8th Steering Committee Meeting 2016 - PARM · 8th Steering Committee Meeting 2016 June 30, 2016 |...

8th Steering Committee Meeting 201630th June 2016 | via Teleconference | 15:00 -18:00 (Rome/Paris Time)

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Mid-Year Meeting

8th Steering Committee Meeting 2016June 30, 2016 | via Teleconference

Mid-Year Meeting

Welcoming Session• Approval of the Agenda• Con�rmation of the Minutes of the 7th Steering Committee (SC) Meeting• Round the table update on ARM activitiesRelated documentation:• Approved Minutes of the 7th SC Meeting

Update on PARM activities (1st Semester 2016) For discussion and guidanceRelated documentation:• PARM Results factsheet• PARM Budget Bulletin • NEPAD Progress Report • PARM Monitoring Report • KM activities: Concept note and agenda of �agship event on Information Systems

PARM Capacity Development Strategy For discussion and approvalRelated documentation:• PARM Capacity Development Strategy

Mainstreaming ARM in development: the challenge of new partnerships with countries and donors For discussion and approvalRelated documentation:• Note by the PARM Secretariat

Update from BMZ/KfW/NEPAD on the German contribution to PARM and activities For discussion and guidance

Other business• Proposed date of next meeting: 10th November 2016 in Johannesburg, NEPAD HQ• Any other business

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Agenda

15:00 -18:00 (Rome/Paris Time)

Platform for Agricultural Risk Management – 8TH Steering Committee Meeting | Via Teleconference |30 June 2016SUPPORT DOCUMENTS

MINUTES OF THE 7TH STEERING COMMITTEE

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7th Steering Committee Meeting 2016

MEETING MINUTES

25 February 2016 | KfW HQ - Frankfurt, Germany

Platform for Agricultural Risk Management – 7th Steering Committee Meeting | KfW – Frankfurt, 25 February 2015

MEETING MINUTES

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Venue: KfW Headquarters – Frankfurt, Germany and via teleconference

Time: 12:00 - 17:30

Attendance

Present:

Michael Hamp, Lead Technical Specialist, IFAD (Chair)

Aloys Lorkeers, Policy Officer, Rural Development, Food Security, Nutrition, EC

Claude Torre, Agriculture, Rural Development, Biodiversity, Sustainable Development

Department, AFD

Mariam Sow Soumare, Programme Officer and Food Security Analyst, NEPAD

Jan Alber, Project Manager – Governance, Food Security, Natural Resources, East Africa & African Union, KfW

Andrea Friederichs, Desk Officer – Policy Issues of development cooperation with Africa - African Union, BMZ

Jesus Anton, Senior Programme Manager PARM

Karima Cherif, KM Officer, PARM

Jan Kerer, Consultant for PARM, (during the second part of the meeting)

Via Teleconference:

Massimo Giovanola, Technical Specialist, PARM

Gaëlle Perrin, Intern, PARM

Apologies:

Estherine Lisinge Fotabong, Director, Programme Implementation and Coordination, NEPAD

Nicola Pisani, Financial Advisor, Italian Government

Absent: No absences

1. WELCOME SESSION

Michael Hamp, Lead Technical Specialist (IFAD), chaired and opened the 7th Steering Committee

(SC) meeting by welcoming all the members and introducing the meeting agenda for approval.

a. Welcome

Michael Hamp opened the session thanking and giving the floor to the host BMZ/KfW. The representatives of BMZ and KfW stated that agricultural development and food security and nutrition - and therefore agricultural risk management - is a priority of German development cooperation. The topic is also closely linked to the climate change agenda. The chair as IFAD representative then informed the SC about the recent meeting with the German Government and development agencies (KfW, GIZ, DIE) in the context of the strategic partnership of German and IFAD. PARM was briefly presented and its upcoming SC meeting was mentioned. The idea of having a brown bag seminar (expert talk) the day after the SC meeting was included as an action point in the minutes of the meeting. He then informed about IFAD's latest major events that kept the organization busy all of February, such as the Farmer's Forum, the IFAD Governing Council, Global Staff Meeting and Programme Management Department Learning Days that allowed PARM to meet with the State Minister of Cameroon and Country Programme Managers from PARM countries. Lastly, in occasion of the PMD Learning Days, PARM in collaboration with WRMF organized a half day learning event on ARM. This is another proof for PARM gaining visibility and presence throughout the organisation as already mentioned in the previous steering committee meeting.

b. Approval Of The Agenda

The agenda was approved with no comments. The representative of BMZ and KfW raised the need to formalize their role vis-à-vis the SC before opening the discussions. All members agreed on


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considering the German partners official members with seat and mandate as of 2016, including the illustration of their logos (both BMZ and KfW) on all PARM publications and presentations and that both organizations are represented in the SC, however voting with only one voice. The BMZ representative also clarified that given the institutional structure of German development cooperation, depending on the focus of the agenda, they would determine who would take part in the meeting. If there are political decision to be taken BMZ will be in the lead, while on implementation issues KfW will be the representative.

c. Approval Of Minutes

The approval of the 6th SC meeting minutes was formally re-confirmed. As matters arising from the

minutes, KfW representative opened the discussion referring to page 5 on the MoU with the partner

government. It was agreed that it would be important to coordinate and harmonize the approaches

and that BMZ/KfW MoU with the government should refer to the one with PARM and integrate it.

MoUs will be publically shared to facilitate transparency and coordination.

d. Tour de Table

The chair then invited the SC members to briefly make an around the table update of activities on

their respective organizations:

i. The KfW representative Jan Alber, opened the discussion confirming that ARM is a

crucial topic and linked to food security and it is very encouraging to have this platform

and pleased to contribute through NEPAD. On the status of the partnership, a first

financial agreement was signed in December between KfW and NEPAD, and a more

detailed project agreement is in progress. NEPAD is also tendering for an international

consulting firm with profound expertise to support the management the programme

along with the PMU at NEPAD. The consulting firm is probably appointed by mid-year.

The BMZ representative Andrea Friederichs, added that the German Government’s

interest in the topic is also shown by their support of ARC and increased importance of

risk management since COP21.

ii. The NEPAD representative, Mariam Soumare, updated the members about the

upcoming CAADP Partnership Platform event that will be held in Accra, Ghana in April

on the theme of innovating financing. During the recent preparatory meeting that took

place in South Africa among the organizing committee, the theme of agricultural risk

management came very high in the agenda. In this context, NEPAD is collaborating with

PARM in organizing a side event.

iii. The EC representative, Aloys Lorkeers, confirmed that agricultural is the big priority and

represents 1/5 of the funding in the current financial framework 2014-20. Activities of the

EC are focused in providing growth and stability and in investing in rural area with

developing banks and innovative tools. The EC is active since 2008 in agricultural

finance initiatives to increase finance to rural smallholders through a blending

mechanism. Initially, most activities were earmarked to infrastructure and energy

programmes but now the EC is moving to agricultural sector programmes. ARM

remains a very prominent part of its development agenda, also reflected in the

increased support to the WB/GIIF and renewal of FARMAF.

iv. The AFD representative, Claude Torre, built on the EC presentation to inform about

AFD’s upcoming initiative that supports local guarantee funds (ERIS), using grants from

the EC and warranty from AFD to support local or regional institutions in sub-Saharan

Africa and will be implemented in 2016. AFD also brought up the interest of contributing

to ARC with a grant and loan, and is in the process to discussed further a partnership

with EC and KfW on this partnership. In particular, AFD would work on 7-10 countries to

provide to specific teams in the administration capacity on management of financial

instruments, to prepare contingency plans and help them to design a financial plan to

pay the premium all along the years. Also on financial inclusion, AFD is active through


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AFRACA on implementing a training centre for staff of financial institutions similar to the

courses offered by the Kenya School of Monetary Studies (KSMS) but for francophone

countries. An inception meeting is planned in Nairobi around March/April 2016. In terms

of studies, AFD will finance a study on mapping the different remote-sensing tools

applied by financial institutions. A study from CIRAD about information system mapping

on remote-sensing technology in the agricultural sector has recently been released and

AFD tries to implement such tools linked with land use and vulnerability mapping. AFD

is also active with FAO to mainstream all MRV (Measuring, Reporting and Verification)

system into bank procedures for climate change adaptation. This is a powerful tool to

have traceability of banks and pilot will start in Latin America first and then bring it to

Sub-Saharan Africa.

2. ANNUAL REPORT

The PARM Secretariat presented an overview of the main achievements of the year 2015 as

presented in the Annual Report 2015 and budget expenditure against plan 2015. Main milestones

reported focused on:

Despite the difficulties and challenges in some countries, significant progress has

been achieved in the risk assessment process in PARM countries, in particular

Uganda, Ethiopia and Niger.

The Platform has developed appropriate guiding instruments to achieve its goals in a

coherent manner. The SC has approved key strategic documents included in the

PARM Handbook that provides clear direction to PARM such as the Logical

Framework, the Monitoring and Evaluation Plan, the Knowledge Management Plan

and the PARM-NEPAD Operational Guidelines.

The Platform has attracted a new development partner that will contribute to PARM.

BMZ/KfW has been working with NEPAD to develop the details of a EUR 5 million

contribution to PARM through NEPAD by the successful implementation of agriculture

and food insecurity risk management pilot measures in selected African countries

where PARM has conducted risk assessment and feasibility studies.

Knowledge Management has naturally become the driving force that vertebrates most

of PARM activities. This has been reflected in a new website and workspace, the

presence in social media, the implementation of capacity development activities, and

the development of a whole set of factsheets, Newsletters and publications.

Despite all these activities and, as announced in the November meeting, the

implementation of the budget has experienced a significant deviation with a rate of

expenditure of 56%. This can be explanted by over-estimations of costs of some

activities and an under-estimation of the time required in PARM processes made in

October 2014 when the PARM Secretariat had just started its activities.

The new budget plan for 2016-18 approved by the SC in November, has already

been adjusted to incorporate all remaining expenditures and activities. With this new

strategy presented to the SC in November 2015, PARM is convinced of being able to

implement its activities with minor budget deviations in the future.

Comments by the Steering Committee

a) There were no major comments on the presentation of the results. The only concern

was the low disbursement, however members have no objections in the re-allocation

of the budget line as long as it is done in a transparent way and the progress report

provided represents an efficient and transparent tool to keep track of expenditures.

On the next tranches, EC confirmed the amendment of the original agreement given

a mistake in the last tranche.


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b) It was suggested to develop a Plan B strategy to ensure that activities will be finalized

even if there are significant delays after the four year timeline of PARM. A contingent

strategy for a “low cost” continuation of the programme could be developed.

c) The question was raised about the appropriate level of human resources in the team

given that the platform will become more complex in 2016 as more countries will

enter into the risk assessment and policy dialogue phase. The PARM Senior

Programme Manager expressed that the three staff members are clearly insufficient

and this shortcoming was addressed by contracting consultants on the ground,

mainly to support on capacity development and monitoring of studies. The IFAD

representative expressed that current circumstances would not allow hiring more staff

for PARM, thus consultancies remain the only solution for now.

d) The PARM Annual Report was well received by the members as useful tool to

capture and disseminate PARM’s main achievements.

e) However a general feedback from several SC members focused on the content of the

report. It was argued that more substantive content should be provided using boxes

and outputs as examples, reducing the current focus on process and activities. Next

year’s report will focus more on the results and cross-cutting analysis among

countries rather than description of the process. Also, it would be important to reflect

and capture in the report the lessons learned and challenges.

f) BMZ and others stressed the importance of disseminating the report as very useful

tool. It was proposed to disseminate it during the CAADP PP event and the CAADP

Platform of which BMZ is part of.

g) Some clarification on the processes and the reasons for delays were demanded. The

lack of continuity of the CAADP focal points was a concern, particularly for the

sustainability of the ARM process. PARM informed on the strategy put in place by

having liaison officers contracted by PARM and fully coordinated with CAADP focal

points to address the issue and facilitate the communication and implementation.

Decisions re the Annual Report 2016

i) A Plan B strategy will be developed and included in the next budget and long-term

programme of work to be presented in the November 2016 SC meeting. The

objective is ensuring the finalization of activities even in the case of delays.

ii) It was agreed that the members of the SC will provide written comments within a

week to improve the current report. PARM Secretariat will revise the report based

on the inputs from the SC. No radical change in the structure and content will be

made this year. However efforts will be made on:

o Highlighting content

o Clarify that BMZ/KfW are SC members as from 2016

o Reference to the CAADP framework in all items where pertinent

o Ensuring that all partners have been properly acknowledged

iii) After revision, the annual report will be formally approved via e-mail. The

implementation of the budget as reflected in the annual report is approved.

iv) The annual report will be actively disseminated through Newsletter, emails or

physical copies to current or potential partners.

v) The annual report 2016 will have a new format and structure more focused on

content and an outline will be presented in the November 2016 SC meeting.

3. Planning 2016

PARM technical specialist, connected via teleconference, presented the planning of activities in the

countries for the 1st semester of 2016. The main key activities presented were:


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Launch of feasibility studies in Uganda based on the ideas presented under item 4

Finalization of Risk Assessment studies in Niger and Ethiopia and launch of feasibility

studies

Launch of risk assessment studies in Senegal, Cabo Verde and Cameroun, and first

capacity development activities in both countries

Risk Assessment workshop in Senegal in July 2016

Setting up activities in Mozambique and Liberia with missions in March and May


a) The representative from NEPAD explained the difficulties in advancing on the

contracting of experts on risk assessment in the country.

b) A question was raised about Liberia. Now declared free of Ebola activities will start

but the CAADP focal point and government are difficult to mobilize. Efforts are

currently made through the IFAD country programme manager and other informal

contacts.

c) The fact that GIIF is targeting Cameroon was signalled as an opportunity for PARM to

be followed up in order to develop potential synergies.

d) A question was raised on how to ensure quality of reports with low human resources.

The supervision and review of all activities and studies and other partners is a main

activity of the Secretariat that often counts on other experts and partner organizations

for this. It is important that quality control, coordination and comparability across

countries are guaranteed by the Secretariat with its direct implication.

e) Some misalignment between the M&E plan and the planning presentation were

signalled and will be corrected.

f) The need to expand relationship beyond Ministry of Agriculture and also with Ministry

of Finance and others was echoed by the SC.

Knowledge Management. PARM KM Officer provided a brief presentation of the Knowledge

Management Plan for 2016 based on the overall KM strategy approved by the SC in February 2015.

Also a preview of a short video on ARM holistic approach, that is under development by PARM

Secretariat, was presented to members. The main key facts presented were as follows:

The main focus of the 2016 KM Plan will be on enhancing and foster existing and new PARM partnerships, build networks, and mainstreaming ARM into partner's operations.

The vision is to start building the basis to position and strengthen PARM's role as knowledge broker in the domain of ARM both at country and international level and play a leading role in the local and global debates on some of the key areas relevant to ARM: climate change adaptation, research and innovation, financial inclusion, ARM information systems and capacity development.

A map of key actors has been drawn and as part of the objective of 2016 it will be further

developed to drive the strategy of fostering partnerships and networking, to capitalize on the comparative advantage and to help define tailored approaches for each player in each key area of intervention and at country, regional and global level.


a) The map of key partners was well received and perceived as is a very useful tool.

b) It was advised to include African Development Bank (AfDB) in the partners' map. The

secretariat informed that first contact with the AfDB is underway after a conversation

with Nicola Pisani who suggested specific entry points.


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c) Other local partners on capacity development need to be identified, for instance

KSMS in Kenya.

Decisions on KM

i) It was agreed that the members of the SC will provide written comments within a

week to improve the current KM plan. PARM secretariat will revise the report based

on the inputs from the SC. No radical change in the structure and content will be

made this year.

ii) During 2016, PARM Secretariat will engage with other partners, potentially also

through the Advisory Committee, in the development of a map of ARM partnerships

as a useful tool for all partners and practitioners. On the basis of this map PARM

priorities on partnership will be identified and follow-up.

iii) Any suggestion to improve the video will be sent by members of the SC within one

week.

4. MAINSTREAMING ARM

The Secretariat presented the importance of linking the tool assessment phase of PARM not only with

the priorities identified through the risk assessment and CAADP process, but also with the knowledge,

experience and potential plans of other development partners in the country. PARM has participated

in the agricultural development group of Uganda and discussed with several development and private

partners in that country. Given that the contribution from BMZ/KfW to PARM through NEPAD is

focused on the implementation of specific projects and pilots identified through the PARM/CAADP

process, the example of potential tools in Uganda was presented by Jan Kerer, a consultant working

on Uganda for the PARM Secretariat. The presentation focused on two tools linked to identify

priorities. Plant health and a public private partnership on price information and agricultural risk

assessment.

BMZ/KfW and NEPAD briefly explained the status of the partnership and the €5 million contribution to

PARM through NEPAD, a first agreement was signed in December, while a more detailed agreement

is still in process. NEPAD, as mentioned during the tour de table is also in the process to tender for a

consultant to support the management of the programme along with the PMU at NEPAD. The

consulting firm will be appointed by mid-year (see paragraph Tour de Table).

The PARM Secretariat offered to provide feedback and suggestions to these agreements if shared

based on its experience of implementing PARM.

Decisions by the Steering Committee

i. BMZ/KfW will be a single member of the SC since 2016. Both logos will appear in all

2016 publications and presentations.

ii. The SC will be timely informed of the development on the agreements between

BMZ/KfW and NEPAD

iii. KfW will be involved in the last phase of the work on tool assessments in the most

advanced countries.

5. Medium-Term Evaluation and M&E Plan

The PARM Secretariat presented the introductory note on the Medium-term Evaluation which main

objective is to combine the two external evaluations planned for the overall PARM process and the

country activities in three countries. It was agreed that by March 2016 the full ToR will be shared with


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the PARM SC for comments and the first report presented by November 2016 and the final one on

February 2017.


a) NEPAD to be included as well as BMZ/NEPAD partnership in the ToR of the

evaluation

b) Part of the evaluation could be based on the Bibliography from PARM

c) Need to evaluate the coordination with FARM-D

d) Evaluation of the stakeholders with and without PARM's influence

e) Include the five OECD criteria for Evaluation: Relevance, effectiveness, efficiency

impact and sustainability

f) Ensure that bad experiences are also captured, for instance through countries less

advanced or with higher delays.

6. OTHER BUSINESS

Date and venue of the next SC meeting. The date for next SC meeting (via

teleconference) is proposed for 30th June. NEPAD will confirm as soon as possible its

availability to host the November meeting of the SC and propose a date. The idea of

making this meeting back to back to a PARM event in a neighbouring country with the

possibility of participation of SC members, will also be explored.

Minutes. The minutes will be shared with the SC members by 3 March.

Feedback/comments by SC members are expected by 10 March (one week) as in

accordance with the ToR of the SC.


PARM RESULTS FACTSHEET

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WHERE ARE WE?RiskAssessment

01

Setting Up

02

ToolsAssessment

03

Follow up

04

Implementation

05

PARM PROCESS PHASES

CameroonRisk Assessment

Risk Assessment

Cabo Verde

Risk Assessment

Mozambique

LiberiaSetting-Up

NigerTools Assessment

Validation WorkshopDecember 2015

SenegalRisk Assessment

COMING UPValidation WorkshopJune 2016

UgandaTools Assessment

Validation WorkshopJune 2015

EthiopiaTools Assessment

Validation WorkshopDecember 2015

The Platform for Agricultural Risk Management (PARM), an outcome of the G8 and G20 discussions on food security and agricultural growth, is a four year multi-donor partnership between developing countries and development partners to make agricultural risk management (ARM) an integral part of policy planning.

PARM partners with 8 sub-Saharan African countries in a process involving four phases: Setting-up, Risk Assessment, Tools Assessment, Follow-up, and Implementation.

CREATINGKNOWLEDGE

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COMING UP

PARTNERSHIPS

GOVERNANCE8th Steering Committee30th June 2016

WEBINARS“Learning about ARM Tools” Webinar hosted by FARM-D 1st June 2016

PARM is governed by a Steering Committee, an Advisory Committee and its Secretariat hosted in IFAD.

LOGOManaging risks to improve farmers’ livelihoods

Demand for ARM support from partner countries satis�ed

Knowledge and capacities to manage risks increased

Agricultural risks priorities and risk management tools identi�ed

ARM priorities and tools integrated into national policies and development programmes

EXPECTED RESULTS

Our ResultsWHERE ARE WE?

May 2016

WHAT IS PARM?

risk analysis: including risk assessments,

feasibility studies and policy briefs

ENGAGINGSTAKEHOLDERS

22workshops, policy dialogues, capacity

development seminars

MAINSTREAMINGINTO POLICY

25%partner countries

having integrated ARM into their national investment plans

IN BRIEF

DONOR PARTNERS

ADVISORY PARTNERS

STRATEGIC PARTNER

African Development BankAfrican Risk CapacityAfrican UnionCTAIFPRI.....and other partners

PARM also closely cooperates with:

PRIORITIZING RISKS

Crop pests &diseases

Post-harvest losses & price fluctuations

Uganda Niger Ethiopia

RISK ASSESSMENT VALIDATION WORKSHOPSSenegal and Cabo VerdeJune 2016

COMING UP

Once the risks are identified, tools and management strategies must be aligned with these needs, and the ARM responsibilities for each stakeholder clearly defined.

To achieve this, PARM works in partnership with countries in identifying the right set of tools to address the most

FINDING THE RIGHT TOOLS

pressing risks. PARM also analyzes specific tools and their applicability, and has published two studies on Information Systems and Warehouse Receipts Systems.

DEVELOPING CAPACITIES

Smallholder farmers face many risks every day. Governments and all stakeholders need to have an evidence based profile of the agricultural risks and their importance in terms of severity and frequency. A good assessment of risks empowers farmers, governments and their partners in making the best decisions to minimize the negative impacts of risks and take advantage of investment opportunities.

PARM produces rigorous risk assessments in its partner countries, taking into account a wide variety of risks and relying on various sources, to obtain a clear picture of the risks affecting either the country as a whole, or specific regions. The prioritized risks can then be addressed using appropriate tools and strategies.

Dryness

Uncertain accessto market

Worsening droughts(& floods) due to climate change & El Niño events

Pests & diseases (Plant & animal health)

RISK ASSESSMENT STUDIESKick-off in Senegal and Cabo VerdeApril 2016Final Report

October 2015Final Reportto be published in 2016

Final Reportto be published in 2016

Uganda EthiopiaImproving knowledge on insurance to design appropriate product

Integrating a holistic approach to ARM in extension services

COMING UP

Adequate capacity is crucial in integrating risk management into national and global policies.

PARM works in partnership with local universities and research centres, as well as with global actors, to strengthen awareness and understanding of the holistic approach to agricultural risk management.

Uganda, July 2015Niger, December 2015Senegal, March 2016

National stakeholders training

Training of famers’ organizations

Global Consultative Workshop on e-learning course on Agriculture Risk Assessment and Management with IFAD/FAO/NEPADJune 2015

Training material on ARM toolsApril 2016Uganda, December 2015

INFORMATION SYSTEMS SEMINARS Ethiopia, Uganda, CameroonMay, June 2016

POLICY BRIEFSon Warehouse Receipts SystemsSeptember 2016

COMING UP

NATIONAL STAKEHOLDERS TRAININGCameroon June 2016Cabo Verde June 2016

ENGAGING WITH POLICIES

The overall objective of PARM is to mainstream the holistic approach to Agricultural Risk Management at the national, regional and global levels.

Uganda NigerUgandan Agricultural Sector Development Plan (ASDP) 2016-2020June 2015

Plan d’action pour la gestion des risques agricoles au Niger (PAGRA) June 2014

Work with the CAADP focal points in each country

Participation in CAADP Partnership PlatformApril 2015, April 2016

Channelling investments from bilateral agencies on ARMBMZ/KfW supporting PARM through NEPAD, 2016

CAADP/NEPAD Partnership

CD STRATEGY FOR ARMSenegal June 2016Cameroon July 2016

Information Systems Warehouse ReceiptSystemsInformation systems for

ARM are weak and with asymmetric access

Some blocks of information such as plant health are particularly poor across countries

Combining WRS systems with other tools is crucial for success

Scale is important given the large operating costs

Extension models for better management of plant pests and diseases

Public Private Partnership on information systems

Contacts International Fund for Agricultural DevelopmentVia Paolo di Dono, 44 - 00142 Rome, ItalyPARM Secretariat www.p4arm.org

@[email protected]


PARM BUDGET BULLETIN

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1

PARM BUDGET BULLETIN

KEY FACTS

1. The Control and Financial Services (CFS) Division of IFAD is the responsible of producing every year a Donors Statement Report for PARM that is sent together with the PARM report to the donor members of the Steering Committee. This statement is also used as proof of expenditure to ask for the request of additional tranches. CFS has recently produced the statement report for 2015 which has served to clarify the IFAD rules and criteria used for this purpose. There is a need to some explanations and adjustments on PARM reporting to the SC to be fully aligned with these criteria:

a. The Donors Statement Report does not include the contribution from IFAD to PARM (300,000 USD) that has been fully disbursed in 2013-2014. This contributions is not accounted as a donor contribution (or supplementary fund) by IFAD criteria. From now onwards, PARM Secretariat will always report to the SC with two different totals: one for ALL FUNDS, and another only on SUPPLEMENTARY (SUPP) FUNDS that exclude the IFAD contribution and corresponding disbursement. This later criteria is used as indicator for requesting new tranches.

b. The Donors Statement Report is based on the total disbursements rather than on the total expenditure that PARM has been using as reference for reporting to the SC. PARM Secretariat reporting to the SC will distinguish from total ACTUAL disbursement (effective disbursement without commitments or cash flow) and total expenditure (inclusive of both disbursements and commitments). Commitments are intended the funds that have been committed for a specific activity but not yet disbursed at the time of the report. According to the contributions agreements with IFAD, the first one (tot. disbursement) is the amount that will be considered in order to request additional financing.

c. The total cost of the salaries of the PARM staff need to be aligned with the actual disbursements

from IFAD as reported by CFS Pay Roll. This will require some adjustments in the budget reports.

2. The current Bulletin covers the period from 1st of January to 20th June 2016 and has already been aligned with IFAD internal accounting system and procedures defined in bullet 1. The PARM Secretariat will ensure that this criteria are fully applied in all PARM budget reporting and planning (including 2013-2015) and will report accordingly to the Steering Committee in November 2016.

3. Based on the total disbursements of supplementary funds, the current balance of available funds reached is 916,139 USD with a 70% of overall disbursement against funds available as of 20th June 2016 (TABLE 2C). A request for additional tranches is in process for two additional tranches to both AFD (1,000,000) and EU (799,598) and will be sent when officially reached 75% of total disbursements (TABLE 2A).

4. The PARM net budget for 2016 added up to 2.3 USD million, while current total expenditure reached 37% in the first and second quarter of 2016 (1st January – 20th June). Overall, the expenditure pace is slightly behind schedule with respect to the work plan 2016 (TABLE 1).

5. COORDINATION: overall expenditure under this category is on track with 81% of total expenditure (or

515,930 USD) over a total budget for 2016 of 635,400 USD. As for the previous year, under this category

are included the committed funds based on IFAD standard salary costs of 481,116 USD for 2016.

Coordination activities with the PARM Committees reached 41% of expenditure and KM activities have

reached 32% of expenditure.

6. COUNTRY ACTIVITIES: overall expenditure under this category has reached 21% with 356,323 USD of

committed + disbursed funds over a total budget of 1,6 million USD.

Jan-Jun 2016 (1st-2nd Quarter) as of 20 June 2016

Note for the 8th Steering Committee Meeting

23 June 2016

Total Budget Expenditure vs. Budget 2016 by Category (USD)A B C D E F G H

PARM Categories Budget 2016Actual Disbursed

Q1 (USD)Actual Disbursed



Q4 (USD)

Actual Disbursed(Q1-Q4) USD

B+C+D+E

TotalCommitments

(USD)

TotalExpenditureF+G (USD)

% disbursed/budget 2016

% expenditureH/A

Balance 2016A-H (USD)

Human Resources 530 400.00 114 320.03 59 239.70 - - 173 559.73 307 556.27 481 116.00 33% 91% 49 284.00Coordination (SC, AC meetings) 15 000.00 6 222.23 - - - 6 222.23 - 6 222.23 41% 41% 8 777.77Knowledge Management 90 000.00 - 22 542.46 - - 22 542.46 6 049.70 28 592.16 25% 32% 61 407.84Sub-total Coordination 635 400.00 120 542.26 81 782.16 - - 202 324.42 313 605.97 515 930.39 32% 81% 119 469.61Consultancy services 98 850.00 9 006.56 8 038.19 - - 17 044.75 11 892.32 28 937.07 17% 29% 69 912.93Travel 73 500.00 4 919.08 34 517.26 - - 39 436.34 19 337.68 58 774.02 54% 80% 14 725.98Workshops 180 000.00 43.29 1 476.82 - - 1 520.11 20 000.00 21 520.11 1% 12% 158 479.89Studies 750 000.00 26 101.42 1 074.92 - - 27 176.34 25 518.63 52 694.97 4% 7% 697 305.03Risk Assessment 300 000.00 18 922.16 - - - 18 922.16 25 518.63 44 440.79 6% 15% 255 559.21Feasibility Study 450 000.00 7 179.26 1 074.92 - - 8 254.18 - 8 254.18 2% 2% 441 745.82Capacity Building 385 000.00 18 361.00 97 806.75 - - 116 167.75 78 229.31 194 397.06 30% 50% 190 602.94M&E 170 000.00 - - - - - - - 0% 0% 170 000.00Sub-total Country Activities 1 657 350.00 58 431.35 142 913.94 - - 201 345.29 154 977.94 356 323.23 12% 21% 1 301 026.77Total Expenditure (net) 2 292 750.00 178 973.61 224 696.10 - - 403 669.71 468 583.91 872 253.62 18% 38% 1 420 496.38Other (contingency 5%) 65 000.00 - - - - - -Total Expenditure (gross) 2 357 750.00 178 973.61 224 696.10 - - 403 669.71 468 583.91 872 253.62 17% 37% 1 485 496.38

PARM BUDGET BULLETINTABLE 1. Annual Work Budget 2016 / Total Expenditure 2016 by CategoryJan-Jun 2016 (1st-2nd Quarter) as of 20 June 2016

TABLE 2A. Financing Plan by tranche by donor 2014-2018

Donor Total Contributions (EUR)Total Contributions (USD)

20131st Tranche (USD) 2nd Tranche (USD) 3rd Tranche (USD)

Available Funds(USD)

% of donorcontribution

% of totalcontribution

EC 3 250 000.00 4 225 000.00 1 064 983.11 - 1 064 983.11 25% 54%AFD 2 000 000.00 2 600 000.00 1 377 950.00 - - 1 377 950.00 53% 33%Italian Fund - 650 000.00 650 000.00 - - 650 000.00 100% 8%Total Contributions SUPP FUNDS (gross) 5 250 000.00 7 475 000.00 3 092 933.11 - - 3 092 933.11 41% 96%IFAD - 300 000.00 300 000.00 - - 300 000.00 100% 4%Total Contributions PARM (gross) 5 250 000.00 7 775 000.00 3 392 933.11 - - 3 392 933.117% IFAD Mgmt Fees** 458 401.87 166 128.29 - - 166 128.29Total Contributions (net) 7 316 598.13 3 226 804.82 3 226 804.82

TABLE 2B. Total Expenditure by Year (USD) A B C D E F B+C+D A+B+C+D A+B+C+D+E+F

IFAD

DescriptionTotal ACTUAL Disbursement

2013-2014Total ACTUAL Disbursement

2013-20142Total ACTUAL

Disbursement 2015Total ACTUAL

Disbursement 2016Total Commitments

2015Total Commitments

2016

Overall ACTUALDisbursement 2013-2016 (SUPP FUNDS)

Overall ACTUALDisbursement

2013-2016

OverallExpenditure 2013-

2016

Total Expenditure (eligible) 300 005.25 741 663.90 865 332.03 403 669.71 241 148.00 468 583.91 2 010 665.64 2 310 670.89 3 020 402.80Contingency reserve (5%) - - - - - - - - -Total Expenditure (net) 300 005.25 741 663.90 865 332.03 403 669.71 241 148.00 468 583.91 2 010 665.64 2 310 670.89 3 020 402.80IFAD management fee (7%) 0 166 128.29 - - - - 166 128.29 166 128.29 166 128.29TOTAL Expenditure (gross) 300 005.25 907 792.19 865 332.03 403 669.71 241 148.00 468 583.91 2 176 793.93 2 476 799.18 3 186 531.09

TABLE 2C. Overall Available Funds againstdisbursement/expenditure (USD)

A B C D E F C-E D-F E/C F/D F/B

Description% disbursement / total

contributions

SUPP FUNDS ALL FUNDS SUPP FUNDS ALL FUNDS SUPP FUNDS ALL FUNDS SUPP FUNDS ALL FUNDS SUPP FUNDS ALL FUNDS ALL FUNDSBudget (net) 6 665 768.22 6 950 768.22 2 780 464.58 3 065 464.58 2 010 665.64 2 310 670.89 769 798.94 754 793.69 72% 75% 33%Contingency reserve (5%) 350 829.91 365 829.91 146 340.24 161 340.24 - - 146 340.24 161 340.24Total Available Funds (net) 7 016 598.13 7 316 598.13 2 926 804.82 3 226 804.82 2 010 665.64 2 310 670.89 916 139.18 916 133.93 69% 72% 32%IFAD management fee (7%) 458 401.87 458 401.87 166 128.29 166 128.29 166 128.29 166 128.29 - -TOTAL Available Funds (gross) 7 475 000.00 7 775 000.00 3 092 933.11 3 392 933.11 2 176 793.93 2 476 799.18 916 139.18 916 133.93 70% 73% 32%

SUPP FUNDS (EU, AFD, ITALIAN) ALL FUNDS

TOTAL CONTRIBUTIONS (USD) Available Funds (USD) Overall ACTUAL Disbursement 2013-2016 Balance (as of 20 June 2016)% disbursement / available

funds

gross: inclusive of 7% IFAD management fees except for IFAD and ITALY funds. net: net of IFAD management fees.

* The Total contribution amounts for EC and AFD for the total 4 years are committed in EUR for the total amount of 2 million (AFD) and 3.25 million (EC). The USD amounts are calculated based on a EUR/USD rate of 1.3 and are subjectto fluctuations in the exchange rate. The Tranches USD amount will refer to the actual USD rate at the moment of disbursment of funds (1st tranche EUR/USD exchange rate: 1.38)

PARM BUDGET BULLETINTABLE 2. Overall Financing Plan by Donor and Available Funds /Overall Expenditure 2014-2015Jan-June 2016 (1st-2nd Quarter) (as of 20 June 2016)

** 7% IFAD Mgmt Fees are calculated based on 7% of EC direct costs and 7% of AFD total costs. IFAD fees do not apply to IFAD and Italian contributions.

PARM BUDGET BULLETINAnnexes - Breakdown of ContributionsJan-June 2016 (1st-2nd Quarter)(as of 20 June 2016)

Breakdown of Contributions EUR/USD Exchange Rate

1.37795

Total Contributions (Cash Received)

Donor EUR (gross) USD (gross)USD (net)effective

7% Management Feeseffective

comment

ITALY - 650 000.00 650 000.00 - no mgmt feesAFD 1 000 000.00 1 377 950.00 1 281 493.50 96 456.50 7% of tot. costs (x/100*7)EC 772 875.00 1 064 983.11 995 311.31 69 671.79 7% of direct costs (x/107*7)Total Supp. Funds 1 772 875.00 3 092 933.11 2 926 804.81 166 128.29IFAD - 300 000.00 300 000.00 - no mgmt feesTotal Contributions 1 772 875.00 3 392 933.11 3 226 804.81 166 128.29

1st TRANCHEDonor EUR (gross) USD (gross) USD (net) Date of funds movedITALY - 650 000.00 650 000.00 03/10/2013AFD 1 000 000.00 1 377 950.00 1 281 493.50 13/11/2013EC 772 875.00 1 064 983.11 995 311.31 30/12/2013Total Supp. Funds 1 772 875.00 3 092 933.11 2 926 804.81IFAD - 300 000.00 300 000.00 n/aTotal Contributions 1 772 875.00 3 392 933.11 3 226 804.81

2nd TRANCHEDonor EUR (gross) USD (gross) USD (net) Date of funds movedIFAD - - -ITALY - - -AFD 1 000 000.00 - - Upon 75% disbursmentEC 799 598.00 - - Upon 70% disbursmentTotal 1 799 598.00 - -

3rd TRANCHEDonor EUR (gross) USD (gross) USD (net) Date of funds movedIFAD - - -ITALY - - -AFD - - -EC 780 245.00 - - Upon 70% disbursmentTotal 780 245.00 - -

4th TRANCHEDonor EUR (gross) USD (gross) USD (net) Date of funds movedIFAD - - -ITALY - - -AFD - - -EC 117 037.00 - - Upon 70% disbursmentTotal 117 037.00 - -

gross: inclusive of 7% IFAD management fees except for IFAD and ITALY funds.

Extra amount of 780.245,00 remains from the sum of the EC 4 instalments . It was agreed with EC that there willbe an amendment to the 4th tranche adding the missing amount of 780 245 USD, resulting in a 4th trance of atotal of 897 282 USD.

PARM BUDGET BULLETINBreakdown of Contributions by DonorJan-June 2016 (1st-2nd Quarter) (as of 20 June 2016)


NEPAD PROGRESS REPORT

4

1

NEPAD/AFIRM CONTRIBUTION TO PARM

FIRST SEMESTER 2016 ACTIVITY REPORT

During the first semester 2016, activities have been slowed down due to the restructuring of the

NEPAD Agency. Besides the launch of the Cabo Verde Risk Assessment Study, all other activities

planned for the first quarter that were either travel or contract related were suspended. Activities

resumed during the second quarter. This report includes 1) a synopsis of activities conducted during

the second quarter; 2) progress on collaboration with technical institutions; 3) challenges; 4) activities

planned for the second semester.

I. ACTIVITIES IMPLEMENTED

a. April

1. Annual meeting of the CAADP Partnership Platform - Ghana

While for the two previous years, Agriculture and Food Insecurity Risk Management was

presented in side events, for the first time this year, it featured in a plenary session as it fitted

into the theme of the year which is “Accelerating Implementation of CAADP through

Innovative Financing and Renewed Partnership”. AUC/NEPAD convening team invited PARM

and other technical partners including GIZ/MFW4A, Peri-Peri U, ARC, and Planet Guarantee to

this plenary session dedicated to Risk Management.

Two additional side events were organised as well around Social Protection (in partnership

with FAO) and on Agriculture Risk Management (led by the PARM Secretariat).

2. Linking Agriculture Risk Management to an Investment Facilitation Platform (IFP) - Senegal

2.1. Background information

In its effort to mobilize private sector investments in the context of the CAADP National

Agricultural Investment Plans (NAIP) implementation, the NEPAD Agency with the support of GIZ,

seeks to utilize the concept of Investment Facilitation Platform (IFP). The IFP aims to mainstream

agricultural finance in the CAADP process wherever possible, through creating a forum that

brings together financiers and agriculture value chain stakeholders including Development

Financial Institutions, commercial banks, Microfinance Institutions (MFIs), agricultural banks,

development partners, investment funds together with producers’ organisations as well as

Government. The rationale behind linking Agriculture and Food Insecurity Risk Management with

the IFP is to include risk management instruments in the discussion taking place on such

Platforms. It is therefore important from inception, to build synergies and to ensure that such

2

activities related to risk management are embedded into activities that will be designed through

the IFP. Such synergies could be built in the very short term in Cameroon, Liberia, Senegal and

Uganda, which are 4 AFIRM/PARM countries where both initiatives are being implemented. The

IFP is an opportunity to link Risk Management with policy dialogue on access to Agriculture

Finance, value chain structuring and public-private partnership.

2.2. Launching IFP in Senegal

The NEPAD team organised the launch of the Investment Facility Platform in Dakar, Senegal

during the month of April. It provided an opportunity to integrate the concept of risk

management strategy into the policy dialogue that needs to be stimulated in this space.

Government, private sector organisations including producers, financial institutions and civil

societies attended and initiated discussions on various issues. In order to attract more

attention and focus on AFIRM/PARM, efforts are being made to involve the facilitators of the

IFP in up-coming events in Senegal and in other countries like Uganda and Liberia as well.

b. May

3. Cabo Verde RAS

Technical backstopping was provided to the consultancy team in Cabo Verde for the risk

assessment study. Guidelines and documentation were provided to the team as well as to the

national SC.

c. June:

4. ECOWAS Regional Workshop

Attendance was made to the ECOWAS regional workshop in Abidjan for launching the second

generation NAIP and RAIP drafting process. The presentation of AFIRM/PARM was well received

and considered as one of the major emerging issues to be considered and mainstreamed into the

new national agriculture plans. The next step will be to propose a guideline for such a

mainstreaming to countries and regions, and provide technical support.

5. ARM IS and CD workshops – Cameroon

Attendance was made to the ARM Information Systems study validation workshop back to back

with a Capacity Development workshop in Yaounde, Cameroon. This was the first NEPAD mission

to Cameroon since inception of the PARM process, although previous interaction had taken place

with the Ministry of Agriculture under CAADP and AFIRM. It was therefore an opportunity to

showcase on the joint team work between PARM and NEPAD, although it is believed that these

workshops could have been more productive through improved coordination and sharing of

presentations.

II. PROGRESS IN STRENGTHENING COLLABORATION WITH TECHNICAL INSTITUTIONS

African Risk Capacity

Collaboration is being strengthened with ARC. An MOU is envisaged and a roadmap for

formalising implementation of joint activities is being drafted between NEPAD and ARC.

3

PERI PERI U

Discussions are on-going on how to strengthen and formalise collaboration on capacity

development, besides attending events organised by each other. In particular, a curriculum

on Agriculture Risk Management could complement the ones already existing on Disaster Risk

Management in the Peri Peri University networks.

AGIR

Discussions are still underway for identification of collaboration modalities. These will be

easier to point out once risk management instruments to be implemented will be clearly

identified in countries. In the meantime, AGIR focal points are involved as much as possible in

AFIRM/PARM country activities.

III. CHALLENGES ENCOUNTERED

During the semester, most challenges encountered in implementation of activities were mainly due

to the restructuring of NEPAD internal processes for improved delivery in the future.

IV. PLANNED ACTIVITIES FOR THE SECOND SEMESTER 2016

Besides activities planned with the PARM Secretariat in the context of the regular process (table

below) the NEPAD Agency will be leading activities at the national and regional levels in

collaboration with PARM.

a. At the national level, a specific request was received from the Government of Togo to

support the integration of Agriculture and Food Insecurity Risk Management into the

national development plan and national agriculture programs. A mission

identification and stocktaking will be organised in August 2016.

b. At the regional level, while two studies are still under contracting process, the

outcomes will feed into two regional events that are currently being planned with

ECOWAS (and its Regional Agriculture Agency based in Lomé) and EAC. This will

provide opportunities to engage a larger number of countries and to design and share

guidelines on how to integrate agriculture and food insecurity risk management.

4

Country WORK PLAN Second Semester 2016

Q3 Q4

UGANDA Capacity Development seminar on ARM Tools

ARM tools WS

First visit to Uganda for tools and infrastructure projects identification

ETHIOPIA

Feasibility studies (ARM tools)

Capacity Development seminar on ARM Tools

ARM tools WS

NIGER* Feasibility Studies (ARM tools)

Capacity Development seminar on ARM Tools

SENEGAL Feasibility Studies (ARM tools)

CAMEROON Risk Assessment study Risk Ass. WS

CABO VERDE Risk Ass. WS

Capacity Development Seminar on ARM

MOZAMBIQUE Capacity Development Seminar on ARM

RAS**

LIBERIA

Information system study

Risk Assessment Study

Capacity Development Seminar on ARM

TOGO

Specific request from Government to support in mainstreaming AFIRM into the second generation of

NAFSIP + Technical visit to ARA (ECOWAS Regional Agency for

Agriculture) to discuss on innovative AFIRM instruments

REGIONAL

Studies on : - Food Insecurity Risk Management and Regional Food Reserves (in collaboration with ARA)

- Agriculture insurance in Africa : sharing experiences and lessons learned (both reports to be presented at the below mentioned regional WS)

REGIONAL

KM Events (Regional/Continental)*** on-going discussions with ECOWAS and EAC/IGAD

for organising regional workshops in West and East/Horn of Africa


PARM MONITORING REPORT

5

1

TAB 1. Report of PARM activities 2016 2016

Note INDICATOR DEFINITION BASELINE TARGET

1 sem 2 sem

Plan Achieved Plan Achieved

1.1 National strategies to integrate

ARM identified by local Governments

during PARM inception phase in at least

six countries

Strategic Plans provided by local Gov.

To be assessed country by

country

At least one per country

Lib. Moz.

Lib.

Moz.

Moz. : discussion under way after the setting-up mission of March but internal arrangements at MoA are slowing down the process

1.2 Major agricultural risks (AR) identified and prioritized through risk assessment studies in at least six country by 2016

List of AR prioritized at end of the WS organized by PARM in the targeted countries

Partial AR analysis in Niger, Moz. and

Senegal (WB Study),

2-3 AR priorities in at least 6 countries

Nig.

Eth.

Sen.

CV

Nig.

Eth.

Sen.

CV

Moz.

CV RAS WS scheduled 15-16 July

1.3 Two potential ARM tools progressively assessed through feasibility studies (including Information data systems) in each targeted country by the end of PARM process

Number of studies undertaken of new identified tools

To be assessed country by

country

At least 2 studies per

country in at least 6 countries

Uga

Nig.

Eth

Uga

Eth.

Nig.

UGA: FS identified and 1 process

launched (pest/diseases)

Eth: FS identified (process

underway)

Information system study presented

with Gov. of Sen., Uga., Cam.

1.4 The mid-term and final evaluation of PARM process undertaken in at least two countries

Number of evaluation reports finalized

None

Two studies

Two studies

Study 1: Country process in Nig. Eth. Uga Study 2: PARM overall process and coord.

2.1 ARM National Stakeholder

committees to support and coordinate

P-ARM initiatives are established and

headed by Governments at the

beginning of the process in at least six

Number of National steering committees/platforms

To be assessed based on the

roadmap

One steering committee/platform per country

Sen

CV

Sen

CV

Cam

CV: scheduled on 15-16 July

PARM MONITORING REPORT 2016

(as of June 2016)

2

TAB 1. Report of PARM activities 2016 2016

Note INDICATOR DEFINITION BASELINE TARGET

1 sem 2 sem

Plan Achieved Plan Achieved

countries

2.2 Capacity development plan

developed during the PARM inception

phase in at least six countries and

supervised by local Governments

Number of CD plans None

One CD plan in at least 6 countries

Nig.

Eth.

CV.

Sen.

Sen. CV

Eth Nig.

CV: scheduled on 14 July

Nig. and Eth. discussion underway

and activities planned in the 2nd

semester 2016

2.3 Roles and responsibilities to manage

AR are known by national stakeholders

at the end of PARM process in the

selected countries

Mapping of key players on ARM

To be assessed One mapping per country

Expected at the end of PARM

process in each country

3.1 Number of national and regional events to which PARM make an active contribution on mainstreaming ARM holistic approach (at least two per year)

Participation by PARM staff to events related to ARM

None

At least 2 per year

1

4

1

CAADP regional workshop Washington USAID Feed the Future Webinar tools (PARM) 3i workshop Nairobi

3.2 Official initiatives taken by Governments to sensitize and mainstream ARM concepts at national and regional level in at least six countries

Meetings, workshops, communication, trainings…related to ARM

To be assessed At least two per country during PARM process

3

6

3

Sen.: RAS WS + CD Seminar + IS workshop Cam.: CD Seminar + IS workshop Uga: IS workshop

3.3 ARM knowledge tools developed and available at national, regional and global

Number of KM tools produced and available

To be assessed

at least 16 publications of studies and/or related ARM

analysis…, PARM website

regularly updated…

2

3

2

Nig. Eth. WS reports + Annual

report 2015


KM ACTIVITIESConcept note and agenda of flagship event on

Information Systems

6

1

Information Systems for agricultural risk management

Better information.

Enhanced risk management.

More investment in agriculture.

CONCEPT NOTE

Note by the Secretariat This notes proposes the organization of a workshop on information systems for agricultural risk management. The Steering Committee is asked to provide guidance on this concept note, in particular on the following questions:

Is the topic relevant and well-focused?

Is there any suggestions of events, conferences, dates or locations that could best be used to host the workshop?

Do SC members have specific work or initiatives they think could illuminate the discussions in the workshop and have not been reflected?

Would SC members be willing to be part of the organizing committee, or identify a person in their organizations for that purpose?

The context Information is the main raw material for agricultural risk management (ARM). Without information there is no way to assess the likelihood and severity of different risks, no way to be prepared in advance or improve resilience, nor to agree on how to manage or transfer the risk to others. Information from different sources on markets, climate and weather, diseases, inputs and technologies is the “light” that is needed to manage risks. Information systems play a broader role for agriculture, for good business practices, to improve livelihoods, increase productivity and ensure efficient value chains. Risk management is among the most information intensive aspects of agriculture, because of the deep information needs in terms of disaggregation in the space and evolution and changes over time. Information and communication have always mattered in agriculture. Ever since people have grown crops, raised livestock, and caught fish, they have sought information from one another. What is the most effective planting strategy on steep slopes? Where can I buy the improved seed or feed this year? Who is paying the highest price at the market? Producers rarely find it easy to obtain answers to such questions, even if similar ones arise season after season. Farmers in a village may have planted the “same” crop for centuries, but over time, weather patterns and soil conditions change and epidemics of pests and diseases come and go. Updated information allows the farmers to cope with and even benefit from these changes. Providing such knowledge can be challenging, however, because the highly localized nature of agriculture means that information must be tailored specifically to distinct conditions. Information about production, prices and diseases is key to assess farming risks and to find the most appropriate risk management strategies. Long historic inter and intra-annual information, and disaggregated data for specific locations is particularly useful for this

2

purpose. Indeed information is the key input for most management and risk management decisions in the farm. In addition, exposure to these risks prevents farmers from easily planning ahead and making investments. In turn, risk inhibits external parties’ willingness to invest in agriculture because of the uncertainty about the expected returns.In this context, where taking decisions on how to best manage the complex farming risks scenario requires reliable, timely and accessible information, the need for better information systems becomes more and more crucial.

At the same time information systems are significantly evolving in recent times, in terms of

the type and amount of information that is and can be gathered, but also in terms of who

collects and hosts the information and how it can be accessed. Information and

communication technologies are generating a revolution in terms of satellite, sensor and

geospatial data, access through mobile devices, and collection of unstructured but Big Data.

This revolution is particularly relevant in agriculture because it has a particular larger

incidence on remote areas that before had less information collected and worse access. This

is a big opportunity for agricultural risk management. For the insurance industry to develop

new products and fill information gaps; for the financial institutions to be able to manage

the risks from the agricultural sector; for farmers to improve their resilience and enhance

their investments in the farm and in the household; for governments to better design their

policies.

The Host The Platform for Agricultural Risk Management (PARM), is an outcome of the G8 and G20 discussions on food security and agricultural growth. PARM is a four year multi-donor partnership between the European Commission (EC), the French Development Agency (AFD), the Italian Development Cooperation (DGCS), German Cooperation (BMZ/KfW) and the International Fund for Agricultural Development (IFAD) in strategic partnership with the New Partnership for Africa’s Development (NEPAD) and the development partners to make risk management an integral part of policy planning and implementation in the agricultural sector. The Platform plays the role of facilitator in bundling the know-how of participating donors for the development of methodologies for risk analysis and the adoption of risk management strategies, integrating risk management instruments and approaches in public policies, private sector practices and agricultural investment programmes. The overall objective of PARM is to contribute to sustainable agricultural growth, reduce food insecurity, and improve livelihoods of rural and poor farming households in developing countries.

The Workshop As part of the broader objective of PARM to strengthen the creation and sharing of knowledge among stakeholders and raising awareness on ARM, the Platform, following Government demands, has identified information systems as a main limiting factors to assess and manage risks and therefore make informed decisions and investments in agriculture to develop ARM tools in several sub-Saharan African countries. To respond to the Government demands, PARM has committed a study on "Informational

Assessment of Agricultural Risk Management Information Systems (ARM-IS)" in 7 Africa

Countries: Cabo Verde, Cameroon, Ethiopia, Mozambique, Niger, Senegal and Uganda. The

purpose of the study is to investigate the availability and quality of information for

3

agricultural risk management purposes and the timely and useful access by stakeholders at

micro-meso-macro1 level. At country level, the scenario reflects often information systems

thematic-focused and not integrated and harmonized in a more holistic system. There are

significant gaps in information collection and access that often occur in a systematic manner

across countries. These gaps create asymmetries and inefficiencies in the management of

risks in the agriculture sector.

The publication of this report is a good occasion for PARM organizing a knowledge sharing

event to bring together practitioners from public sector, private sector, the farming

community, and the development community together to share experiences and

innovations on information systems for agricultural risk management, through panels and

group sessions to draw recommendations on how to make accessible information and

develop harmonized information systems to enhance investments in agriculture.

For this reason, the main objective of the workshop is to lead collaborative dialogue and

knowledge-sharing among the different thematic experts and facilitate the collection of

recommendations on how to make accessible information and develop harmonized

information systems to enhance investments in agriculture.

Objectives:

Identify the specific information needs for agricultural risk management in terms of type of information and sources, and characteristics of the information in terms of time series availability and geographical disaggregation.

Identify the main information gaps for agricultural risk management.

Share knowledge and specific experiences on how information and communication technologies are already covering gaps in terms of information collection, sharing and analysing.

Share experiences on how different types of partnerships between different stakeholders from the public and private sector and from national and international agencies, can create opportunities for access and use of information for agricultural risk management.

Outcomes:

Facilitate knowledge sharing, peer-to-peer, south-south cooperation on ARM

Facilitate building partnership among practitioners

Provide practitioners with the results from recently carried out analysis on ARM

related information systems;

Jointly develop recommendations on priorities and activities needed for

improvements in ARM related information systems.

The Partners The objective of the event is to build and strengthen partnership. For this reason the event is

planned to be organized jointly with other key partners. The strategy to engage them is the

following:

- An organizing committee could be created among the key partner organization (in

particular AFD, WB, CGIAR, CTA, IFAD, NEPAD, etc.) to lead the development of the

agenda and identification of key speakers

1 Micro level refers to farmers, households and local communities; meso level refers to firms and supply chain actors; macro level refers to governments.

4

- Organize, if needed a preliminary meeting (via teleconference) to define roles and

responsibilities

- Engage with each partner bilaterally to identify the key representative and key

activities/initiatives to showcase and follow-up on specific tasks

- Promote the event online with the logo of the partners to raise visibility

- The committee will follow the selection of the public call for the proposal of

innovative innovations to be invited to showcase under the Session 2 of the event .

The approach The workshop will tentatively be structured into three main sessions: Session 1. Information Systems: sources, tools and accessibility Session 2. Applications and innovations to inform agricultural risk management Session 3: Integration of information systems in decision-making Closing and cocktail Session 1. Information Systems: sources, tools and accessibility The first session is composed by a plenary panel, a “world café” group discussion, and a final wrap-up plenary. Plenary panel: This plenary panel will set the scene with experts and key selected speakers from partners in the sector. Experts and the facilitator will discuss in a form of a talk show on the following topics:

Information needs for ARM: Why are they so intensive?

The set of available information systems tools and

How ensure accessibility and use by different types of users? The discussion will bring out experiences from countries, challenges and innovations in the three key thematic areas: World Cafe The plenary panel will be followed by a World Cafè group sessions, where the different expert will engage in an open dialogue and address specific questions related to each of the below blocks of information and rotate among the tables. This will facilitate a participative dialogue and allow each participant to share his/her respective knowledge and identify synergies.

Thematic Block 1 - Meteorological and climate information (inclusive of Satellite

image information)

Thematic Block 2 – Market and price information

Thematic Block 3 – Plant and Animal health information

Wrap-up plenary As an outcome, each group will present its recommendations on how to put accessibility at the core of information systems and present it to the plenary as the final wrap-up. Session 2. Information Systems: applications and innovation for risk management The second session will go more in depth into the application and specific innovative information systems for agricultural risk management and selected key partners will

5

showcase their concrete experiences on information system tools and partnerships. Innovations can refer to the following areas:

Technology and data for information gathering and analysis

ITC tools for information sharing, access and distribution

Institutional partnerships and financial arrangements for information systems In order to identify key partners and latest innovation, a public call will be broadcasted online (PARM Website and other partners' websites) for small initiatives to send proposal to contribute to the discussion on Session 2 and be invited to showcase their innovation that will be selected by the organizing committee and categorized in line with the areas above. This session can be structured in a traditional panel and plenary discussion format, or could be organized with a showcase panel by the speakers followed by group break out session where each group will be assigned one of the presented tools and will be asked to identify the advantages and disadvantages of the tool. The group session will follow a plenary discussion where each group will present their findings. As an outcome of the session, participants will have a more in depth knowledge of potential tools and draft recommendations on the advantages and disadvantages of each presented tool. Session 3. Integration of information systems in decision-making: the way forward This closing session will be structured in a panel followed by a plenary discussion on experiences of integrated systems and how to use information for decision-making and informing investments. The panel will be formed of four rapporteurs that will bring the main ideas of the previous discussions to think about the way forward. Each rapporteur will centralize information and reports from all plenaries and group sessions and will focus in one of the following four topics:

1. Information and accessibility gaps for farmers 2. Technology at the service of better ARM information and analysis 3. Scope for ICT tools to improve access, use and sharing 4. Partnerships and institutions for better information systems

Closing and Cocktail At the end of the three sessions, will follow a closing and cocktail session, during which PARM will launch his study on "Informational Assessment of Agricultural Risk Management Information Systems in Africa" and in which participants can ' Meet the authors' and directly be briefed about the main finding of the study. If requested by the partners, it will be possible also to set up an exhibition space where participants can showcase their latest publications and activities on the topic.

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The Agenda (tentative)

Time Description Presenter

08:30-09:00 Registration of participants

09:00-09:15 Opening Remarks PARM

SESSION 1: Information tools and accessibility / Facilitator: CEIGRAM/PARM

09:15-10:15 PANEL

"Informational Assessment of Agricultural

Risk Management Information Systems' in

Africa

Remote sensing for ARM

ICT at the service of ARM

Big Data for ARM

CEIGRAM

AFD

World Bank

CGIAR

10:15-10:30 Panel Discussions 1Q&A

10:30-10:45 Coffee Break

10:45-11:45 World Café Group Session 1

Three Thematic blocks:

1. Meteorological and climate

information (inclusive of

Satellite image information)

2. Market and price information

3. Plant and Animal health

information

Discussion Leader Group 1



11:45-12:45 Report Back from groups:

recommendations

Group reporters

12:45-13:00 Wrap up: Summary of Session 1

13:00-14:00 Lunch Break

SESSION 2: Information applications for risk management/ Facilitator: CEIGRAM/PARM

14:00-15:30 Tools Showcase:

early warning systems

animal or plant health information

systems

market information systems

Mobile phone

Winners of call for proposal

FEWSNET, WFP… OIE and EMPRES, CABI INFOTRADE and agri-risk analyszer AFD

tbd

15:30-16:00 Wrap up: Summary of Session 2 &

Recommendations

16:00-16:15 Coffee Break

SESSION 3: Integration of information systems for decision-making and investments / Facilitator:

CEIGRAM/PARM

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16:15-17:00 Panel & plenary discussion

Four rapporteurs:

4. Information and accessibility gaps for farmers

5. Technology at the service of better ARM information and analysis

6. Scope for ICT tools to improve access, use and sharing

7. Partnerships and institutions for better information systems

ARC, NEPAD, IFAD, WB

17:00-17:30 Wrap up: Summary of Session 3 &

Recommendations

17:30-17:45 Closing Remarks PARM/NEPAD

18:00-19:30 ' Cocktail with the Authors'

Launch of PARM's study on Information

Systems and meet with the authors.

Exhibition Area

CEIGRAM

Date and Location The workshop is planned for the second semester of 2016, tentatively around November-

October 2016, and aims at capitalizing on existing partners events that will take place during

this time. Current known regional/global events available are:

September 2016:

5-9 September, 2016 African Green Revolution Forum (AGRF), in

Nairobi, Kenya (a request for side-event has been submitted to the

organizing committee and awaiting feedback).

2nd African Rural Development Forum, AU/NEPAD: Transforming

Africa’s Rural Area through Skills Development, Job Creation and

Youth Economic Empowerment (theme not directly relevant, we

would have to refocus our concept on youth…not sure it is the good

platform)

October 2016:

26-28 October, Accra, Ghana. Africa Day for Food and Nutrition

Security 2016 (ADFNS) by African Union and NEPAD: “Investing in

Food Systems for Improving Child Nutrition: Key to Africa’s

Renaissance” (theme too focused on Child Nutrition, which is not too

relevant to information systems)

FANRPAN Event (details coming soon)

November 2016:

IFAD Flagship event that will take place in November in Rome (tbc)

End 2016 (tbd):

on-going discussion with NEPAD, ECOWAS and EAC to organize

regional events

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AMIS-FAO bi-annual meeting hosted in FAO in Rome (tbc)

The other option, if no regional events are available or relevant to our topic, would be to

organize a PARM specific event (hosted in IFAD perhaps) where we invite a smaller groups of

experts, practitioners, etc (about 30 people) and bring them together to discuss the different

thematic blocks following the same concept not with the main objective to draft and

develop some recommendations that will used to develop Policy Briefs on IS from the

CEIGRAM Study.

Participants The workshop targets practitioners in the area of IS and ARM from public sector, private

sector, the farming community, and the development community.

Representatives from the following institutions should be invited and a more detailed list of

potential speakers/participants will be developed with the support of the Organizing

Committee. Organization Representative

Steering Committee Members

AFD

EU

BMZ/KfW

IFAD (WRMF)

Italian Cooperation

NEPAD

Advisory Committee Members

FAO (AMIS)

World Bank (FARM-D, ARD)

WFP

AGHRYMET

AGRINATURA (NRI)

EAGC (RATIN)

MUNICH RE

CARGIL

ECOWAS

COMESA (FAMIS)

ROPPA

Other partners

ARC

AfDB

IFPRI

USAID

DFID (AgREN)

CTA

CIRAD

UNECA

INRA

Michigan State University

http://www.amis-outlook.org/events/information-group/en/

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CGIAR

EAC

FEWSNET

INFOTRADE

CEIGRAM

IRAM

ATA Ethiopia

Senegal

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Annex I. List for Potential participants/speakers on Information Systems (Market Information

Systems) for call for proposal.

Country Institution/Representative Contact

Africa

RESIMAO (Réseau des Systèmes

d'Information des Marchés en Afrique de

l'Ouest)

Salifou B. Diarra

www.resimao.org

Regional African Agricultural Information

System (RAAMIS/Economic Commission for

Africa)- Maurice Tankou

Cameroon PNDRT MIS (Cameroun) - Emmanuel Tolly

SIM/ONCC (Cameroun) - Pierre Etoa Abena

Ethiopia

EGTE (Ethiopian Grain Trade Enterprise) -

Gebere Egziabher Abay

www.egtemis.com

Ethiopian Commodity Exchange - Eleni

Gabre-Madhin

www.ecx.com.et

Mozambique

SERVITEL (Mozambique) - Valdemiro

Sultane ; Zeiss Lacerda

SIMA (Mozambique) - Paulo Antonio www.sima.minag.org.mz

Technoserve MIS (Mozambique) - Ali Cherif

Deroua

Niger AcSSA Afrique Verte Niger - Caroline Bah

www.afriqueverte.org

Observatoire régional oignon (Niger) - Issa

Tankari

www.cmaoc.org/index.php?

option=com_content&task=

view&id=7&Itemid=139

Système d'information sur les marchés à

bétail (Niger) - Dr Atté Issa

Système d'Information sur les Marchés

Agricoles (SIMA-Niger) - Sani Laouali Adoh

www.sima-niger.net

http://www.resimao.org/

http://www.egtemis.com/

http://www.ecx.com.et/

http://www.sima.minag.org.mz/

http://www.afriqueverte.org/

http://www.cmaoc.org/index.php?option=com_content&task=view&id=7&Itemid=139



http://www.sima-niger.net/

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Uganda

FOODNET (Uganda) - John Jagwe www.foodnet.cgiar.org

INFOTRADE (Uganda) - M. J Robert Kintu www.infotradeuganda.com

RIS Uganda - Valery Alia www.uce.co.ug/ris

Senegal SIARM (Sénégal) - Oumar Samba Ndiaye www.arm.sn

Système d'Information sur les Marchés

(Sénégal) - Mouhamadou Ndiaye

www.csa.sn

T2M (Xam Marsé en Wolof-Sénégal) - Daniel

Annerose

www.t2m.manobi.sn

Zambia Agricultural Market Information Center

(Zambia) - Stanley Mushinguani

www.aec.msu.edu/fs2/test/

marketinformation/zambia/

amic/index.htm

ZAMACE (Zambia Agricultural Commodities

Exchange) - Brian K. Tembo

www.zamace.com

Zambia National Farmers' Union (ZNFU

4455) - Pamela Mulozi

www.znfu.org.zm

http://www.foodnet.cgiar.org/

http://www.infotradeuganda.com/

http://www.uce.co.ug/ris

http://www.arm.sn/

http://www.csa.sn/

http://www.t2m.manobi.sn/

http://www.aec.msu.edu/fs2/test/marketinformation/zambia/amic/index.htm



http://www.zamace.com/

http://www.znfu.org.zm/


PARM CAPACITY DEVELOPMENT STRATEGY

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Note by the Secretariat

This note defines a Capacity Development Strategy for PARM following previous discussions by the

SC on capacity development, in particular, during its 6th meeting in November 2016. The document is

presented to the SC for discussion and approval.

PARM Capacity Development Strategy

June 2016

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1. Introduction

1.1 Background on PARM

The Platform for Agricultural Risk Management (PARM) is a partnership between developing countries and development partners to make risk management an integral part of policy planning and implementation in the agricultural sector. PARM assists both policy makers and agricultural actors in the identification, assessment and management of agricultural risk through providing knowledge and guidance on agricultural risk management (ARM) concepts and tools.

PARM acts as a coordinator and facilitator that assists countries in the development of such agricultural risk management systems, by providing support in the assessment and identification of risks and the definition, selection and coordination of adequate ARM strategies and services. Together with the ARM processes and ARM studies, agricultural risk management capacity development (CD) is one of the main pillars of the PARM activities. As part of the PARM Knowledge Management strategy, CD is focused on knowledge sharing activities to improve the human capital of all the stakeholders that can contribute to a better ARM system, focusing in particular on empowering vulnerable rural households to make their own risk management decisions. 1.2 PARM Capacity Development The overall purpose of the PARM capacity development activities is to improve the knowledge and management capacity of agricultural risks among different stakeholders, such as producers (particularly smallholders and their farming organizations), governments and service providers. As an integral part of the PARM process, the capacity development activities also aim to contribute to the implementation of the most appropriate tools to manage the various agricultural risks affecting farmers and Government investments in each country. In order to support this process, PARM intends to create and enhance risk management capacities both on the demand and supply side of ARM strategies and tools.

Furthermore, PARM intends to, where possible, use the capacity potential of local knowledge-based institutions such as universities and research agencies, in order to institutionalize a knowledge base on ARM. This may take the form of professional trainings programmes, university courses, training of trainer programmes or a series of research publications, executed in partnership with local actors, which will capture ARM capacity, thus ensuring its sustainable dissemination and local ownership.

PARM has already launched its CD activities and has organised and conducted several seminars on ARM training:

1. On-ground work: Capacity development seminars on general Agricultural Risk Management have been conducted in Kampala, Uganda; Mbale, Uganda,; Niamey, Niger; Saly, Senegal; Yaoundé, Cameroon

2. Development of CD material: A draft workbook for a Generic Agricultural Risk Management training material based on the experience in Uganda.

3. Coordination with other actors: PARM contribution to the E-leaning course outline led by FAO on "Agricultural Risk Assessment and Management for Food Security in Developing countries"; Development by a consultant of module 3 of the E-learning curriculum of FAO on Agricultural Risk Management tools from following the agreed course outline (FAO led e-learning initiative).

The following activities are underway for the near future:

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1. On-ground work: Capacity development seminars on general Agricultural Risk Management in Capo Verde (July 2016), Liberia (September 2016), Mozambique (October 2016)

2. Development of CD material: Development of a training manual and “training of trainers” module

3. Institutional partnerships building: signing a MoU with Makerere University for the set of a professional training course on ARM at Makerere University and for the integration of ARM modules into existing course curricula at the College of Agriculture and Environmental Sciences; designing a concept note for Training of Trainers and the delivery of an ARM package with the Ethiopian Extension Services

4. Streamlining of ARM into agricultural policy documents – working together with Ministry of Agriculture in Uganda on the National Extension Services Policy and Strategy Documents

5. Pan-African ARM Partnerships – working together with the PERIPERI University Network

Up to now PARM has been working on CD in a an ad hoc demand driven manner. That is, responding to specific requests and needs on the spot and identifying potential partners for each specific CD activity. Building on this experience and existing learning material, the PARM Secretariat intends to implement a more structured and strategic approach to Capacity Development.

1.3 Purpose of PARM’s Capacity Development Strategy

Designing a capacity development strategy is a key element of results-focused capacity development. PARM approaches strategy design with a strong focus on capacity outcomes that drive sustainable institutional and behavioral change, beyond the organisation of isolated CD trainings. This focus allows for more innovative and local solutions to achieve needed results and track progress. This strategy document is based on learnings from collaborative discussions and previous PARM CD activities with country partners. It also derives and incorporates considered feedback from meetings of the PARM Steering Committee (November 2015) and the PARM Advisory Committee (December 2015). The strategy follows a systematic process, from identifying the capacity development goals, objectives and needs to designing and implementing activity plans as well as evaluating change.

2 Capacity Development Framework

2.1 Definition of Capacity Development

While traditional capacity development may be considered as a system of trainings, bringing in fixed solutions for filling in pre-identified gaps and missing functions/skills, PARM’s approach to building capacity extends beyond this narrow definition. By applying a broader framework, this strategy will focus on designing capacity development that drives local solutions for agricultural risk management goals. This approach uses capacity development as a strategic instrument, which leads to transformative, sustainable change in the way risk is managed at farm, market and policy level.

For the purpose of this document therefore, PARM defines capacity development as the process of empowerment of relevant agricultural-sector actors through a series of learning, knowledge, information and innovation-sharing activities to effect transformational and sustainable change in agricultural risk management attitudes and practices, which in turn supports the achievement of the overall PARM development goals.

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2.2 PARM Capacity Development Vision

PARM’s results-focused capacity development is a strategic and demand-driven approach that emphasizes the use of knowledge and learning in empowering local agents to make full use of ARM tools and concepts. It extends beyond individual trainings in each country to focus on sustainable partnerships and country-owned commitments to strengthening institutional capacity in managing agricultural risk according to a holistic approach. PARM regards the process of building capacity for agricultural risk management as a strategy, designed with a strong focus on capacity outcomes that not only deliver trainings and knowledge, but also drive institutional and policy change. This allows for more innovative and local solutions for embedding an ARM approach into the agricultural policy planning and practice of partner countries. Furthermore, PARM’s vision extends beyond the streamlining of ARM policies and practices, to institutionalizing agricultural risk management as an integrated system, which can allow smallholder farmers to project themselves into the future. PARM sees the building of ARM capacities as the key to broadening the entrepreneurial horizons of farmers in partner countries. The capacity to manage agricultural risk is crucial for empowering smallholders and their households to plan for the future and think ahead. ARM can drive the transformation from small-scale subsistence farming into sustainable livelihoods and entrepreneurial agriculture, supported by solid contingency and business planning. Therefore, by creating a strong capacity for agricultural risk management, PARM will contribute to promote rural transformation through leveraging investment and growth in the agricultural sector. PARM therefore envisions to implement a two-tier capacity development strategy, which will on the one hand address the knowledge needs and gaps of key stakeholders in partner countries (policy-makers, extension service deliverers and smallholder farmers) in order to allow them to implement ARM methods and tools to manage risks, stabilize production and improve their livelihoods. On the other hand, PARM’s capacity development approach will aim to strengthen cross-cutting partnerships with knowledge-based institutions in order to streamline ARM techniques and concepts into key policy documents. 2.3 PARM Capacity Development Goals and Objectives

Strategic Goal 1: PARM will streamline the use of the holistic approach to agricultural risk management on a global level in both agricultural policy and practice, through key partnerships, strong alliances and innovative capacity building instruments.

This will be done through achieving the following objectives:

- Enhanced PARM interaction with other actors and final users of risk management knowledge in order to realize larger benefits to stakeholders and smallholder farmers;

- Efficient organisation, packaging and use of available technical knowledge; - Ensured sustainability through dissemination of ARM knowledge to a wider target audience; - Institutionalized PARM risk management knowledge within academic circles (through the

development and inclusion of a professional-level ARM course as part of the academic curriculum of a university/university network)

Strategic Goal 2: On a country-level, PARM aims to provide key stakeholders, and smallholder farmers in particular, with critical capacity to understand risks and risk management issues and to employ best ARM strategies with a holistic approach, beyond a humanitarian approach to disasters. PARM aims to empower stakeholders to identify their risks and take their own risk

5

management decisions, while engaging with other stakeholders and markets on risk sharing activities.

This will be done through achieving the following objectives:

- A capacity development plan for each PARM partner country will be developed, reflecting local context and possibilities

- At least one capacity development seminar on general ARM will be organised in each PARM partner country, targeting a relevant group of stakeholders; where possible, this will be followed up by specific ARM trainings and seminars on specific tools

- Sustainable knowledge creation through the design, development and dissemination of relevant ARM training materials and learning modules

- Ensuring sustainability of created ARM capacity through developing a pool of national ARM trainers, through Training of trainer programmes

2.4 Partners and key stakeholders

Throughout the implementation of the PARM CD activities, there is a need for strong stakeholder cooperation and targeting, as the same actors are likely to play a key role in the general PARM / CAADP process. Hence a successful capacity building is key for the successful implementation of the whole process.

PARM’s CD strategy will be closely coordinated with its strategic policy partner, NEPAD. The CD strategy of the Platform will contribute to create ARM capacities that facilitate CAADP processes and investment plans.

From a broader conceptual perspective, the main target group for capacity development are smallholder farmers, whose livelihoods depend on managing various risks. However, on implementation level, PARM identifies the following three main groups:

Global CD Partners

The successful realization of PARM’s vision and goals as well as the efficient implementation of its CD programme activities depends strongly on the productive and mutually beneficial cooperation with a number of global partners. In the design, planning and implementation of its capacity development activates, PARM aims to coordinate and seek synergies with the following strategic global partners:

- AU’s New Partnership for African Development – NEPAD - UN’s Food and Agriculture Organisation – FAO and WFP - Key IFAD divisions - World Bank’s Agricultural Risk Management Team - Regional and national organisations, such as the Farm Risk Management for Africa

(FARMAF), the Global Alliance for Resilience (AGIR), the African Risk Capacity (ARC), etc.

- Donor level cooperation: country offices of donor agencies (EU, FAO, WFP, IFAD, AFD, etc); consultation and cooperation in the delivery of trainings to ensure synergies

- Core target group

The PARM core group of stakeholders, targeted through the capacity development trainings (both general and tool-specific) is comprised of:

- Government officials (representatives of relevant ministry departments, technical experts, policy advisers and policy makers): mainly macro-level stakeholders, functioning at the overall sector level

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- Smallholder farmer representatives (farmer organisations, cooperatives, unions): mainly micro-level stakeholders, functioning at the farm/firm/household level

- Extension workers and representatives of research institutions/universities: some meso-level stakeholders;

Broader audience1

In addition to the core target group, PARM will aim to reach the following stakeholders through its capacity development activities:

- Private sector - Services group: including service and input providers and other intermediaries, particularly

those dealing with agricultural risk management products and services (mainly meso-level stakeholders)

- Civil society organisations

PARM Implementation Partners - Local universities and research institutions - Overseas-based universities/research institutions - Development partners: The participation of all relevant development partners is key to

ensure good programme activity coordination and to support national governments with the ARM process implementation, based on each institution's comparative advantage and key expertise

3 PARM CD Strategy

CD Component 1: Programme-Level Activities

Overview

This component of PARM’s CD strategy is determined by the vision that PARM will enhance its capacity to streamline the holistic approach to ARM on a global level through key partnerships, strong alliances and innovative capacity building instruments. The strategy is designed to promote a more systematic use of partnerships and to provide practical guidance with the selection, prioritization, development and management of new or renewed partnerships.

Goal and Objectives of country-level capacity development

The objectives of the programme-level activities listed hereunder are to:

- Enhance PARM interaction with other actors and final users of risk management knowledge in order to realize larger benefits to stakeholders and smallholder farmers;

- Build up and maximize the use of available technical knowledge; - Ensure sustainability and dissemination of ARM knowledge to a wider target audience; - Institutionalize PARM risk management knowledge within Global academic circles (through

the development and inclusion of a professional-level ARM course as part of the academic curriculum of a university/university network)

Strategic CD Activities

1 It is important to note that the level of involvement of the “broader audience” will depend largely on the

progress and invested interest in each PARM partner country.

7

1) Partnership building

Partnerships are key for ensuring the effectiveness of PARM’s work on an overarching/global level. PARM will therefore aim to identify and establish the following strategic relationships:

PARM-University Partnership PARM will establish and coordinate a partnership with at least one University/University network, strategically positioned to advance the ARM agenda. PARM will work together with the partner institution to develop a short course for practitioners on agricultural risk management, which will be included in the curriculum as a short professional training course (granting certificates to course participants). The strategic implementation of the PARM partnerships with selected universities from developed and developing countries would consist of the following actions: dissemination of information on the partnership support roles of PARM; the establishment or identification of a suitable mechanism(s) for dialogue, the preparation of a work programme for the development of the course curriculum. PARM-facilitated North-South University Partnership APRM will seek to establish a connection between selected Universities or Knowledge Institutions in partner countries and relevant counterparts elsewhere. This cooperation would be based on knowledge exchanges, student visits and joint research in order to advance the scientific agenda behind ARM theory and practice.

PARM internship PARM will offer a sponsored internship opportunity to students in ARM/DRM/related degree enrolled in partner universities in Africa. Potential partners

As part of the identification of strategic partnership, the following actions will be undertaken: identification of partnership goals, assessing the costs and benefits of partnerships, and assessing the institutional aspects of partnerships. The management, monitoring and evaluation of partnerships will also be planned and foreseen. The list of potential programme-level partnerships to be approached includes:

- Makerere University, Uganda - Kenyan School of Monetary studies (KSMS) - Bahir Dar Univeersity in Ethiopia - AGHRYMET - PERPERI University Network - Gaston Berger University in St Louis, Senegal - CIHEAM network (Mediterranean network) - CERDI in France

2) E-learning and knowledge materials

FAO e-learning module This e-learning course on Agricultural Risk Assessment and Management (eAgRAM) is being developed by FAO, in collaboration with the European Union, NEPAD and PARM as well as with other partners based on their combined expertise. The overall objective of the e-learning course is to bridge the knowledge gap in production, marketing, financial, institutional and policy related risks at the farm level with a holistic approach. It aims to develop the capacity of

8

stakeholders to understand the concept of risk, equip them with the knowledge to conduct an assessment of different types of risk and increase the understanding of the best tools and strategies to cope with risk. The course is organized in four modules, each of those including two or more lessons and is targeted at a wide range of participants, from farmers and farmer organisations to policy makers, government officials and service providers. The development of the above modules has been made possible through funding by the European Commission. The development of Module 3 is currently pending the continued interest and support by the EC. PARM has a strong interest in supporting its development by supplying key content input to the FAO experts and by creating and facilitating synergies with the already existing similar modules developed by the World Bank’s Agricultural Risk Management Division. PARM believes the development of the ARM e-learning module will facilitate the streamlining of the holistic approach into agricultural development policy and practice on a broader/global level, thus contributing to the achievement of PARM’s vision, goals and objectives. In order to facilitate the kick-off of the eAgRAM platform, PARM intends to undertake the following actions:

- Investment and input into the development of FAO’s e-learning course - Incorporating the e-learning approach into the CD seminars and Training of Trainers - Streamlining the e-learning module at the ministry level through partner country focal

points - Facilitate partnership and coordination with the relevant World Bank programme teams

and averaging on exiting relevant ARM material Creating knowledge materials and training modules As part of the programme-level capacity development, PARM foresees the development of training materials that can be sued as global references for a holistic approach to ARM, such as workbooks, training modules, guidebooks for trainers, etc. The material of these modules should serve as a vehicle to create capacity for a holistic agricultural risk management at a country level (therefore including a particular focus on managing risk at a farm level), but would also be transferrable to a more overarching level and serve as a global representation of PARM’s knowledge capacity. These modules will also serve as a basis for PARM’s collaboration with partner Universities on the creation of an ARM course and curriculum. Format of the material: both paper-based and soft copies, distributed through USB, cloud computing, etc.

Potential Partners

- FAO - World Bank - Makerere University - Independent Experts

CD Component 2: Country-Level Activities

Overview

This component of PARM’s CD strategy builds on the extensive work, which PARM has been doing throughout 2014-2015 on country-level capacity development through the organisation of CD seminars. The country-level CD activities are determined by the vision that PARM will

9

enhance the capacity of smallholder farmers to use a holistic approach to ARM. Furthermore, national capacity building will focus on trainings in the use of particular risk management tools, where such demand arises. As an integral part of the PARM process, this capacity development component will be geared specifically to support and facilitate the implementation of the other PARM activities.

Goal and Objectives of country-level capacity development

On a country-level, PARM aims to provide key stakeholders, and smallholder farmers in particular, with critical capacity to understand risks and risk management issues and to employ best ARM strategies with a holistic approach, beyond a humanitarian approach to disasters. PARM aims to empower stakeholders to identify their risks and take their own risk management decisions, while engaging with other stakeholders and markets on risk sharing activities.

In particular, PARM will work to develop:

- A capacity development plan for each PARM partner country will be developed, reflecting local context and possibilities

- At least one capacity development seminar on general ARM will be organised in each PARM partner country, targeting a relevant group of stakeholders

- Where possible, as part of the PARM phase II, specific ARM trainings and seminars will be organised to cover specific ARM tools, relevant to the country context and corresponding to the PARM Risk Assessment outcomes

- Sustainable knowledge creation through the design, development and dissemination of relevant ARM training materials and learning modules

- Ensuring sustainability of created ARM capacity through developing a pool of national ARM trainers, through Training of trainer programmes

Strategic CD Activities at country level

1) Developing Country Capacity Development Plans

Following a needs assessment process, a two-year capacity development plan will be produced for each of the nine PARM partner countries. These will be based on a consultation with national stakeholders and experts, identifying the particular capacity development gaps, knowledge needs as well as absorption potential within the country’s agricultural system. The country-specific plans will set the capacity development goals to be achieved, the activities planned and knowledge materials necessary to advance the ARM agenda in each country. The plans will further specify the relevant stakeholders and partners, which PARM would collaborate with in the strategic activity implementation phase. Finally, the list of CD priorities and specific activities will be presented in an objectifiable and quantifiable way, with clear milestones and timeframes (following a logical framework approach) and will be made available to both country and NEPAD focal points.

2) Conducting generic ARM capacity development seminars

In line with the CD goals and priorities set in the country-specific CD plans, capacity development trainings will be designed and conducted in the form of two-day CD seminars. The seminars will serve to facilitate the ARM process currently under way in each country and will be focused on delivering either a generic ARM training to participants or specific training on a relevant risk management tool.

3) Conducting CD seminars on specific ARM tools

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The general CD seminar will follow the structure of the broad ARM training delivered by PARM and focus on the definition of risk, different sources and types of risk, methods of risk assessment according to severity and probability of risk, holistic approach to risk – risk layering, levels of responsibility, and an overview of risk management tools and instruments. Moreover, the training sessions will incorporate a specific approach, which is participatory and learner-centred and designed for flexible use and adaptable to specific contexts. As part of the training, interactive group-work sessions will be conducted, which would require participants to develop an analysis of the risk management tools available; sources of information to evaluate agricultural risk, gaps in information, roles and responsibility in risk management of actors along the value chain. Therefore, the ARM CD Seminars extend beyond merely providing information and theoretical knowledge about ARM but stimulate active involvement and encourage trainees to make use of experiences and reflections in the development of the necessary knowledge, skills and attitudes needed.

Furthermore, the implementation of trainings on specific ARM tools is foreseen in the PARM partner countries where the risk assessment and prioritization process has identified the relevant risk management tools. The specific tool/topic will be identified based on the specific PARM feasibility study, while the format and technical content will be adjusted to respective needs and target audience and may require the identification of the appropriate experts or institutions to provide them.

4) Training of trainers in selected PARM countries (in general ARM concepts)

In selected partner countries, PARM will develop and organise a training of trainers (ToT) module in cooperation with key local partners, such as universities and agricultural research agencies. This module will build on the capacity created through the general seminars and be aimed at ensuring the sustainability and diffusion of ARM knowledge to reach smallholder farmers and other stakeholders on a broader level. Overall, the ToT programme will be aimed at training a team of extension workers in agricultural risk management and the holistic approach, thus enabling them to conduct the standard ARM trainings and provide expert advice in agricultural risk management tools to smallholder farmers organisations and rural actors.

A three-day training programme will be developed, focusing on "Agricultural risks and tools to assess and manage them" and will provide stakeholders with critical capacity to not only understand and apply but also (and primarily) to deliver a training on risks and risk management issues. The course will be designed to enable participants to become themselves ARM trainers and equip them with expert knowledge on best strategies to manage agricultural risks through a holistic approach.

In order to develop and execute a training of trainers course, PARM will identify key local partners in each country. Those may include universities offering a course in disaster risk management, agricultural economics or a relevant discipline or any other agricultural research agency. This partner would then be responsible for facilitating the trainings and developing parts of the materials. Discussion with Makerere University are already underway.

The target group to attend these trainings would be selected among relevant stakeholders and may include ministry officials and technical officers, extension service providers and capacity development officers.

It is foreseen that PARM would facilitate the organisation of one subsequent ARM training sessions, which will give the opportunity to the trainers who have completed the ToT to apply the acquired knowledge. This will ensure a greater outreach of the ARM training and a greater sustainability of the ARM approach.

5) Providing tailored ARM knowledge materials/training modules

11

In order to facilitate the delivery of the above trainings, the following materials will be developed:

A Workbook on ARM

An ARM workbook will be developed, containing an easily-digestible and illustrated summary of the material presented during the training, i.e. the definition of risk, different sources and types of risk, methods of risk assessment according to severity and probability of risk, holistic approach, risk layering as well as risk management tools and instruments. Furthermore, the workbook will include a series of learning activities, based on examples which are narrowly tailored to the local context. These will enable learners to practice and reflect on experiences and acquire the knowledge, skills and attitudes required to understand and manage risks. The workbook is intended for individual use by training participants and as well as for further distribution along smallholder farmer network. These materials could be distributed either in a paper-based format or on USB-carriers.

Trainers’ Guidebook to ARM

In order to complement the workbook and facilitate the provision of training or trainers, a Trainer’s Guidebook will be developed. This will cover the basic theory of agricultural risk management, provide guidance on the delivery of ARM trainings and presentations and will be specifically designed as a “trainers’ manual”. The trainer can choose the learning activities which are most appropriate for his/her target audience. The activities will be designed in such a way that they can be adapted easily to the local context. The workbook will further include examples of suggested training programmes and will give an idea of how learning topics can be structured in a standard training course of 2 days.

6) Creating partnerships with local universities and research agencies

The planned country-level CD activities will be implemented together with local partners with a minimum degree of background knowledge and experience on issues related to agricultural risk management. In particular, the participation of local universities and research agencies will be promoted in order to facilitate the transfer of knowledge and ARM capacities throughout the CD events as well as to facilitate the Training of Trainers process.

Examples of local strategic partners include: Makerere University in Uganda, Gaston Berger University in Senegal, the Senegalese Agricultural Research Institute – ISRA, Bahir Dar University in Ethiopia, etc.

Annex 1: Logical Framework for CD Activities 2016/2017

Main objective: principal PARM objectives and processes supported through ARM capacity development

Intervention logic Objectively verifiable indicators of achievement Sources of verification Risks and assumptions

Sp

eci

fic

ob

ject

ive

1. The holistic approach to agricultural risk management streamlined on a global level in both agricultural policy and practice, through key partnerships, strong alliances and innovative capacity building instruments. 2. On a country-level, stakeholders (mainly policy makers and smallholders) will develop critical capacity to understand risks and risk management issues and to employ best ARM practices with a holistic approach, beyond a humanitarian approach to disasters.

- Mainstreaming of ARM/holistic approach into national agricultural practices and policies

- Officialised PARM partnerships with key knowledge institutions

- Developed e-learning and and general ARM knowledge and training materials

- National documents - ARM methodologies and

guidelines integrated into the work of national research institutes

- Risk mitigation and ARM tools employed

- Online availability of ARM e-learning, training and knowledge materials

- Ministry endorsement - Institutional stability - Stakeholders limitations

to accessing available material

- Continued funding of FAO e-learning course development

Ex

pe

cte

d r

esu

lts

- ARM streamlined in national ag. strategy papers - A short-term certificate course on ARM to be

delivered through partner university - FAO ARM e-learning module available online - Smallholder farmers and stakeholders at the field

level possess the knowledge to evaluate their risk and identify and apply the relevant risk management tools

- Pool of ARM trainers available in several partner countries

- ARM training tools and materials available

- ARM component present in National agricultural /DRM/extension policies in 8 PARM countries

- 30 graduate students/mid-career practitioners trained in ARM at a PARM partner university in 2016

- 30 representatives of relevant target groups trained in the concept of ARM/holistic in each PARM country (2016/2017)

- A pool of 15-20 ARM trainers to be trained in relevant PARM countries

- ARM-specific tool trainings to be delivered to relevant target groups in Phase II PARM countries

- ARM certificate course attendance

- Seminar attendance sheets

- Feedback forms - Monitoring of Trainers’

skills and progress - Number of ARM trainings

delivered by ARM-trained local trainers

- Good turnout and participation

- Endorsement and support from MoA and key partners

- Ownership from smallholder communities

- Cooperation with local universities and knowledge institutions

Act

ivit

ies

1. Policy-level dialogue, discussions on ARM integration into national agriculture policy and strategy 2. Signing partnership MoUs, development of Terms of Reference for partnership cooperation 3. Developing e-learning training modules on ARM 4. Facilitate inter-institutional partnerships on global level 5. Developing an ARM training course to be delivered by Universities (Makerere) 6. Implementation of training on general ARM concepts and holistic approach 7. Implementation of training on specific ARM tools 8. Conducting Training of trainers in general ARM concepts, methodologies and practices 9. Developing training modules and supporting materials for general ARM seminars in partner countries 10. Training modules produced as Trainers’ Manuals


PARM NOTEMainstreaming ARM in development: the challenge

of new partnerships with countries and donors

8

1

Note by the Secretariat

This document presents a forward looking vision on new partnerships with countries and

development agencies. It responds to two set of needs and demands: First the demand from some

countries to participate in the PARM initiative; Second, the demand from some development

partners for ARM support at project and programme level. Additionally, during its 6th meeting, the

SC committed to take a decision on Zambia in June 2016. The The Steering Committee is asked to

provide feedback on this document and take two decisions:

a) On the proposal for PARM exploring the potential of providing support to mainstream ARM

into project and programme design as defined in this note.

b) On the inclusion of Zambia in the PARM programme.

Introduction

PARM has been working very actively on risk assessment studies (RAS) and has finalised its second

phase in Uganda, Ethiopia and Niger, while it is quite advanced in Senegal and Cabo Verde. PARM is

already involved in setting up and RAS activities in Cameroon, Mozambique and Liberia.

The first countries to move into the third phase of PARM (tools assessment) have been Uganda and

Ethiopia. PARM is working on specific tools such as market information systems, crop pest control

measures, social protection and insurance, and agricultural risk management (ARM) in extension

services.

The purpose of this note to the Steering Committee is to raise the attention of its members to new

demands on ARM mainstreaming that PARM is facing, and to which PARM, as a demand driven

initiative that is already capitalizing knowledge on ARM, is in a good position to respond if the

appropriate decisions are made. The Secretariats seeks the guidance of the Steering Committee (SC)

on the content of this note and proposes that the SC to take two decisions defined under a) on ARM

service provision and b) on the addition of new PARM countries in the on-going work plan 2016-

2018 (ref. section VII).

I. Demands from countries

Demands to participate in the PARM process have been raised from new countries. This is the case

of The Gambia and Zambia that formally approached IFAD expressing interest in participating in

PARM processes. However other countries in an informal manner also manifested the interest to

integrate ARM in their national policies and investments plans. The commitment of the Government

of Zambia has been expressed in several occasions to the president of IFAD and during two working

Mainstreaming Agricultural Risk

Management in development: New partnerships with countries and donors

June 2016

2

meetings with the Government of Zambia in Rome. More recently a request from the government of

Togo was raised to NEPAD.

The PARM is a global platform and, as a G20 initiative, has the potential and interest to expand its

scope to the other parts of the continent like north Africa and countries from other continents, such

as Asia, where interest and experience on ARM are quite high.

II. Demands from development partners

Development partners, including the members of the Steering Committee of PARM, also have a

potential and strategic interest in mainstreaming ARM into their programmes and project design.

The PARM Secretariat is hosted by IFAD and increasing demands are coming to PARM to support

IFAD project designs. For the moment PARM has responded to these demands only in a case by case

basis where there were clear synergies with the PARM process and where there were no

interference with the on-going PARM processes and activities, such as in Ethiopia and Cameroon .

The idea is taking advantage of the risk assessment analysis and the policy network already

developed in the PARM countries and invest in learning how the identified gaps and ARM tool

priorities can be integrated in specific project designs. In the case of Zambia, an official letter of

interest from the Government was addressed to the president of IFAD, which represents a particular

case. The PARM Secretariat is open to receive suggestion from Steering Committee members with

interest for countries and projects that create similar synergies with the PARM work.

BMZ/KfW have expressed interest in ARM mainstreaming as reflected in the decision to support

PARM through NEPAD with a focus on investments. A seminar with KfW staff was organized in

Frankfurt on the 26th February 2016 to present the PARM mainstreaming approach.

The European Commission through PARM and FARMAF is engaged in ARM and the possibility of

facilitating country offices in mainstreaming ARM into EC programming was raised by the EC

delegation in a recent mission to Lusaka. A workshop on promoting agricultural risk management

systems is being organized by FARMAF with the participation of PARM in Yaoundé in July 2016.

USAID called PARM to participate in a set of roundtables in Washington D.C. on 17th May 2016

focused on the identification of new approaches to achieve the new SDGs, and ARM risk was

identified as a dynamic approach that could make the difference. The demand for services to

mainstream agricultural risk management in their project design in the countries was expressed by

USAID officials, while PARM was recognized as a qualified potential partner.

PARM has also been solicited and supporting ARM policy dialogue in the African continent, through

its strategic partnership with NEPAD at continental and country level. PARM has been a very active

contributor to the discussion in the African food and nutrition day in Kampala in October 2015 and

to the CAADP coordination conference in Accra in April 2016. Regional organizations like ECOWAS

(already member of PARM advisory committee) and COMESA, and research centres such as

Aghrymet and Makerere and Gaston Berger have already expressed interest on working with PARM

and interaction with other agencies as ARC are also growing.

PARM was singled out in the G20 Agriculture Ministers Meeting Communiqué (Xi’an, 3rd June 2016)

as the initiative contributing to food security and global stability through risk management tools. The

3

possibility of reporting back to the G20 on agricultural risk management in early 2017 during the

German presidency is already being explored with other G20 partners.

III. How to manage demands from new countries?

Before expanding the scope of PARM to implement the full PARM process in an additional country,

both financial and working capacities need to be considered. A longer term view of the future of

PARM is also needed. Four main pre-requisites are needed:

1. Strong demonstrated commitment by the Government of the country.

2. The financial sustainability of the PARM process in that country

3. The human and technical capacity of PARM (NEPAD and RECs in the case of African

continent) to implement this additional PARM process together with the implementation in

existing PARM countries. If, for a justified reason, PARM cannot finalize its process in a given

country, the financial and human resources liberated could be allocated to other countries.

4. The approval of the Steering Committee

The lack of financial sustainability and the difficulty to keep the continuity of the commitment from

the Government were the reasons that brought the Gambia out of the process.

IV. How to respond to demands from development partners?

The main objective of PARM is mainstreaming agricultural risk management in developing countries

as a mean to empower Governments and farmers, including smallholders, to take their future on

hand, managing their risk ahead and investing in their farms and households. For this purpose,

PARM needs to move in the last phases of its process from risk and tool analysis (awareness,

assessment and prioritization) to the implementation and utilization of risk management tools.

At this stage, where PARM process is quite advanced in some countries, particularly Uganda and

Ethiopia, we are in the position to start working on the implementation phase beyond the PARM

process. This implementation requires finding the financial and technical partners to implement the

tools and gaps prioritized by the PARM process. Development partners and service providers are

being active in PARM workshops and meetings and some of them now express interest in the

implementation. the PARM process has so far invested in defining the ARM priorities with the

Government and stakeholders, including them in the agricultural investment plans, and identifying

feasible prioritized ARM tools. However, it is becoming increasingly evident that the mainstreaming

of ARM needs to be done also at program and/or project level and that there is such a demand from

development partners. Sometimes it is easier and more efficient to add a risk management

dimension to the design of a development project that focus on a specific investment, value chain or

community of farmers, rather than developing and financing a project that is focused only on the

development of a risk management tool.

Many development programs and projects need to have a risk management approach to cover the

potential for hazards to affect their outcomes, and to facilitate the identification and management

of the risks by the farmers or business participating in the program/project. Risk management at this

micro level can contribute to the success and sustainability of the project while enhancing the

crowding in of additional private investments. Ideally, risk management at program/project level

4

would be well inserted into a country level risk assessment and prioritization such as the one

implemented during the PARM process.

Development agencies and governments have limited capacities to incorporate systematic risk

assessment and management to project design. PARM is best positioned to respond to this type of

demand. PARM has developed methodologies and processes to identify and prioritise agricultural

risks and tools and has been working in the last two years with many developing countries and

development partners on agricultural risk management.

If PARM makes the appropriate decisions now, the platform will have the capacity to respond to

these demands in a one or two year horizon. PARM could push its activities an extra mile ahead and

be prepared to provide support to assess and manage risks at specific community or project level

responding to this identified demand. This seems to be a natural evolution of the PARM country

processes and would also provide a concrete answer to the demands expressed by the

Governments.

V. A vision for the future PARM business model

In the future PARM could diversify the set of activities and services that it provides on ARM, building

on its current experience and comparative advantage. This diversified PARM portfolio of activities

could include the following main elements:

1. Public goods on Agricultural Risk Management

This is the current main area of work of PARM. The Platform is currently funding full agricultural risks

and tools assessment in eight countries. Its main business is implementing a set of studies, capacity

development activities and participatory workshops with stakeholders to raise ARM awareness,

identify priorities and mainstream ARM in agricultural and development investment plans. The main

two outcomes of the PARM process are at present: a public good defined by the set of studies, policy

frameworks, knowledge products, national policy dialogue and investment plans; and a set of

positive external effects for the society from additional ARM capacities by governments, farmers and

stakeholders. This area of work includes:

PARM country process with stakeholders

Risk assessment (RAS) and feasibility studies

Policy workshops and capacity development seminars

Knowledge management products

ARM mainstreaming into policy

2. Support for policy dialogue at regional or global level

PARM is already supporting a set of global and regional processes beyond the PARM policy process

in each country. This includes the CAADP process in Africa, and the G20 discussions on ARM. PARM

could further develop this capacity once the results of the PARM processes are finalized in the

leading countries. PARM is beginning to work with regional organizations and specialized agencies,

and this could be reinforced in the future following the demands. This area of work includes:

Background documents on ARM

5

Developing ARM agendas and identifying examples and speakers

Facilitating policy engagement and ARM mainstreaming

This support for policy dialogue could be expanded or tailored based on demand.

3. ARM service provider for development partners.

This would be a new area of work for PARM responding to the needs and demands from

development partners. The partners for this work would be the hosted Governments and the

development agencies designing a program or project to support a given community or value chain

with investments, knowledge or technical assistance, or designing a development programme for a

country or a region. Most often the design of these projects or programmes do not include a proper

assessment of the risks that affect the main stakeholders. The design process and programming is

then built around a baseline without considering the ARM tools that are needed to respond to

potential hazards or scenarios that could put at risk the corresponding investments and livelihoods.

Including risk management analysis and tools in each project and programme design would benefit

the sustainability of the project and the leverage of private investment. This area of work would

include:

Risk assessment and analysis at program and/or project level

Prioritization of risks and identification of ARM tools

Feasibility of specific agricultural risk management solutions at program and/or project

and programme level

Specific actions based on financial and technical proposals to manage risk by

stakeholders in specific projects and programmes

Identification of role and responsibilities of the Gov. (based on the results of PARM

process in each country) the financial and technical partners, farmers organizations and

private sector in order to ensure the sustainability of the intervention.

PARM is not currently ready to provide these services and specific policy advice because of two main

constraints. First because of the mandate of PARM which main objective (and related methodology

and instruments) focuses more on the public good analysis and investment rather than the

program/project design support. The methods and capacities developed so far by PARM are useful

but not tailored to respond to the needs on project design. Second PARM has not a “catalogue” of

these type of services that could be offered nor the resources to provide them in a timely manner.

There are also human resources limitations in the short run. This services could be financed by the

demanders, but minimum core funding would be needed to keep the catalogue of service up to date

and capacities available.

4. Working in new countries or continents

The work on the three above areas could be expanded to other countries or continents with the

advantage of being able to learn from more experiences and contribute to finding efficient ARM

solutions. Asia and Latin America have many good examples of ARM initiatives and processes.

Partnerships with regional institutions like the Asian Development Bank or the ASEAN (Association of

South East Asian Nations) could also be explored. The work on new countries could focus on one or

several of the three areas defined above:

6

Public goods on ARM

Policy dialogue at regional and global level

Provision of ARM services to development partners

VI. Specific decision on investing on ARM service provision

PARM final phase of tools identification and feasibility assessment is naturally bringing the platform

to an area of new demands for implementation of ARM at program and project level. In order to

provide this kind of services PARM needs to invest in methods and capacities. This is already

becoming a need when PARM process reaches its final stages.

The Secretariat proposes that:

a) The SC approves that PARM explores the potential of providing support to mainstream ARM

into project design with the following lines of actions that should not disrupt the full

delivery of PARM process in PARM countries:

1. A reduced number (no more than three projects) of limited support (no more than

three weeks of professional time per project) to project design. The following

criteria will apply for selecting these projects: 1/ the demand comes from a

development partner from the SC; 2/ the project has clear synergies with the PARM

work programme.

2. While doing 1, invest on knowledge, learning and methods on how to mainstream

ARM into project design.

VII. Specific decision on PARM countries: Zambia

The situation for in the case of Zambia is the following:

1. There is a strong demonstrated commitment from the Government of Zambia

2. The financial sustainability of the PARM process in Zambia is guaranteed. There is a

commitment from IFAD project E-SAPP to dedicate resources to ARM, in particular on the

risk assessment and feasibility studies. Almost half of the financial costs of the PARM process

will be co-financed by the Government of Zambia through the IFAD loan. The other half of

the financial need will be covered with some savings in terms of risk assessments that need

not to be fully implemented in Niger, Senegal and Mozambique, due to existing RAS from

the World Bank. Additional PARM resources could be liberated in countries like Mozambique

which are having difficulties to kick-off. There is a possibility that some countries will not

finalize the second phase of PARM and will leave some resources and time. All this will

certainly liberate the limited additional resources needed for Zambia.

3. There is human and technical capacity in PARM to implement the PARM process in Zambia.

As part of the strategy approved in November, PARM is reinforcing its human and technical

capacities to undertake country processes and this could include Zambia.

Therefore, the Secretariat proposes that:

7

b) the SC approves the inclusion of Zambia in the on-going PARM programme, under the above

conditions.

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