
2. Social media
1. Twitter
2. Facebook
3. Flicker
3. Direct information delivery to
stakeholders
4. Working towards a strong
knowledge management system

13. IMPACTS IN THE REGION

14. Impact on communities
1. Food security and wealth
creation
1. Improved transport
2. Establishment of shops
3. Investment in livestock
 Add 3 field pictures

15. Impact on communities
1. Food security and wealth
creation
1. High yields
2. Improved homes
3. Establishment of group
businesses
 Add 3 field pictures

16. Impact on research management
Changes in research planning,
implementation & institutional
management structure
 Swaziland
 Malawi
 Mozambique
 Zambia
 Add 3 field pictures
A
BC

17. PART 2: INCLUSIVE PLANNING &
IMPLEMENTATION OF RESEARCH

18. Philosophies of research planning & implementation
Inclusive
1. All key institutions involved –
focus on NARS
2. Plans done jointly
3. Roles clearly defined
4. Technical clusters develop
naturally
5. Stakeholder analysis required
6. Institutional administrative
structure does not determine
implementing team
7. Resources shared according to
work packages

19. Philosophies of research planning & implementation
Non-
inclusive
1. Focus is on ‘employer institution’
2. NARS approach minimal
3. Individual plans for each institution
4. ‘Lead’ institution has responsibility
5. No need for stakeholder analysis
6. Institutional administrative structure
determines implementing team
7. Resources remain with ‘Lead’
institution

20. Why inclusive planning and Implementation?
1. Efficient use of:
1. Expertise
2. Resources
3. Facilities
2. Avoids duplication & wastage
3. Encourages collaboration (Private sector, public sector,
Civil society organisations, community based
organisations, farmer groups, input suppliers, traders etc
4. Improves coherence in research focus
5. Encourages progressive research & development of a
country

21. What does it take?
1. Common vision
2. Collective commitment
3. Individual understanding of benefits
4. Leadership in:
a) Changing mind-sets & attitudes
b) Practicing the principle of inclusiveness
5. Institutional change not absolutely necessary
BUT could be an effective facilitator.

22. Thank you