Tilahun Amede and N5 Team

Progresses in Coordination and Change project (Nile 5)

N1 – Learning from the past N3 – Targeting

and scaling out

N2 – Integrated rainwaterManagement strategies

N4 – Consequences& Downstream effects

Nile 5

Coordinating NBDC

NBDC Coordination & Change IP and

governanceFor Nile BDC

Networks for Innovation of

improved RWM

Communication, Documentation

Synthesis

Impact Pathways and M&E

• Creating space and forums for cross-project learning, Joint engagement and Adaptive management:

• Two times per year Reflection workshops;• 7 Monthly meetings; Various informal interactions; • Facilitated development of thematic, cross-project

areas (May 2011); 5 themes being identified and initiated;

• Aligning with the regular 6-monthly reporting (financial and technical);

• Project by project interactions and identification of strengths and areas for improvement

M&E…

• M&E focal persons appointed under each project as key contact persons to facilitate M&E activities

• Draft report of the baseline Knowledge, Attitudes and Practice (KAP) study has been concluded but needs to be adapted with the follow up KAP survey.

• Content of KAPP shared with selected project team members for their input and validation. Intent to share report on the changes in KAP on the Wiki.

• Livelihood analysis tool developed with Nile 2 and reviewed by the Nile 5 M&E team to integrate gender and the livelihood indicators.

• With Nile 2, a tool to capture current knowledge sharing practices, social networks has been developed and is currently being implemented.

• N5 M&E team facilitated the process of story collection for the most significant change stories as part of the required 6 monthly reporting system. The stories and the processes of collection of the stories are on the wiki

• Tools to collect baseline data at different actor levels (local actors, project partners) developed under different projects

No doubt that in Ethiopia several important national and sectoral NRM policies;

Key action areas for policy influence:1. Policies are made without adequate assessment and

drawing lessons of existing/old policies (strategies); 2. Policy making rarely taking evidences form grassroots and

(through performance evaluations);3. Emergencies / personalities / external drivers; 4. Documentation of evidence/ Lack of adequate and

up-to-date dataset;5. Quite often policy implementation guidelines, laws and

regulations are lacking;

Understanding Policy making process

Understanding Policy…. 6. Adequate analytical skills, models and knowledge;7. Independence in policy analysis, i.e., bias towards favoring

government or donors’ interest; 8. Lack of informed debate among stakeholders; particularly

civil society;9. Inadequate communication / networking between different

stakeholders 10. Lack of policy implementation capacity at all levels;11. Lack of proper policy implementation monitoring and

evaluation.12. Policy coordination and integration (across sectors) is still a

challenge.

Innovation Research

• Consultations on how Innovation Platforms facilitate change and influence action in Land, water and ecosystems at various Scales;

• Extensive review of historical perspectives of various similar initiatives (task forces, committees, networks…)

• Actor landscaping done• Analysis of successes and failures documented• Data set on major actors/ leaders of these

initiatives; gaps / policy support / personalities

HARC

NMA BDU AmboUni

WollegaUni

MoASLM

AAU

UNEP

IDE

CornellUni

NBDC

Increasing web, broadening influence

National Platforms:Vision and objectives

“Ensure a healthy, sustainable, and equitable use and management of natural resources for

improved productivity, livelihoods and ecosystem services in Ethiopia” (8 April, 2011)

1. Improve sectoral integration, communication and cross-

institutional learning

3. To improve access to knowledge and resources

2. Create optimal conditions for (demand driven) capacity in

research, development, academia and policy development

4. Provide an enabling environment for sustainable and equitable value-

added production systems and functional market links

Organizational structure

• Steering Committee (9 rep institutions); led by a President and Vice President;

• Regional Platforms • Local Level Platforms (N2 is facilitating but also AAU)

• Working groups, dwelling on selected technical areas of interest– Institutional innovation – Technological innovation– Policy influence group – Resilient ecosystems

Approach

Other Districts

Local district IPs

Regional IPs

National IP

Sites within districts Non-project sites within districts

Sharing & Learning

Scaling out

Representation

Representation

12

Them

atic

wor

king

gro

ups

Policy forumsPortal

Structure

Steering Committee

Support NBDC

Theme 2

Theme 3

Theme 4

Theme 5

Theme 6

Theme 7

Theme 1

Members programs’, projects, activities

National Platform meeting

Links to policy

Implications

• Brining non-traditional parties together; e.g. MoA and Water action; EEF and ARARI etc;

• Space for issues beyond rainwater; SLM; Greening of landscapes, Water and Sanitation;

• Attracting attention of various institutions (ICRAF Africa rising, FAO, Ethiopian Food Security fund);

• Attracted attention of donors (e.g. DFID, UNEP);

Communicating Inside Out • Project and event planning and reporting – Within the Basin, we

use an open wiki accessible to all project staff (and visible to others – http://nilebdc.wikispaces.com), to share plans and information needed to coordinate the Challenge.

• Documenting discussions and events – This includes archiving reports, documents, presentations, posters etc in an open repository (http://cgspace.cgiar.org/handle/10568/2296).

• Using different meeting formats – Workshops, events, and meetings are important parts of the Challenge; hard seat’ interviews

• Publishing open products – These include Dspace for reports, flickr for photos, slideshare for presentations and posters, and blip for video (see http://nilebdc.org/comms-tools).

• Spillovers to other organizations: Our Dspace repository has evolved to include a repository for the CPWF; the Google Calendar is being used by CPWF and the Mekong; The CPWF has a lively Yammer network; NBDC ‘model’ as a demonstration/discussion base for other ILRI projects

Wider influence and institutional change • Linking Projects with bigger initiatives; rainwater with

income / benefits. • National forums; National platforms on land, water, NRM;• Membership in Key national forums (e.g. WWW with

MoWR; Irrigation taskforce with MoA);• Hosting, co-hosting regional and global conferences; Water

2011, EcoCASD2011; World Water Week;• Africa wide forums: ACPC on RWM for CC (series); African

Livestock Production Society;• Global forums; IFWF3; Cop 17; Africa wide RWM networks;• Building trust & participation of policy makers at national

and regional levels; (e.g. President of Amhara RS)

Attracting Investment • DFID- SCIP Ethiopia; Institutional learning and policy

action hub on NRM for CRGE delivery in Ethiopia ; 750,000 Pound;

• Establish a proactive hub for governmental institutions, NGOs, donors, private sector and civil societies to develop collective action and facilitate a national movement on NRM for CRGE in Ethiopia;

• UNEP; Creating communities capacity for Adaptation to Climate Change in Ethiopia; 200,000 USD

• N2Africa; large scale, science research project focused on putting legumes to intensify African Landscapes; 5 year / 5 million;

• Discussing with World Vision Ethiopia on potential collaboration

Contribution to emerging Initiatives(ICRAF Africa rising, FAO, UNEP,CRGE)

Participatory decision making of policy makers, development institutions and investors

Institutional capacityin planning, implementation and communication

Learning on key interventions and approaches to enhance coordination, improved action and evidence-based planning

Improved strategic thinking on greening/ water/ climate resilient investment and identification and addressing institutional and policy constraints

Institutional & strategic

18

Priorities /Adjustments to 2013

• Evidence from NBDC-still infant spread/ now coming up;

• Focus on external communication / publications/ briefs/ Videos;

• Major policy related workshops• DAAG Group• DFID funding for wider influence, local-

regional-national ; NBDC projects to align;• Africa wide RWMs; aligning with Volta and

Limpopo