Strategic Plan 2017-2022
The APAARI Vision 2030 provides the basic framework for developing APAARI Strategic Plan 2017-2022 and the Association’s future strategies and operational plans. This Plan creates a road map through which APAARI and its partners and stakeholders can collectively contribute to the realization of the vision. The Strategic Plan provides a resource for decision making, funding allocation and activity prioritization.
The strategies outlined in the Strategic Plan respond to the changing needs of Asia and the Pacific. Whilst the region has experienced rapid economic growth in recent years and consequently made impressive progress against the Millennium Development Goals (MDGs), large disparities persist and the poorest continue to be denied their share of the benefits. Eighteen per cent of the APR population (or 772 million people) still live on less than USD 1.25 per day. Rising incomes and purchasing power are placing pressure on food supplies, driving an increase in income inequality and raising questions of future sustainability. Many of the poorest people in the region are still small producers, hampered by low productivity and inadequate access to input and output markets. Gender inequality and disengagement of youth in agriculture also persist to hamper rural development efforts. The agri-food system (AFS) remains at the centre of the region’s key challenges, making APAARI and this Strategic Plan crucial to realizing many of the newly designed SDGs.
The APAARI Strategic Plan has been developed following consultation with APAARI stakeholders and relevant agricultural experts. Using the thematic thrusts described in APAARI’s Vision 2030 and an analysis of the current development context, APAARI identified four priority themes, four programmes, and two cross-cutting areas. Furthermore, improved APAARI governance and development will be the key to transforming agri-food research and innovation systems in the region.
Thematic Areas
| Theme | Development outcomes |
| 1. Mobilization, management and use of natural resources for sustainability of AFS | 1.1 Land and water resources are managed and used effectively for sustainable productivity and environmental protection. 1.2 Forests, agro-forestry and trees are utilized and integrated for the transformation and development of AFS. 1.3 Agrobiodiversity is effectively managed and utilized for increased agricultural productivity, efficiency and sustainability. 1.4 Biotechnologies and related regulatory systems are promoted and applied for improved productivity, nutritional quality, and sustainability of AFS. 1.5 Systems of sustainable generation and use of energy, including bio-energy and biomass are designed and adapted to local conditions. |
| 2. Management of risks and uncertainties in the AFS | 2.1 Policies and strategies for managing (minimizing) price and market risks in agriculture and AFS are developed and adapted. 2.2 Tools for coping with uncertainties arising from the effects of climate change, sea level rise, natural disasters and man-made catastrophes are developed and improved. 2.3 Systematic processes of and partnerships in biosecurity at borders and on farms in preventing and managing the spread of transboundary pests and disease are developed. |
| 3. Inclusive development and integration of value chains targeted at benefiting smallholders | 3.1 Small producers, rural communities and women are integrated with other value chain actors so they receive the benefits of integrated markets. 3.2 Innovative best practice for reduced harvest and postharvest loss and wastage is applied and integrated. 3.3 Smallholder agriculture is integrated into manufacturing and service sectors, especially agro-industries, agri-business and agri-services to ensure employment for rural communities. |
| 4. Analysis, strengthening and formulation of public policies and overarching regulatory frameworks to support the transformation and development of AFS | 4.1 Research into policy, socioeconomics and markets is supported to assist with developing and implementing policies and strategies to increase agricultural growth and development. 4.2 Policies and strategies for accessing and mobilization of land and water resources by smallholder producers and landless rural communities are developed and adopted. |
Knowledge Management
Key Strategy 1.1 AFS made more knowledge intensive to effectively contribute to sustainable agricultural development
| Specific strategies | Indicative activities |
| 1.1.1 Promote processes for knowledge sharing, learning and collaboration between primary stakeholders | • Coordinate face-to-face interactions • Facilitate participation of primary stakeholders in regional and global events • Share timely information on learning opportunities among primary stakeholders |
| 1.1.2 Promote tools for enhanced knowledge sharing, learning and collaboration | • Revamp the APAARI website and social media tools by updating and organizing content • Create new tools for knowledge sharing, learning and communication e.g. online discussions • Link with knowledge tools of members and partners to enable increased outreach |
| 1.1.3 Promote innovative ways to use Information & Communication Technology (ICT) in AFS | • Share solutions and experiences in using ICT in agri-food systems for faster scaling up e.g. through workshops, meetings, policy dialogue and online tools • Facilitate participation of primary stakeholders in ICT-related activities (including e-agriculture) |
Key Strategy 1.2 AFRIS strengthened through more effective knowledge management
| Specific strategies | Indicative activities |
| 1.2.1 Enhance knowledge sharing and engagement to enable faster technology, innovation and policy development | • Facilitate face-to-face and on-line meetings for knowledge sharing and engagement • Make knowledge-sharing and learning processes more interactive and learning oriented • Facilitate engagement between farmers, scientists and policymakers to enrich policy debate • Host multi-stakeholder consultations on technology and innovation |
| 1.2.2 Develop skills and capacity of stakeholders in knowledge management | • Train and mentor primary stakeholders on the use of social media |
| 1.2.3 Improve scientific data management to make it available for analysis and knowledge creation | • Support projects that improve data collection for research, compilation, management, analysis, evaluation and application e.g. Agricultural Science and Technology Indicators (ASTI) Project • Improve APAARI publication quality, relevance, packaging and outreach |
Partnership and Networking
Key Strategy 2.1 Innovative and strategic partnerships and networking strengthened
| Specific strategies | Indicative activities |
| 2.1.1 Facilitate technical cooperation in key Themes | • Initiate and implement strategic partnerships for effective resource mobilization, policy support, knowledge generation, and technology transfer • Coordinate the development of partnership proposals |
| 2.1.2 Develop public-private community partnerships to improve efficiency of adaptation and application of agricultural technologies and innovations | • Bring public, private and community sectors to expert consultations and policy dialogue • Facilitate engagement between public, private and community stakeholders |
| 2.1.3 Facilitate networking and collaboration between national, sub-regional, regional and global-level organizations within AFS | • Facilitate engagement of national stakeholders at regional and global events • Promote engagement of national stakeholders in existing agrifood networks |
| 2.1.4 Facilitate partnership with sub-regional and regional organizations | • Create new ways of coordinating and delivering support to AFRIS through sub-regional organizations, such as ASEAN, SAARC and SPC • Facilitate collective development actions through regional organizations, such as ADB, APEC, UNESCAP and FAO |
| 2.1.5 Facilitate networking and collaboration between AFS and regional and global multisector development partners to collectively work towards development outcomes | • Facilitate engagement with regional and global partners working in development sectors such as health, rural development, infrastructure and finance • Promote partnership with regional and global initiatives, such as G20, The World Economic Forum, Committee on World Food Security, COP 21 and GCARD |
| 2.1.6 Map primary stakeholders to enable better targeting and stronger engagement in collective action | • Identify potential stakeholders and assess their possible contribution to and benefits from AFRIS • Assess the contribution from and benefits to APAARI members |
Capacity Development
Key Strategy 3.1 Institutional arrangements for effective delivery of outcomes from AFRIS strengthened
| Specific strategies | Indicative activities |
| 3.1.1 Strengthen institutional capacity for the development of agri-food research and innovation system | • Use online and face-to-face interactions to create a culture of discussion and communication amongst members, partners and other stakeholders • Encourage the sharing of resources – knowledge, human, technical and financial – to strengthen institutional arrangements • Share successful models to reinforce capacity in leadership, governance, transparency, accountability, integrity and human resources |
| 3.1.2 Strengthen databases on human capacity to enhance sharing of talent | • Create and improve existing databases • Share opportunities for training, scholarships, and staff exchange programmes |
Key Strategy 3.2 Organizational capacity for good governance, effective management and delivery of research and innovations enhanced
| Specific strategies | Indicative activities |
| 3.2.1 Improve capacity of leaders and research managers in monitoring, evaluation and impact pathway analysis | • Coordinate training programmes on planning, M&E and impact pathways • Develop and share guidelines on M&E and impact pathways |
| 3.2.2 Develop and use improved skills and competency in managerial and organizational roles | • Coordinate training in e.g. leadership, management, governance, transparency, accountability, enabling infrastructure, communication, advocacy, and human resources |
| 3.2.3 Develop basic skills and competency of researchers in small, island and mountainous countries, and new/emerging organizations | • Create learning opportunities for small, island and mountainous countries and new/emerging organizations • Facilitate participation of disadvantaged stakeholders in training programmes • Provide post-training mentoring |
| 3.2.4 Address organizational capacity development needs in knowledge management, partnership and networking and advocacy | • Facilitate training, consultations and publications to develop organizational capacity in knowledge management, partnership, networking and advocacy |
Key Strategy 3.3 Technical competency developed
| Specific strategies | Indicative activities |
| 3.3.1 Build capacity of researchers and policy makers in technical areas | • Coordinate training in conservation agriculture, conservation and use of neglected species, options for recycling agricultural biomass, coping with uncertainties and/or cost-effective inputs and services for primary production • Facilitate policy dialogue on land and water resources, market integration and biotechnology • Organize expert consultations on developing/adapting options for improved land and water management, agroforestry, on-farm conservation of underutilized crops, biotechnology, recycling agricultural biomass, climate smart technologies and/or on-farm harvest and postharvest strategies |
| 3.3.2 Improve collaboration in areas requiring regional cooperation | • Organize policy dialogue on standards and regulations on agrobiodiversity, integration of value chains and/or cost effective production of inputs and services • Facilitate sharing of expertise in technical and managerial areas, such as managing agrobiodiversity and transboundary pests and disease |
Advocacy
Key Strategy 4.1 Understanding of the role of agri-food research and innovations in AFS and socioeconomic development improved
| Specific strategies | Indicative activities |
| 4.1.1 Increase political recognition of the role of agri-food research and innovation as a major driver of socio-economic development | • Monitor the contribution of agri-food research and innovation to socioeconomic development through data analysis • Conduct studies and policy research on issues related to agrifood research and innovation • Share results with policymakers through events, online and publications, such as policy briefs |
| 4.1.2 Improve the voice and engagement of disadvantaged stakeholders involved in AFS | • Improve representation of disadvantaged stakeholders in regional events • Provide face-to-face and online opportunities to share issues and success stories • Facilitate documentation and dissemination of experiences of disadvantaged stakeholders |
| 4.1.3 Strengthen capacity for advocacy | • Develop an advocacy resource kit • Provide training on different advocacy tools |
| 4.1.4 Engage social and broadcast edia to strengthen advocacy efforts | • Ensure participation of journalists from national, regional and/or global media in APAARI events • Promote APAARI events through social media • Encourage primary stakeholders to use APAARI blog for greater outreach |
Key Strategy 4.2 Investment in agri-food research and innovations improved for development of AFS
| Specific strategies | Indicative activities |
| 4.2.1 Enhance understanding of agrifood stakeholders and policy makers on the need, scope and return of improved investment | • Use events, policy dialogue and communication campaigns to sensitize agri-food stakeholders and policy makers on the need, scope and return (actual and potential) of improved investment • Facilitate socioeconomic and policy studies |
| 4.2.2 Assess the status, trend and priority for investment, and use the data to attract investment and improve decision making | • Work with IFPRI to plan and implement the ASTI project • Assess and use investment data for improved advocacy to mobilize investment for priority areas |
| 4.2.3 Develop advocacy tools and on-going dialogue on promoting investment | • Develop advocacy tools, such as policy briefs and fact sheets, to promote improved investment • Establish a resource group to facilitate dialogue on improved investment |
| 4.2.4 Assess and develop skills and capacities for mobilizing investment | • Coordinate training on mobilizing investments • Develop guidelines to feed into the advocacy toolkit |
| 4.2.5 Assess and adopt innovative funding and partnership mechanisms | • Document and share experiences with innovative funding and partnership mechanisms in APAARI-supported events • Initiate innovative partnerships e.g. with the private sector, regional and sub-regional organizations |
Cross-cutting areas
Women and youth
Key Strategy 5.1: Women and youth are engaged in productive and rewarding activities in AFS
| Specific strategies | Indicative activities |
| 5.1.1 Strengthen the engagement of women and youth in agricultural value chains, to enable them to receive a higher share of benefits from integrated markets | • Document and share success stories on value adding activities that are attracting women and youth • Involve more women and youth in expert consultations related to value chains • Promote engagement of women and youth through communication campaigns and social media |
| 5.1.2 Improve opportunities for women and youth in agri-food research | • Promote research scholarships and other work opportunities for women and youth • Involve more women and youth in analytical work, including in APAARI • Promote success stories about women and youth working in agricultural research |
| 5.1.3 Build capacity of women and youth in AFRIS | • Coordinate training for women and youth in value addition, agri-food research and extension, entrepreneurship, ICT and KM |
Key Strategy 5.2: Women and youth are appropriately represented in policy and decision making in AFS
| Specific strategies | Indicative activities |
| 5.2.1 Strengthen organizations of women and youth at national and regional levels to give them greater voice | • Create opportunities for women and youth to engage in regional and global dialogue • Encourage women and youth to learn and share experiences at APAARI events • Collect gender and age disaggregated data on participants at capacity development events |
| 5.2.2 Ensure inclusive representation of women and youth in APAARI | • Recognize and include women and youth as active members and staff of APAARI • Include women and youth in APAARI governance and policy decision making |
Foresight and visioning
Key Strategy 6.1 Developments, trends and changing needs that may impact on the realization of Vision 2030, are continuously monitored and evaluated and turned into actions
APAARI governance and development
Key Strategy 7.1: APAARI is efficient and effective in contributing to strengthening of AFRIS in the APR
| Specific strategies | Indicative activities |
| 7.1.1 Develop and effectively utilize the human capacity of the APAARI Secretariat | • Acquire and develop human talent in accordance with strategic priorities • Develop human resources through staff exchange, secondment, in-service training, and graduate training |
| 7.1.2 Effectively mobilize and utilize APAARI’s financial and material resources | • Mobilize funding through proactive revenue measures, and optimal use of reserves • Develop partnership and engagement strategy and standard to guide resource mobilization efforts • Allocate funding in accordance with strategic priorities |
| 7.1.3 Develop APAARI Secretariat competency in the four programme areas | • Support existing staff to participate in professional development and training |
| 7.1.4 Implement a PM&E and outcome assessment system | • Develop and implement effective PM&E systems for performance assessment of APAARI programmes |
| 7.1.5 Develop effective leadership and management, incorporating appropriate systems, structure and processes | • Refine policies and management standards for management of resources • Develop an enabling environment within the association for efficiency and effectiveness • Apply principles of transparency, accountability, prudence and due diligence in all APAARI operations |
| 7.1.6 Reform APAARI to deliver on APAARI’s mission and vision | • Build an inclusive environment with more stakeholders and wider representation • Focus on women, youth and CSOs that represent small producers • Assess and refine decision making and governance mechanism of APAARI to maximize efficiency • Change/amend APAARI constitution when necessary in accordance with the provision of Article 16 of the Constitution to deliver on APAARI mission and vision |