Strategy and framework for developing text

STRATEGY AND FRAMEWORK FOR DEVELOPINGA COMMUNITY OF CLIMATE CHANGE CHAMPIONS

2010 - 2015

This publication is an output from a project supported by a grant provided to NAROby the Rockfeller Foundation (2009 CLI 321)

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Executive summary ____________________________________________________________________

In this document, a five-year (2010 – 2015) strategy and

framework are proposed for the National Agricultural Research

Organization (NARO), Uganda, to create champions who will

become a voice and means to generate, disseminate information

and leverage support and funds for climate change agenda at local,

national, regional and international levels. The climate change

champions will play a leadership role in inspiring and helping

different stakeholders to discuss, articulate a shared vision of a

sustainable future, and to create cohesion as a team.

The basic prerequisites for Champions in providing effective

stewardship in climate change include, but not exclusively, the

following:

Ability to communicate, influence, inspire and engage

different target audiences

Should be equipped with different skills and perceptions that

cross-sector culturally diverse teams offer in order to

generate innovative solutions

Ability to conduct climate resilience studies in aspects of

adaptation, mitigation, early warning systems, crop

modelling, statistical analyses, carbon printing, policy etc

Identification of priority-planning areas for action, based on

assessment of vulnerability and risk, and making the target

communities get involved and own the process

Setting goals and development of action points based on

requisite resources and capacity available

Measuring progress and updating action plans using versatile

monitoring and evaluation versatile tools jointly developed by

the Champions and climate resilient communities

STRATEGY / FRAMEWORK FOR CLIMATE CHANGE CHAMPIONS AT NARO UGANDA, 2010-2015

2


NARO has taken steps to initiate projects specifically designed to

address the impacts of climate change/ variability. Despite the

initiatives, however, adaptation and mitigation progress is still

limited, implemented in a piecemeal and uncoordinated manner.

Moreover a number of challenges still prevail such as project-

specific or single-institute approach to complex climate change/

variability issues; poor networking within NARO institutes; lack of

awareness on issues of climate change and variability;

uncoordinated research initiatives and inadequate knowledge on

climate change information packaging and dissemination.

To address these challenges, the Climate Change Strategy/

Framework has been formulated to:

1. Assess what farmers are doing to adapt to climate

change/variability impacts and adaptation

2. Analyze gaps in what is currently being done by NARO scientists

to help farmers adapt to the impacts of climate change and

variability and the mitigation initiatives

3. Recruit NARO champions

4. Train and build common interest learning alliances for the

selected champions - Training on climate change/ variability

interpretation and relation to agriculture

5. Create a network to link the champions of climate change within

NARO (community of practice).

6. Conduct sensitization workshops and seminars on issues of

climate change/ variability

An institutional framework within which the plan will be

implemented is outlined. The framework presented indicates that

NARO champions will operate from their Institutes but collaborate

with other stakeholders in climate change information chain:

3



1- Climate data producers: institutions that have their primary

mandate to generate climate data such as Meteorological

Department.

2- Audience: NARO champions will work to understand and

respond to the needs of the audience including farmers, policy

makers and the regional and international community. Most

importantly, NARO champions will need to interact and form

alliances with the media for effective communication with the

public.

To implement the above strategies, UDS 3,564,100 will be

required for the five years. Three main sources of funding are

expected, that is:

1- Government of Uganda through NARO annual budget.

2- Internally generated revenue from website (portal) which will

be established for exchange of data/innovation and

information products on climate change will be used to

maintain the network.

3- Solicitation from donors

A monitoring and evaluation framework has been included to

elaborate targeted strategies, indicators and the means to monitor

these indicators over time.

4



Table of Contents Executive summary ................................................................................................2

Table of Contents ....................................................................................................5

1. Introduction .......................................................................................................6

1.1 Background....................................................................................................6

1.2 Strategic focus..............................................................................................7

1.3 The current situation and way forward ..............................................8

1.4 Guiding Principles......................................................................................10

1.4.1 Climate resilient community .........................................................10

1.4.2 Effective communication of climate change information ...11

2. The strategy ....................................................................................................14

2.1 Assess how farmers adapt to climate change ...............................15

2.2 Analyze gaps in what is currently being done by NARO

scientists to help farmers adapt ..........................................................15

2.3 Recruit NARO champions .......................................................................16

2.4 Train and build common interest learning alliances for the

selected champions ..................................................................................18

2.5 Create a network to link the NARO champions .................. 19

2.6 Increase awareness on climate change/variability and

adaptation in NARO ..................................................................................20

5. Institutional Framework...............................................................................20

6. Financing Mechanism ....................................................................................23

7. Monitoring and Evaluation............................................................................27

Annex 1 Planning Process ..................................Error! Bookmark not defined.

5


Annex 1 Planning Process .............................................................................33


1. Introduction

1.1 Background

This document presents a strategy and framework for the National

Agricultural Research Organization (NARO), Uganda, to become a

voice and means to generate and disseminate information and

leverage support and funds for climate change agenda at local,

national and international levels. Prerequisite to this goal is the

need for creation of champions to communicate messages that

elaborate impacts of climate change and variability that relate to

agriculture and guide adaptation.

Climate change and variability affect agricultural productivity

directly through drought, floods, pests, diseases and catastrophic

events, as well as by temperature changes that affect plant

productivity. The changes may affect mankind livelihoods for a long

time. Despite this emerging high-level consensus, many people feel

that there is a leadership gap both globally and locally regarding

multi-lateral action to stop climate chaos and reduce the impacts of

human activity on the environment. The main question is whether

the lack of leadership is by default or design. Locally, it can be

attested that both scenarios are occurring. By default in that there

is no capacity built and dedicated to meet the challenges of climate

change holistically. By design, in that climate change is taken as a

paradigm shift and there was never a contingency plan developed to

respond to it accordingly. Therefore the mishaps of climate change

and variability have been largely unattended to, and the subtle

responses that are made are un-coordinated, untimely and more

than often result in only ephemeral solutions.

6



1.2 Strategic focus

The National Agricultural Research Organization (NARO) Uganda, is

the institution for guidance and coordination of all agricultural

research activities in Uganda. One of the key mandates is to assist

farmers in responding to climate change and variability. This

mandate is derived from the Plan for modernization of Agriculture

(PMA). The Plan for Modernization of Agriculture (PMA) is a holistic,

strategic framework for eradicating poverty through multi-sectional

interventions enabling the people to improve their livelihoods in a

sustainable manner. Modernizing agriculture will contribute to

increasing incomes of the poor by raising farm productivity as part

of Uganda’s broader strategy, the Poverty Eradication Action Plan

(PEAP). NARO has its vision, mission, and goal guided by the PMA

as follows:

NARO Vision: “A farmer responsive research system that

generates and disseminates problem-solving, profitable and

environmentally sound technologies, knowledge and information on

a sustainable basis”.

NARO Mission: “The generation, adoption and dissemination of

appropriate and demand-driven technologies, knowledge and

information through an effective, efficient, sustainable,

decentralized and well co-coordinated agricultural research system”.

Main goal of NARO: “To enhance the contribution of agricultural

research to sustainable agricultural productivity, economic growth,

food security and poverty eradication through generation and

dissemination of appropriate technologies, knowledge and

information”.

To realize the NARO vision, mission and goal amidst the challenges

of climate change and variability, therefore, NARO Uganda seeks to

develop a strategic plan and framework to strengthen capacities of

7



its staff in climate change information collation, interpretation,

packaging, dissemination and advocacy. Strategies are needed to

guide NARO on what capacities are required and how to develop the

capacities in packaging and disseminating information relevant to

implementation and garnering support for climate change and

variability prediction and adaptation.

1.3 The current situation and way forward

A survey has been conducted targeting all NARO institutes to take

stock of what is being done to help farmers adapt to the impacts of

climate change and variability and the mitigation initiatives. The

survey also took stock of the existing infrastructure and tools/

equipment used for recording various weather parameters.

The stocktaking exercise has revealed that there are some

initiative/ projects specifically designed to address the impacts of

climate change/ variability. However, these initiatives which are

intended to prepare farmers to adapt to the impacts of climate

change/ variability and for mitigation are very few, implemented in

a piecemeal and uncoordinated manner, and efforts have been

insufficient in comparison to the scale of the problem.

This has been precipitated by several critical challenges. Key

challenges include a project-specific or single-institute approach to

complex climate change/ variability issues; poor networking within

NARO institutes; lack of awareness on issues of climate change and

variability; uncoordinated research initiatives and inadequate

knowledge on climate change information packaging.

Institutionalisation of mechanisms that enable appropriate response

to the vagaries of climate change and variability in a more

coordinated manner, and the actors being held more accountable, is

8



considered very appropriate. Generally, as part of preparedness in

dealing with climate change impacts it is important to have well-

facilitated and dedicated stewardship in place. The need for skills

dedicated to developing and promoting climate change adaptation

technologies is considered long over-due. Recruitment of climate

change leaders within the organisation, in this respect referred to,

as ‘Champions’, to inspire and help different stakeholders discuss,

articulate shared vision of a sustainable future, and create cohesion

as a team, is highly commendable and timely.

The basic prerequisites for Champions in providing effective

stewardship in climate change include, but not exclusively, the

following:

Ability to communicate, influence, inspire and engage

different target audiences

Should be equipped with different skills and perceptions that

cross-sector culturally diverse teams offer in order to

generate innovative solutions

Ability to conduct climate resilience studies in aspects of

adaptation, mitigation, early warning systems, crop

modelling, statistical analyses, carbon printing, policy etc

Identification of priority-planning areas for action, based on

assessment of vulnerability and risk, and making the target

communities get involved and own the process

Setting goals and development of action points based on

requisite resources and capacity available

Measuring progress and updating action plans using versatile

monitoring and evaluation versatile tools jointly developed by

the Champions and climate resilient communities

9



1.4 Guiding principles

Two principles guide the creation of champions at NARO:

1- A climate resilient community

2- Effective communication of climate change/variability

information

1.4.1 Climate resilient community

Growing recognition that greater community participation and

stakeholder engagement is the key to managing change/variability

effectively and building sustainable futures. A climate resilient

community is therefore one that takes proactive steps to prepare

for (i.e. reduce the vulnerabilities and risks associated with)

projected climate change/variability impacts.

To achieve this, the following guiding principles for resilience are

espoused:

i. Increase public awareness of climate change/variability and

its projected impacts on the community: can influence

changes in behaviours to decrease vulnerability and risk to

climate change, encourage community to reduce collective

and individual green house gas emissions and environmental

degradation to prevent the worst impacts of climate change

and variability in the future

ii. Increase technical capacity to prepare for climate

change/variability impacts: opportunities for learning about

climate change and variability, causes, its impacts,

information sharing and networking

10



iii. Mainstream information about climate change vulnerability

risks and preparedness into planning, policy and investment

decisions

iv. Increase the adaptive capacity of built, natural and human

systems in communities: including mobility, erosion and flood

control or habitat and public health services

v. Strengthen community partnerships that reduce vulnerability

and risks to climate change/variability impacts: climate

change/variability impacts may originate outside the

jurisdictional boundaries of a community (e.g. vector-borne

diseases)

1.4.2 Effective communication of climate change information

Creation of a community of champions will provide opportunity for

NARO to engage with complex issues of the science of certainties

and uncertainties on climate change/variability, and vulnerability

reduction. This will enhance the organisation’s understanding of

complex and uncertain scientific findings, enable understanding of

future vulnerability to inform long term organisation’s strategies

and can seek to inform the focus of future relevant scientific

research. Currently NARO does not have the time or capacity to

refer to ‘in-house’ original data sources. NARO relies on secondary

interpretations and in many cases, summaries and interpretations

of interpretations. Where there has been engagement with primary

climate data source, this has been achieved through

partnerships/collaboration with Meteorological Department of the

Ministry of Water and Environment. The created community of

champions, therefore, should work within a framework that enables

11



timely and appropriate information from existing data sources to

various audiences (see Figure 1 and 2).

Figure 1 Climate information flow to and from NARO Champions

Three factors that are seen as key to winning organisation buy-in on

climate change: climate change champions who are instrumental in

raising awareness and enlisting top-level support; membership of

the climate change coalitions that has provided valuable impetus;

and framing climate change in a way that relates to organisation’s

priorities. As a strategy in planning for climate change/variability

adaptation the following areas of climate science are considered

relevant to NARO:

More detailed seasonal forecasts in formats suitable and

accessible for local communities and this is justified by

revamping weather stations in the different agro-ecological

zones

12



Assistance in using existing sources of statistics or climate-

related data through capacity building in data analyses,

interpretation based on intra- and inter-seasonal climatic

variations

Support for using local climate data where available nationally

through data acquisition from meteorological department

and/or IGAD Climate Prediction and Application Centre

(ICPAC)

Harnessing the climate science information and harmonising it

with indigenous technical knowledge within the communities

Climate science information in more accessible and user-

friendly language and formats

13



2. The strategy

This strategic plan is designed to be implemented in the period

2010-2015. Cognizant of the impacts of climate change and

variability on local farmers and noting the slow progress made in

adaptation and mitigation initiatives in Uganda, NARO has identified

strategies that will help to create a community of climate change

champions. The plan will aim to achieve the following strategic

objectives:

1. Assess what farmers are doing to adapt to climate

change/variability impacts and adaptation

2. Analyze gaps in what is currently being done by NARO scientists

to help farmers adapt to the impacts of climate change and

variability and the mitigation initiatives

3. Recruit NARO champions

4. Train and build common interest learning alliances for the

selected champions - Training on climate change/ variability

interpretation and relation to agriculture

5. Create a network to link the champions of climate change within

NARO (community of practice

6. Conduct sensitization workshops and seminars on issues of

climate change/ variability

The strategic plan includes a monitoring and evaluation framework

that elaborates strategies and the appropriate indicators to monitor

these indicators over time. As the plan is being rolled out, and the

planning process becomes institutionalized, indicators will be refined

and the NARO will be able to better measure its implementation

progress as well as benchmark itself with other similar institutions.

14



2.1 Assess how farmers adapt to climate change

Recognizing that farmers have devised to reduce their vulnerability

and to better adapt to climate change/variability, NARO will ensure

that the knowledge used is integrated in the scientific data and

information system. This requires continuous collection of

information on what the farmers know about the climate change

and variability and what they are doing to cope. Incorporating

indigenous knowledge is expected to add value to the development

of sustainable climate change/variability mitigation and adaptation.

Key strategies and initiatives:

• Design and implement a standard participatory protocol for

yearly assessment of strategies that are being devised by

farmers to cope with climate change and variability

• Design and implement a system to integrate the knowledge in

the design and implementation of NARO scientific mitigation

and adaptation strategies

2.2 Analyze gaps in what is currently being done by NARO scientists to help farmers adapt

The stock taking (section 1.3) shows various initiatives by NARO

scientists in helping farmers adapt to the impacts of climate change

and variability and mitigation. This information is valuable baseline

for evaluating the gaps that may affect the implementation of this

plan. The analysis of the gaps will integrate outputs of strategic

objective 1 and will include visioning of a benchmark of what can be

done.

15




• Carry out a participatory gap analysis on what is currently

done by NARO scientists

• Create and implement a system to integrate outputs of

strategic objective 1 with gap analysis on what NARO

scientists are doing

• Carry out visioning of a benchmark on what can be done

2.3 Recruit NARO champions

For this exercise, there will be need to have a focal person on

climate change/ variability in each NARO institute – the institute

directors will be required to identify a suitable person to take on this

responsibility. Since the responsibilities of the focal point will not

attract remuneration, the suitable person should be a NARO staff. In

regard to the responsibilities of the focal point, the coordination

office at NARL – Kawanda will be required to develop standard

terms of reference following the goals shown in Box 1.

Box 1: Goals for the Climate Change Focal Point

• Documentation of climate change activities in the institute• Documentation of products/ achievements coming out of the activities• Documentation of challenges/ constraints in regard to climate change studies

and adaptation and mitigation strategies• Documentation of participating institutions/ collaborators• Documentation of opportunities and needs• Monthly feedback to the coordination unit• Liaison with weather observers at the institutes• Documentation of policies, by-laws, regulations, etc. on climate change in

their local environment (institutional/ local government)• Create awareness about climate change in the institute and beyond • Identification of CBOs, CSOs, NGOs, etc. for collaboration• Response to calls for writing climate change proposals• Continuous recommendations

16



The research institutes hosting the focal points will be required to

do the following:

• Encourage project leaders to compile and provide information to

the climate change champions in user-friendly formats

• Give all the necessary support to the focal point – office space,

equipment (computers and accessories, telephone), guidance,

visibility/publicity, supervise mainstreaming climate

change/variability into agricultural research and development

activities

• The institute should be in position to facilitate and release the

focal point at any given time to communicate climate change

issues; attend meetings; and national, regional and international

workshops/ conferences

• The focal point should be given audience to articulate issues of

climate change within and outside the institute.

• The focal point should be facilitated to respond to calls for writing

climate change proposal.


• Create a system to identify NARO staff as focal persons on

climate change/variability

• Establish standard Terms of Reference for the NARO

Champions. The outputs of strategic objective 1 and 2 and the

goals outlined in Box 1 will be used.

• Inaugurate champions and gazette roles and sensitize

Directors on the roles of the institutes hosting the focal

persons or champions – inauguration workshop

• Implement of institutes ‘mandate of hosting the focal persons

or champions

17



2.4 Train and build common interest learning alliances for the selected champions

This will require re-position the NARO research function to improve

the understanding of climate change and relation to agriculture. The

strategic focus will be on training of the champions in climate

data/information collation and interpretation in relation to

agriculture. Sensitization/ training will entail a 3-day sensitization

workshop on aspects of climate change and variability. The

champions will also be introduced to international frameworks for

mitigating the effects of climate change e.g. REDD (Reducing

Emissions from Deforestation and Degradation), CDM (Clean

Development Mechanism). Other aspects of training will be on

climate change information packaging and dissemination.

In order to create a pool of climate change /variability experts from

which the champions will be continually drawn, a systematic

training program on climate change for NARO scientists will be

designed and implemented.


• Design and implement a training program for the champions

on climate change/ variability data collation and interpretation

in relation to agriculture

• Train the climate change champions in information packaging

and dissemination

• Develop a systematic training program for NARO scientists to

create a pool of climate change /variability experts beyond

the champions

18



2.5 Create a network to link the NARO climate change champions

To address the challenge of poor networking among the NARO

institutes, there will be need to establish a network to link climate

change champions, to garner synergies and partnerships between

various players addressing the challenges of climate change. This

initiative is aimed at eliminating duplication, increase collaboration

and sharing of research findings across a community of practice. At

the national level, the climate change champions will be brought

together in climate change forums to provide them a platform for

communication. NARO through the Agricultural Technology and

Advisory Services (ATAS) project will be required to provide funds

for this communication strategy. Create website (portal) for

exchange of climate/innovations and products:

To operationalize the network, there will be need for a web design

where the champions will load climate change adaptation

innovations/ information/ outputs. For sustainability, the champions

will be given passwords to access the website, but all other users

will be required to pay in order to access the website. The revenue

thus generated will be used to maintain the network.

Key strategies and initiates:

1- Create website (portal) for exchange of climate/innovations

and information products

2- Establish a billing system for collecting funds from the website

portal non NARO users and use the collected revenue to

maintain the network.

19



2.6 Increase awareness on climate change/ variability and adaptation in NARO

Following the initial workshop to sensitize Institute Directors on

their roles and responsibilities, NARO-wide quarterly briefings and

yearly workshops will be undertaken.


• Sensitize NARO management on the work of the champions –

yearly seminars/workshops

• Communicate upcoming issues of climate change/ variability –

quarterly briefs; and yearly workshops

• Communicate adaptation measures – quarterly briefs and

yearly workshops

• Share challenges and opportunities - quarterly briefs and

yearly workshops

5. Institutional Framework

A framework for creation of NARO community of climate change

champions is presented. The framework enables NARO to work

within limitations that may hamper its commitments to addressing

climate change impacts judiciously. The limitations include but are

not limited to:

1- Limited economic resources and infrastructure,

2- Low levels of technology,

3- Poor access to information and knowledge

4- Non-mainstreaming of climate change and variability activities

in the current research portfolio

20



5- Non-dedicated and predictable resources to research on

climate change and variability.

An institutional framework and arrangement that encompass

integration of climate change activities in public agricultural

research institutions (PARIs) is, therefore, considered appropriate

in demonstrating NARO’s potential and contribution to climate

change mitigation and adaptation technologies. Presently NARO

has adaptation technologies that can be scaled-out through a three-

tier interactive framework of various stakeholders as shown in

Figure 2.

This means that beyond NARO, other stakeholders are important

players in climate change information chain:

3- Climate data producers: NARO champions will rely on and or

work closely with institutions that have their primary mandate

to generate climate data

4- Audience: NARO champions will work to understand and

respond to the needs of the audience including farmers, policy

makers and the regional and international community. Most

importantly, NARO champions will need to interact and form

alliances with the media for effective communication with the

public.

21



Figure 2 Key stakeholders in agro-climate change information

The envisaged climate change champions will therefore be expected

to:

1- Position the target audience, especially farming communities

with relevant information and knowledge on how they can

adapt to the changing scenarios.

2- Champion adaptation strategies such as:

• Seasonal changes and sowing dates

• Different variety or species of crops

• Water harvesting, containment, supply and irrigation system

• Other inputs (fertiliser, tillage methods, grain drying, storage)

• New crop varieties

• Forest fire management with suitable species and silvicultural

practices

The adaptation strategies would help in:

Reducing food security risk

Identifying present vulnerabilities

Adjusting agricultural research priorities

Protecting genetic resources and intellectual property rights

22



Strengthening agricultural extension and communication

systems

Adjustment in commodity and trade policy

Increased training and education

Identification and promotion of climatic benefits and

environmental services of trees and forests

6. Financing Mechanism

The total expenditure is estimated at US Dollars 3,564,100.

A detailed breakdown according to each strategy is presented in

Table 1 below.

The budget is expected from the following main sources:

1- Government through NARO

3- Internally generated - The revenue generated from website

(portal) will be used to maintain the network

4- Solicitation from Donors

NARO Management responsibilities:

• Institutes/ NARO will be required to support the activities of the

climate change champions in their constituencies e.g. the

sensitization workshops.

• Institutes will establish a reward system to motivate the

champions on an annual basis

• NARO will be required to provide funds for establishing the

network to link champions

• NARO will also be required to meet the cost of the 3-day

sensitization workshop

23



Role of champions:

As indicated in section (2.3), one of the goals for creating the NARO

champions will be to solicit funding for climate change science at

NARO. The champions will, therefore, as part of their ToR engage in

proposal writing to garner financial support for their campaigns and

supplement Government funding.

24


S ST TR R

A AT TE EG G

Y Y/ /F FR R

A AM M

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F FO OR R

C CL LI IM M

A AT TE E

C CH H

A AN N

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N NA AR RO O

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Table 1

Plan

ned

expen

ditu

re for the p

lan p

eriod (2

01

0–

20

15

)

SO

#

Strateg

iesY

ear 1Y

ear 2Y

ear 3Y

ear 4Y

ear 5TO

TAL

CO

ST U

SD

Strateg

ic ob

jective 1: A

ssess how

farmers ad

apt to clim

ate chan

ge

SO 1

1.1 Design and im

plement a standard participatory protocol for yearly

assessment of farm

ers adaptation to climate change and variability

12,8007,800

7,8007,800

2,00038,200

1.2 Design and im

plement a system

to integrate the knowledge in the

design and implem

entation of NARO

scientific mitigation and adaptation

strategies5,000

5,000

SO

1 T

OTA

L1

7,8

00

7,8

00

7,8

00

7,8

00

2,0

00

43

,20

0S

trategic o

bjective 2

: Assess h

ow farm

ers adap

t to climate ch

ang

e

SO 2

2.1 Carry out a participatory gap analysis on w

hat is currently done by N

ARO

scientists -w

orkshop 12,000

12,0002.2 C

reate and implem

ent a system to integrate outputs of strategic

objective 1 with gap analysis on w

hat NARO

scientists are doing10,000

5,0005,000

5,0002,000

27,0002.3 C

arry out visioning of a benchmark on w

hat can be done-w

orkshop 10,000

10,000S

O2

TO

TAL

32

,00

05

,00

05

,00

05

,00

02

,00

04

9,0

00

Strateg

ic Ob

jective 3: R

ecruit an

d d

eploy N

AR

O C

limate C

han

ge C

ham

pion

s

SO 3

3.1 Create a system

to identify NARO

staff as focal persons on climate

change/variability 0

3.2 Establish standard Terms of R

eference for the NARO

Cham

pions. 0

3.3 Inaugurate champions and gazette roles and sensitize D

irectors on the roles of the institutes hosting the focal persons or cham

pions –inauguration w

orkshop80,000

80,0003.4

Implem

ent institutes

‘mandate

of hosting

the focal

persons or

champions

350,00012,000

12,0006,000

6,000386,000

SO

3 T

OTA

L4

30

,00

01

2,0

00

12

,00

06

,00

06

,00

04

66

,00

0

Strateg

ic Ob

jective 4: Train

and

bu

ild com

mon

interest learn

ing

alliances fo

r the selected

cham

pion

s

SO 4

4.1 Design and im

plement a training program

for the champions on

climate change/ variability data collation and interpretation in relation to

agriculture200000

5000050000

5000050000

4000004.2 Train the clim

ate change champions in inform

ation packaging and dissem

ination150000

3000030000

3000035000

2750004.3 D

evelop a systematic training program

for NARO

scientists to create a pool of clim

ate change /variability experts beyond the champions

95004000

400017500

25


S ST TR R

A AT TE EG G

Y Y/ /F FR R

A AM M

E EW WO O

R RK K

F FO OR R

C CL LI IM M

A AT TE E

C CH H

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C CH H

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P PI IO ON N

S SA AT T

N NA AR RO O

U UG G

A AN N

D DA A, ,2 20 01 10 0- -2 20 01 15 5, ,

P PA AG G

E E2 26 6

SO

#

Strateg

iesY

ear 1Y

ear 2Y

ear 3Y

ear 4Y

ear 5TO

TAL

CO

ST U

SD

SO

4 T

OTA

L3

59

50

08

40

00

84

00

08

00

00

85

00

06

92

50

0

Strateg

ic ob

jective 5: C

reate a netw

ork to lin

k the N

AR

O clim

ate chan

ge ch

amp

ions

SO 5

5.1Create w

ebsite (portal) for exchange of climate/innovations and

information products

5520012000

1200012000

12000103200

5.2 Establish a billing system for collecting funds from

the website

portal non NARO

users and use the collected revenue to maintain the

network

50005000

SO

5 T

OTA

L6

02

00

12

00

01

20

00

12

00

01

20

00

10

82

00

Strateg

ic ob

jective 6: In

crease awaren

ess on clim

ate chan

ge/

variability an

d ad

aptation

in N

AR

O

SO 6

6.1 Sensitize N

ARO

managem

ent on the work of the cham

pions –yearly

seminars/w

orkshops62600

6260062600

6260062600

313000

6.2 Com

municate upcom

ing issues of climate change/ variability –

bulletin, quarterly briefs; and yearly workshops

120000120000

120000120000

120000600000

6.3 Com

municate adaptation m

easures –Bulletin, quarterly briefs and

yearly workshops

120000120000

120000120000

120000600000

6.4 Share challenges and opportunities -

Bulletin, quarterly briefs and

yearly workshops

120000120000

120000120000

120000600000

SO

6 T

OTA

L4

22

60

04

22

60

04

22

60

04

22

60

04

22

60

02

11

30

00

Institutional Framework

Establish and document an institutional fram

ework and arrangem

ent that encom

pass integration of climate change activities in public

agricultural research institutions (PARIs)

20,000.0020,000.00

Institu

tional Fram

ework TO

TAL

20

00

00

00

02

00

00

M&E

Implem

ent M&

E : Quarterly reports by cham

pions to the directors; Yearly progress reports , M

id-term evaluation of the plan , and Final

evaluation at the end of the plan6,400.00

6,400.0036,500.00

6,400.0036,500.00

92,200.00M

&E TO

TAL

64

00

64

00

36

50

06

40

03

65

00

92

20

0

TOTAL

GR

AN

D TO

TA

L1

,32

8,5

00

54

9,8

00

57

9,9

00

53

9,8

00

56

6,1

00

3,5

64

,10

0

26



7. Monitoring and Evaluation

7.1 Measuring the mainstreaming of climate change and vulnerability in NARO

The strategy being developed is to enable the mainstreaming of

information on climate change vulnerabilities, risks and

preparedness into the research agenda, policy-making and planning

of future NARO programmes. The following parameters, but not

exclusively, will be used to measure mainstreaming climate change

information in NARO’s research agenda:

Number of research plans in which climate change is

addressed qualitatively and quantitatively

Existence and thoroughness of guidelines on how to integrate

new or updated information on climate change vulnerability,

risk and preparedness into decision-making

Existence and number of dedicated staff to help facilitate

preparedness actions on climate change variabilities

Existence and amounts of funds for vulnerability and risk

assessment, preparedness actions, measurement of resilience

Existence of fora which have been established for information

sharing about vulnerabilities.

To implement the M & E plan, the following will be undertaken:

1- Quarterly reports by champions to the directors

2- Yearly evaluation of progress according to the log-frame

(Table 2)

3- Mid-term evaluation of the plan

4- Final evaluation at the end of the plan

27


S ST TR R

A AT TE EG G

Y Y/ /F FR R

A AM M

E EW WO O

R RK K

F FO OR R

C CL LI IM M

A AT TE E

C CH H

A AN N

G GE E

C CH H

A AM M

P PI IO ON N

S SA AT T

N NA AR RO O

U UG G

A AN N

D DA A, ,2 20 01 10 0- -2 20 01 15 5, ,

P PA AG G

E E2 28 8

Table 2

Mon

itoring

ad Evalu

ation p

lan: S

trategic p

lan Log

Frame

Strateg

iesIn

dicato

rs M

eans of V

erification

Resp

onsib

ility

Strateg

ic ob

jective 1: A

ssess how

farmers ad

apt to clim

ate chan

ge

.1D

esign and

implem

ent a

standard

participatory protocol

for yearly

assessment

of

farmers

adaptation to

climate change and variability

•Survey protocol docum

ent in place

•5 survey reports: 1 report /year

for the five year plan

•Survey protocol docum

ent

•Survey R

eports

•Adm

inistrative: Q

uarter/Annual

Reports

•Clim

ate change focal person

at NARL-

Kaw

anda

•Consultant

.2D

esign and

implem

ent a

system

to

integrate the knowledge in the design and

implem

entation of

NARO

scientific

mitigation and adaptation strategies

•Integrated

system

of local

and

scientific know

ledge on

climate

change adaptation

•Reports

•O

nsite visit

•Clim


at NARL-

Kaw

anda

•Consultant

Strateg

ic ob

jective 2: A

nalyze g

aps in

wh

at is curren

tly bein

g d

one b

y NA

RO

scientists to h

elp farm

ers adap

t

2.1 Carry out a participatory gap analysis on

what is currently done by N

ARO

scientists

•G

ap Analysis report

•G

ap Analysis report

•Adm

inistrative: Q

uarter/Annual

Reports

•Clim


at NARL-

Kaw

anda

2.2Create and im

plement a system

to integrate

outputs of

strategic objective

1 w

ith gap

analysis on what N

ARO

scientists are doing

•System

to

integrate local

knowledge

with

what

NARO

scientists are doing in place

•D

ocumentation on system

•Reports

•Clim


at NARL-

Kaw

anda

•Consultant

2.3Carry out visioning of a benchm

ark on what

can be done-w

orkshop

•Visioning w

orkshop

•Benchm

ark of what can be done in

place

•Visioning report

•Clim


at NARL-

Kaw

anda

•Consultant

Strateg

ic Ob

jective 3:

Recru

it and

dep

loy NA

RO

Clim

ate Ch

ang

e Ch

amp

ions

3.1 Create a system

to identify NARO

staff as

focal persons on climate change/variability

•System

in place •

Reports

•O

nsite visit

•Clim

ate change Focal Person

at NARL K

awanda

3.2Establish standard Term

s of Reference for

the NARO

Cham

pions.

•ToR

in place•

Clim


at NARL K

awanda

28


S ST TR R

A AT TE EG G

Y Y/ /F FR R

A AM M

E EW WO O

R RK K

F FO OR R

C CL LI IM M

A AT TE E

C CH H

A AN N

G GE E

C CH H

A AM M

P PI IO ON N

S SA AT T

N NA AR RO O

U UG G

A AN N

D DA A, ,2 20 01 10 0- -2 20 01 15 5, ,

P PA AG G

E E2 29 9

Strateg

iesIn

dicato

rs M

eans of V

erification

Resp

onsib

ility

3.3Inaugurate

champions

and gazette

roles

and sensitize D

irectors on the roles of the

institutes hosting

the focal

persons or

champions –

inauguration workshop

•Inaugurated cham

pions

•Roles confirm

ed and gazetted at an

inaugurationw

orkshop-100

participants

•D

ocument

gazetting roles

for

champions and institutes

•W

orkshop report

•Clim


at NARL K

awanda

3.4Im

plement

institutes ‘m

andate of

hosting

the focal persons or champions:

−Encourage project leaders to com

pile and

provide information to the clim

ate change

champions in user-friendly form

ats

−G

ive necessary support to the focal point –

office space,

equipment

(Com

puters and

accessories, telephone),

guidance,

visibility/publicity, etc.

−The

institute to

facilitateand

release the

focal point

at any

given tim

e to

comm

unicate climate change issues; attend

meetings;

and national,

regional and

international workshops/ conferences

−Facilitated focal point to respond to calls for

writing clim

ate change proposal.

•Im

plementation

of institutes

mandate of hosting focal persons:

−Am

ount of

usable

climate

information provided to the clim

ate

change champions

−Kinds

of support

provided to

the

focal point-office space, m

entoring,

visibility/publicity, supervision, etc.

−N

umber of

activities the focal point

has undertaken

in com

munication

of climate change issues; attended

meetings and national, regional and

international w

orkshops/

conferences

−N

umber of proposals a cham

pion

has responded to

•Reports

•O

n-site visits

•Institute D

irectors

•Clim

ate change champions

Strateg

ic Ob

jective 4:

Train an

d b

uild

comm

on in

terest learnin

g allian

ces for th

e selected ch

amp

ions

4.1D

esign and implem

ent a training program

for the champions on clim

ate change/

variability data collation and interpretation

in relation to agriculture

•Training

program

on clim

ate

change data

and inform

ation

collation and interpretation in place

•Training m

anual in place

•N

umber of cham

pions trained

•Training m

anual

•Training report

•Adm

inistrative reports

•Institute D

irectors

•Clim

ate change Focal person

at NARL K

awanda

•Consultant

29


S ST TR R

A AT TE EG G

Y Y/ /F FR R

A AM M

E EW WO O

R RK K

F FO OR R

C CL LI IM M

A AT TE E

C CH H

A AN N

G GE E

C CH H

A AM M

P PI IO ON N

S SA AT T

N NA AR RO O

U UG G

A AN N

D DA A, ,2 20 01 10 0- -2 20 01 15 5, ,

P PA AG G

E E3 30 0

Strateg

iesIn

dicato

rs M

eans of V

erification

Resp

onsib

ility

4.2Train the clim

ate change champions in

information packaging and dissem

ination

•Training

program

on clim

ate

change data

and inform

ation


•N

umber of cham

pions trained

•Training m

anual

•Training report

•Adm

inistrative reports

•Institute D

irectors

•Clim


at NARL K

awanda

•Consultant

4.3D

evelop a systematic training program

for

NARO

scientists to create a pool of climate

change /variability

experts beyond

the

champions

•Training

program

on clim

ate

change data

and inform

ation


•N

umber

of

NARO

Scientists

trained

•Training m

anual

•Training report

•Adm

inistrative reports

•Institute D

irectors

•Clim


at NARL K

awanda

•Consultant

Strateg

ic ob

jective 5: C

reate a netw

ork to lin

k the N

AR

O clim

ate chan

ge ch

amp

ions

5.1Create

website

(portal) for

exchange of

climate/innovations

and inform

ation

products

•W

ebsite portal in place

•N

umber

of Cham

pions on

the

network

•O

nsite visit

•Reports

•Internet checks

•Institute D

irectors

•Clim


at NARL K

awanda

•Consultant

5.2Establish

a billing

system

for collecting

funds from

the

website

portal non

NARO

users and

use the

collected revenue

to

maintain the netw

ork

•Billing system

in place

•N

umber of outsiders ( N

on-NARO

)

users on the net

•Reports

•Internet checks

•Institute D

irectors

•Clim


at NARL K

awanda

•Consultant

Strateg

ic ob

jective 6: In

crease awaren

ess on clim

ate chan

ge/

variability an

d ad

aptation

in N

AR

O

6.1Sensitize N

ARO

managem

ent on the work of

the cham

pions –

yearly

seminars/w

orkshops

•Sensitization

workshops

(1 per

year over

the five

years of

implem

entation)

•W

orkshop reports

•Adm

inistrative quarterly reports

•Cham

pions

6.2Com

municate

upcoming

issues of

climate

change/ variability

–bulletin,

quarterly

briefs; and yearly workshops

•Q

uarterly briefs

•M

onthlybulletins in place

•5

Sensitization

workshops

(1 per

year over the five years)

•Bulletins

•W

orkshop reports

•Adm


•Cham

pions

30


S ST TR R

A AT TE EG G

Y Y/ /F FR R

A AM M

E EW WO O

R RK K

F FO OR R

C CL LI IM M

A AT TE E

C CH H

A AN N

G GE E

C CH H

A AM M

P PI IO ON N

S SA AT T

N NA AR RO O

U UG G

A AN N

D DA A, ,2 20 01 10 0- -2 20 01 15 5, ,

P PA AG G

E E3 31 1

Strateg

iesIn

dicato

rs M

eans of V

erification

Resp

onsib

ility

6.3Com

municate

adaptation m

easures –

Bulletin,

quarterly briefs

and yearly

workshops

•Q

uarterly briefs

•M

onthlybulletins

•5

Sensitization

workshops

(1 per


•Bulletins

•W

orkshop reports

•Adm


•Cham

pions

6.4Share

challenges and

opportunities

-

Bulletin,

quarterly briefs

and yearly

workshops

•Q

uarterly briefs

•M

onthlybulletins

•5

Sensitization

workshops

(1 per


•Bulletins

•W

orkshop reports

•Adm


•Cham

pions

Institu

tional Fram

ework

Establish and

document

an

institutional

framew

ork and

arrangement

that encom

pass

integration of climate change activities in public

agricultural research institutions (PARIs)

•Fram

ework docum

ent in place

•Com

munication

channels

documented

•Fram

ework docum

ent in place

•Reports

•Institute directors

•Clim


at NARL K

awanda

•Cham

pions

Finan

cial mech

anism

s

Secure

budget from

G

overnment

and solicit

funds from donors

•N

umber of budget

items on clim

ate

changesubm

itted to Governm

ent

•N

umber of proposals subm

ited

•N

umber

of projects

funded

by

donors

•Existence and am

ounts of funds for

vulnerability and

risk assessm

ent,

preparedness actions, measurem

ent

of resilience

•Budget papers

•Budget reports

•Adm

inistrative reports

•Project reports

•O

n-site visits


•Clim

ate change

Focal

person at

NARL

Kaw

anda

•Cham

pions

Mon

itoring

and

Evalu

ation

Implem

ent M&

E

−Q

uarterly reports by champions to the

•M

and E reports in place

−Q

uarterly reports by champions

•M

& E reports

•Adm

inistrative reports


•Clim

ate change

Focal

person at

NARL

31


S ST TR R

A AT TE EG G

Y Y/ /F FR R

A AM M

E EW WO O

R RK K

F FO OR R

C CL LI IM M

A AT TE E

C CH H

A AN N

G GE E

C CH H

A AM M

P PI IO ON N

S SA AT T

N NA AR RO O

U UG G

A AN N

D DA A, ,2 20 01 10 0- -2 20 01 15 5, ,

P PA AG G

E E3 32 2

Strateg

iesIn

dicato

rs M

eans of V

erification

Resp

onsib

ility

directors

−Yearly evaluation of progress according

to the log-frame (Table 2)

−M

id-term evaluation of the plan

−Final evaluation at the end of the plan

−Yearly

evaluation of

progress

reports

−M

id-term evaluation report

−Final evaluation report

Kaw

anda

•Cham

pions

32


Annex 1 Planning Process

Approach

A participatory / consultive process was followed in the preparation of this strategy/framework as follows: 1-First, a participatory situation analysis was undertaken. Discussions and interviews were held with selected staff of NARO to obtain information on the existing capacity and infrastructure for climate change. 2- Consultative meeting was held with the Director and senior staff responsible for climate change at NARL Kawanda 3- Brainstorming sessions were held on how to create the champions and the formulation of strategic objectives. 4- A draft strategy was developed and discussed amongst selected senior staff of NARO 5- Integrating comments on a final document was produced

Planning team

Dr. Jane Bemigisha (planning Leader)programme ManagerInternational Foundation for Science (IFS)Eastern Africa HubHosted at the Regional Universities Forum forcapacity Building in Agriculture (RUFORUM)plot 151 Garden Hill, Makerere University,Kampala - UgandaFax: +256-414 567 649Tel: + 256-414 535939: Mobile: +256 772467709Email 1: [email protected] 2: [email protected]

Dr. Evelyn Komutunga,Agronomist/Agro meteorologistNational Agricultural Research Laboratories Institute - KawandaNational National Agricultural Research Organization (NARO),Box 7065 Kampala, Uganda,Tel: +256 414 567 649Tel Mobile: +256 772 573687E-mail: [email protected]

33


Dr. Drake Mubiru

Team Leader of Natural Resources Research GroupNational Agricultural Research Laboratories Institute-Kawanda,National agricultural Research Organization (NARO)Box 7065 Kampala, UgandaTel: +256 414 567 649Mobile: +256 782415843Email: [email protected]

Dr. Ambrose Agona

DirectorNational Agricultural Research OrganisationNational Agricultural Research Laboratories Institute - KawandaP.O. Box 7065Kampala UgandaTel: +256 414 567 649Mobile: +256 (0) 772 423 245Email : [email protected]: [email protected]

34
