Greenwell Matchaya, Coordinator, ReSAKSS-SA, International Water Management Institute (IWMI), South Africa

1. Setting Up SAKSS Governance
Structures and Analytical Networks
Reflections for Southern Africa
Greenwell Matchaya, ReSAKSS Coordinator –
Southern Africa/IWMI
Email: g.matchaya@cgiar.org
Maputo, 25-27/10/2017

2. Outline
• What a country SAKSS platform is,
• Why it is needed;
• Progress to date;
•

3. • Knowledge Gaps
– Paucity of data to guide decision making
– Absence of enough analytical work to guide decision
– Lack of capacity in generating and utilization of evidence in decision
making
– Don’t know much about how our policies and investments will achieve
our development objectives
• Vision
– Build capacity to generate, utilize, and manage knowledge to facilitate
evidence based policy planning and decision making
Rationale for a Country SAKSS

4. SAKSS is a network of people and institutions that provides timely,
credible, and evidence-based knowledge and analysis to inform
agricultural and rural development
The individuals/institutions are linked
through collaborative research
(strategic analysis), capacity
strengthening, and dialogue.
Knowledge support system:
A network that serves the
evidence needs of strategy
formulation and
implementation.
What is a SAKSS?

5. Strategic Components and outputs
1. Strategic analysis
• Sector-wide M&E; data collection and analysis
• Annual trends and outlook reports
• Specific strategic analysis and production (occasional
publications)
2. Capacity building
• Training members of the SAKSS network in areas of M&E
• Support to the ministry in areas of M&E and evidence based
policy implementation
• Strengthening processes for Mutual Accountability- JSRs, BRs
3. Knowledge Support Systems –
• Publications/knowledge products
• Outputs: ATORS, Ag-sector-wide M&E databases, occasional publications,
policy briefs

6. SAKSS: Broker of Strategic Analysis/Knowledge
Demand Supply
Policy
Analysis
Units
Think Tanks,
Central Bank
Statistics Bureaus,
Universities, FBOs
Parliament, PS,
FBOs, Donors,
Directors
SAKSS
Oversight Body
SAKSS
Node
SAKSS Network
 Credence of SAKSS in
CAADP process
 Governance
 Channel knowledge
and evidence to policy
makers
• …
•Identify and sensitize
knowledge gaps
•Synthesize knowledge
•Mobilize and coordinate
knowledge generation
•Facilitate training
•…
•Express interest and
buy into vision
•Align knowledge
generation activities
•Receive funding and
training
•…

7. • Structured network of policy-
making, analysis, and
implementation partners
– 3 distinct but interrelated parts:
Node, Network, and Oversight
Body
– institutionalised within relevant
country structures
– country-owned and country-
managed system depending on
the country’s own agenda and
capacity (including funding)
Country SAKSS Generic Architecture

8. Composition
Statistical bureaus
Universities
Think Tanks
NGOs and FBOs
Consultancies and Individuals
Locally-based international
organizations
Functions/Activities
Express interest in network
Buy into SAKSS agenda
Provide and update info on
expertise and capacity
Apply for research grant
Receive grants and training
Deliver on TORs (e.g. data,
analysis, training, etc.)
SAKSS Network

9. Composition
Chair: e.g. PS of Min of
Agriculture
Members: agricultural sector
development institutions (state
and non-state actors)
Secretary: SAKSS Node
coordinator
Functions
Credence of SAKSS in
CAADP process
Governance (guidance and
oversight of SAKSS node
activities)
Channel knowledge and
evidence (recommendations)
to policy makers
SAKSS Oversight Body

10. Roles and Responsibilities of Others
Government/Host Institution
provides funding and
institutional support (e.g. office
space, auditing services, etc.)
Donors provide funding for
SAKSS activities, directly to
Node and/or indirectly via
Government/Host Institution
AUC provide advocacy and
fundraising for establishment
of SAKSS
REC provides advocacy and
funding and guidance for set-
up and operations of SAKSS
ReSAKSS provides TA for set-
up of SAKSS and facilitate
training of Network for region-
wide capacity development
Others in country provide
training to Node and Network
for national capacity
development

11. Policy
Analysis
Units
Think Tanks,
Central Bank
Statistics Bureaus,
Universities, FBOs
Parliament, PS,
FBOs, Donors,
Directors
OB Node Network
Level 100
Rationale and
Concepts
(CAADP; Policy
Analysis)
Level 200
Concepts and
Application
(Policy Analysis;
Report Writing)
Level 300 …
Application and
Modeling
(CGE, Econometrics, Data
Work)
SAKSS: capacity strengthening activities

12. SAKSS Progress to Date
Mozambique In the process of full
Operationalization
Capacity needs Assessment
done in 2014
Producing country reports
(ATORs) and briefs
Leading in JSRs
Leading in BRs
Led Trainings for GIS,
eAtlas, Econometric
Analysis with STATA
Zimbabwe In the process of full Operationalization Capacity Needs Assessment
studies completed in 2016
Participated in Joint Sector
Reviews
Participated in BRs
Zambia In early stages Capacity Needs analysis completed
in 2016

13. SAKSS Analytical Networks and Governance Structures
Mozambique Zimbabwe
Governanc
e
Structures
-Chaired by the PS of Agriculture
-Secretariat is Located in MASA
-Coordinated from MASA
Chaired by PS
Agriculture
Secretariat at
Department of Agric.
Economics and
Markets ; Civil Society
Coalition (co-chair)
SAKSS
Analytical
Network
- SAKSS analytical network comprising of
AGRA, CARE, IGC, MASA, UEM/ FAEF,
ACTIONAID, SPEED+/ USAID, MEF/ DEEF and
RESAKSS . National Institute of Cashew nut
(INCAJU); National Institute of Cotton (IAM)
National Institute of Agricultural Research
(IIAM); Germany Cooperation ;
Network members
and potential ones
include:
Department of
Economics &
Markets;

14. SAKSS Analytical Networks and Governance Structures
Mozambique Zimbabwe
SAKSS
Analytical
Network
National Institute of Statistic (INE); Fundo
Nacional de Investigação (FNI); Pedagogical
University (UP); Polytechnic high school of
Gaza (ISPG); Polytechnic high school of Manica
(ISPM); World Bank;
United Nation Development Program; Austria
Embassy
São Tomás University; Institute for Social and
Economic Studies (IESE);
Food and Agriculture Organization (FAO);
United State Agency for International
Development
Department of Livestock
& Veterinary Services;
Department of Research
and Specialist Services;
etc. Quasi
Government: Food and
Nutrition Council;
Agricultural Research
Council; ZIMSTATS etc.
Farmer Unions:
Zimbabwe Commercial
Farmers Union;
Zimbabwe Farmers
Union etc

15. Issues in SAKSS setups
• Incentives for cooperation between actors
• Mechanisms for coordination
• Funding

16. SAKSS Facts
• SAKSS does not duplicate existing efforts nor does it create
parallel structures
• SAKSS undertake a collaborative approach (particularly
where structures already exist). Work jointly with existing
structures to enhance evidence based policy decision
• SAKSS should be viewed as a supporting unit to which
countries can leverage support for M&E in toward CAADP
implementation and encouraging MA
• Inclusivity is key-key agricultural stakeholders including
country statistical bodies should be involved
• The working agenda of SAKSS should not be defined by the
Ministry of Agriculture alone but should be inclusive of
wider stakeholders

17. Country experiences
1. Mozambique
• SAKKS important for enhancing M&E
• Important for broader forum to decide the works of
SAKSS to avoid problem of irrelevance
2. Zambia
• SAKSS needed but yet to be fully instituted. Its unique
context needs to be mainstreamed in design
3. Malawi
• Structures exist –
• Operationalizing it would benefit the new NAIP validated
on 19th October in areas of M&E

18. Experiences and Lessons
Learned
• Country political buy-in and leadership are very important
• Technical buy in and leadership of the Ministry of
agriculture are equally important in successful
establishment of country SAKSS
• Important to define SAKSS governance-prevents SAKSS from
being viewed as owned by a department
• Mutual trust between country and ReSAKSS creates
confidence but takes time to build
• SaKSS coordinator should not be seen as imposed on the
system. Deliberate efforts have to be made to ensure that a
local is engaged with strong experience (Zambia)

19. • Thanks