Building and Sustaining Effective Field-Based Networks

Transcription

1 Building and Sustaining Effective Field-Based Networks The Case of AgriProFocus Presentation by; Lucy Asiimwe Twinamasiko 21 st September 2016

2 About the AgriProFocus network

3 Who we are; AgriProFocus Uganda is a unique multidisplinary innovative network that links different stakeholders in the agricultural sector to transform Agricultural value chains. The network includes stakeholders from the private sector, Development partners (National and international), Government and knowledge institutes/research. Together these stakeholders own the network and therefore positions the network to link, support and influence agribusiness transformation in Uganda through; - Linking and learning - Innovations - Business linkages - Partnership development - Advocacy The Network is established on the principle of collaboration and Networking

4 AgriProFocus Uganda is part of the global AgriProFocus Partnership with activities in 14 countries; 11 in Africa, 2 in Asia (Myanmar and Indonesia) and the secretariat in the Netherlands. The Uganda network started in 2009 an now has a membership of over 5,000 professionals and 250 organisations. Over the years, the network has increasingly attracted an average of 35,000 visitors/participants to the network activities, online platform, debates annually.

5 Purpose/Value; To have a vibrant, growing, accessible, responsive and ethical agri-business sector in Uganda, with a voice in policy issues, access to adequate services, interlinked to improve businesses and livelihoods which contribute to food security for all. Objectives /Why the Network; be a point of call for all stakeholders, to create linkages and potential synergies with regard to farmer entrepreneurship and food security establish a conducive pre-competitive environment to increase business opportunities, partnership development and facilitates joint resource mobilisation among stakeholders facilitate groups of stakeholders to cooperate thematically or sector wise to develop and solve practical issues around specific value chains provide a neutral platform for stakeholders to debate, learn from each other and exchange information

6 Mode of operation The AgriProFocus Network in Uganda only functions based on member and partners commitment and willingness to share and work together. The AgriProFocus mode of operation is for and through its members and partners. The AgriProFocus network has a coordination team which is there to facilitate the stakeholders to perform and achieve desired results.

7 Building and maintaining effective field-based networks Disclaimer: The network purpose and objectives set the pace on how operations are done, services offered and whom to engage with in

8 Stakeholder identification The principle here is What value is the Network to it s members? What Value are the members to the Network? Being clear about what the network or stakeholders bring is key to preventing one side becoming over reliant on the other for survival. This is the major basis on which stakeholders are identified and eventually become members of the network. Share good practices and information in a way that members and potential members find easy to access and enjoyable to engage with. This keeps the members hooked and also brings on board the new ones.

9 Key activities Knowledge development, management and sharing Business and market intelligence Business linkage activities to increase opportunities and investment in the sector e.g. o Business to Finance events o Business to business events o Facilitated matchmaking events o Trade missions o Research to Business events Facilitated Learning and Exchange activities Lobby and advocate for policy improvements around the different sector innovation platforms; Livestock, Horticulture and Dairy. Facilitation of Sector specific innovation platforms. Learning trajectories e.g. Gender in Value Chain Development and It takes 2-2 Trade

10 Methods of building, engaging and sustaining the networks Governance; steering or Advisory body Joint planning with the members/accountability Network Self assessment and appraisals (internal organisation of the network) Building connections for the Network; how well connected is it with donors, policy makers, strong private sector players, key organisations etc. how well connected is the Network? Building and maintaining relations for the Network; Keeping in close touch with strategic members, improve the know your members policy. Maintain clear and open communication channels. Being up to date with the ever changing member needs

11 Cont. Building strong expertise (internally and externally) in specific areas of network value to it s members. Best practices Trust and relationships are the glue that holds a network together. Create time and space for network members to build trust and relationships with one another. Plan for it. Maintain a neutral role; a sustainable network develops, nurtures and challenges relationships and individual needs amongst members. The facilitation role is key.

12 Means of engagement (communication and collaboration) Enabling communication through online platform engagement and social media o Keep information up to date and interesting o Database of contacts and topics o Market place o 2 way Feedback channel o Alerts on important or new content o Easy to search content Face to face engagements o Network days o Business to business meetings o Team up events for specific platforms o Platform meetings with key topics and issues to discus Development of Promotion materials and tool kits with information to share with stakeholders accordingly One on one meet up with key stakeholders Status reports; activity reports and annual reports

13 How did you motivate stakeholders to commit and participate? Networking opportunities through platforms and events Up to date and reliable sectoral information Policy Advocacy interventions and campaigns that address clear challenges e.g the foot and mouth disease campaign. Learning trajectories; gender in Value chains development. The online platform Meaningful linking and learning opportunities e.g. through research validation and linkages to private sector etc. Business / financial opportunities for members e.g. Identifying members to build coalitions with for joint resource mobilisation. One on one relations with key members of the Network; understanding their needs and addressing them through different activities Build and maintain integrity to motivate Trust in the network/be accountable and take responsibility. Follow up commitments

14 Challenges faced throughout the process The diversity in membership of the Network and the different needs of the members can easily compromise your Niche and Identity given that it does not evolve on the one size fits all principle. Diversity is key in order to keep relevant but there is a thin line with losing the value added. Measuring the Network s Impact given that it plays a facilitation role rather than an implementation role. Financial sustenance of the Network given the limitations in resource mobilisation that may seem to put the Network in a competitive position with its members Furthermore the financial dependency on a particular donor also creates risks. Relationships can become personal and one can observe different relationships with individual staff and different attitudes vis-a-vis the added value of the network. Increasing competition among different stakeholders and their desire to position and to distinguish themselves strongly. Keeping up with the ever changing trends and developments in the sector and at specific organisational level. Key to maintaining relevance

15 Key successes Lobby and advocacy Foot and mouth Disease campaign On the cooperative policy, in 2012 AgriProFocus Uganda was part of the National Cooperative Development Forum. AgriProFocus policy platform members coordinated by PELUM influenced the review process of the cooperative societies Act 1991 AgriProFocus influenced the approval of the national agriculture policy and provided a platform for non state actors to provide input and influence it s finalisation and launch Linking and Learning Gender in value chain development Learning trajectory; seen increased demand of the approaches and tools. 56 organisations (CSO, Private sector and Farmer organisations) taking on the approaches since 2012 Business and partnership linkages Over 35,000 stakeholders involved in network activities since Growth in the online platform membership to 5000; interactions, information and knowledge exchange, growth in the database of sector players. Growth in demand driven platforms e.g. Nyama platform, Horticulture, Dairy, youth in agribusiness

16 Efforts to sustainability Designed and developed the Network funding strategy that guides the processes of resource mobilisation and addresses the fears regarding competition with members but rather creating opportunities for them. o Demand driven approaches o Competitiveness o Leadership o Innovation Developed a clear value propositions that are relevant to network stakeholder needs o Clear separation of roles between the Network and members Developed products/services for Network members and other Networks (continuous process) Keeping track of sectoral trends and developments Establish longer term and strong partnerships with key partners/donors (beyond one donor) in the sector for strategic and longer term resource mobiliation.