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AAS Tonle Sap Roll-out Report Back

AAS Tonle Sap Roll-out Report Back. Gareth Johnstone - Penang January 2014. AAS Tonle Sap - Roll-out Report Back. Part I Roll out Planning Scoping Diagnostics Community engagement Design AAS Approache s Partnerships Gender TA. Part II Early Outcomes Within WF

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AAS Tonle Sap Roll-out Report Back

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  1. AAS Tonle SapRoll-out Report Back Gareth Johnstone - Penang January 2014

  2. AAS TonleSap - Roll-out Report Back Part I • Roll out • Planning • Scoping • Diagnostics • Community engagement • Design • AAS Approaches • Partnerships • Gender TA Part II • Early Outcomes • Within WF • Personal changes • Community • Partner changes

  3. Roll out (pre-Know fair)- AAR • Planning • Scoping • Diagnostics • Community engagement • Design

  4. Community engagement - AAR • Planning with Constellation • SC workshop • Selection of community facilitators • CLCP training • Community visioning / AP • Knowledge fair

  5. Roll-out

  6. Planning roll-out Planning National setting 4-phases of Roll-out Hub-scoping Scoping Stakeholder consultation wksp Partnership analysis Community process Diagnosis Studies (C-WAAM, Product ID)) Analysis of plans strategic planning wksp Design intervention matrix re-filter community plans Gap-analysis Plan of work

  7. Pre-implementation Planning • PLT meetings 2012 • AAS organic & work in progress • Roll-out hand-book • Following a prescription • Roll-out working group • Limited exchange value • January planning • Key moment – overview • Constellation 3-way – critical

  8. Planning - New staff and recruitment • Recruitment • Doubling presence in Cambodia • Weak coordination • Despite 2 year preparation - resistance to change / new staff / better wages

  9. Planning - Hub Office • Location, location, location • Spread of villages around hub a challenge • Site selected to service northern hub • had access to airport • Utilization, utilization, utilization • How to make the hub-office cost effective and best utilized

  10. Early studies (National Analysis and others) • Two year prep process • created an expectation for roll-out but not easy to maintain interest • Identified areas of interest to partners (Oxfam, CRS, AIDA) • Studies to engage partners – limited success and poor capacity to do research • RO - National analysis report – • Useful (but like other studies) not well integrated into roll-out

  11. Scoping team / DDT Fab FiA CRS RUPP IFReDI ADIC ANKO IFReDI

  12. Scoping • Enabled a response to sense of knowing too little & also how to select communities • Meeting communities - positive • Method sound • across scales / policy to ground • Limited time but group felt it was a thorough process

  13. Scoping • Team diversity - positive • DDT members led production of chapters – engaged deeply in process • Development of HDC remains solid • Weakness - lack rice expertise

  14. Stakeholder Consultation Workshop • 65 participants including….. • 7 national government • 2 national research • 10 provincial government • 28 NGOs • 3 district authority • 11 community

  15. Stakeholder Consultation Workshop • DDT working one step at time • SCW everyone started to understand program • Scoping research opportunities further developed • Reinforced what communities were saying • Process enabled legitimacy and ownership

  16. Stakeholder Consultation Workshop • Fish dependencies score for com. selection took politics out • Facilitating workshop led to decision to provide backstopping to team • Dream building exercise was deemed good to include • Link between Constellation and workshop not fully understand

  17. Community engagement

  18. Community visioning and action plans • Timing - difficult due to election & pushed back to flood period • Gap between training & practice • Geography was constraining factor (land – water based) • Length of action plans (3 months) influenced how people prioritized

  19. (Com. Life Competency Process)CLCP method • Team added tools to process - resource mapping to benchmark dream / stakeholder analysis to know who can support action • Introduction of tools created some tensions with Constellation

  20. Community visioning and action plans • Confidence built in facilitators - some referred as transformative • Evidence strength based approach working - one village raised $500 towards plans • Community engagement required much commitment from the team, away from home for a long time

  21. Engagement with constellation

  22. Community engagement WorldFish & Constellation • Not always joined up thinking • Some tensions about method and approach • Care not to miss opportunities to use the skills of Constellation

  23. Facilitator training and planning for design wksp in Penang • Preparation for design through a small group going to Penang for three days was useful • Value of experiential learning for building capacity to work with complex processes

  24. Design Process • Group happy with framework • Recognized need more clarity on its components to communicate with confidence • Process built ownership - whole DDT can speak to framework • No engagement of Constellation and therefore disconnect with Knowledge Fair

  25. Design outputs

  26. Tonle Sap Hub Strategic Framework for Aquatic Agricultural Systems R in D initiatives Water quality &health Land &water management Livelihoods diversification R in D Integration areas Governance and Institutions Gender Transformative Approaches Stakeholder research opportunities & community development visions Approach & process Knowledge, sharing and learning Partnerships & capacity development Scaling up & out Tonle Sap Hub (Village, Commune , Province & National levels) Outcomes & Impacts Clean water Healthy & productive ecosystems Improved livelihoods & Food, Nutrition Security

  27. Knowledge Fair • Platform for innovation and KSL • 70 participants - 45 change stories • Emerging research dialogue – how RnD is done in community • Research framework communicated through performance • Interaction and discussion with other projects – “salaphoum” • HQ and Constellation interaction would have been useful – link to RnD capacity building

  28. AAS Approaches

  29. AAS Approaches applied in AAS Roll-out • Partnerships & Gender TA • KSL and RnD (Know. Fair) • Scaling (2014)

  30. Partners • Partners meeting at beginning of year - key moment shifting from ‘talking the talk’ to ‘walking the walk’ • Some national partners (such as CRS) mixed interest throughout roll-out process but becoming more involved • Now have something to show to promote interest

  31. MOA and Partnerships • Partnerships built at two levels • national and local • Signing MOAs - key moment • National MOAs signed same time with TSA and IFReDI • to demonstrate equal partnership, importance and funding • Organic process of network building • Process is challenging and time consuming but beneficial

  32. Partnerships Engagement with IWMI & Bioversity National Local 8 local partners overseeing tasks

  33. PartnershipsWorking with a coalition of partners

  34. GTA and Partnerships with GADC • Partnership with GADC • Strong network and policy inputs • Violence against women / women in leadership roles • Want stronger presence in rural development & agriculture • GTA through GADC • MoA– 1 year contract • GRA working with GADC and WorldFish teams on RnD • Poss. model for other partners

  35. Early outcomes

  36. Early Outcomes • Within WorldFish • Personal changes • Community changes • Partner changes

  37. Within WorldFish Initial phase • AAS seen as a project • We will return to traditional portfolio • Local partners aware of some tensions between program and projects • Perception that team is over resourced • Where’s the science…? Cambodia portfolio AAS Other projects Other CRPs

  38. Within WorldFish Current phase • AAS not going away (yet!) • HQ smart to get the $ • Biggest program in portfolio • Local partners seeking integration with AAS • Part-time AAS staff beginning to feel part of and understand program AAS Cambodia portfolio Other projects Other CRPs

  39. Within WorldFish Next phase • AAS providing research framework for majority of projects - main program • Closer involvement of HQ staff in country programs • Local partners seeking CB in RnD, GTA, KSL • All staff using AAS approaches & contributing to one program Cambodia portfolio is AAS Other projects Other CRPs

  40. Collecting change stories – KSL at KF • Principles for change • If…….then….. • Title of story • Problem / situation • What you did • Outcome • Lessons learned • Helps community to envision RnD and learning processes

  41. 45 stories developedduring Knowledge Fair Approaches • Capacity Building • Community Facilitators • Members of the Community • Effective Partnership Initiatives • Land and Water Management • Livelihoods Diversification • Water Quality and Health

  42. Personal change stories – Kim Leng Before I was very shy and I did not dare to stand and talk in front of so many people. […] After attending the training on CLCP in August 2013 in Siem Reap, I could facilitate meeting in my village without feeling nervous. I was surprised to see myself facilitating the meeting in my community Building Self-Confident via Learning through Practice Problem/situation • Lacked self-confidence • Feel shy when talking What you did • Completed CLCP training • Facilitated community visioning • Participated in knowledge fair Outcome • Have knowledge how to build self-confidence

  43. Personal change stories • IF I participate in community visioning and action planning training and work with the community to produce an action planTHEN I can build my confidence to become a community leader

  44. Community Change Building confidence in collective action to mobilize resources Problem/situation • Water shortage (water for dry season rice cultivation) • Villagers have no motivation to take collective action What action was taken • SALT visits: to understand strength and concern • Conduct community visioning: Building community dream, self-assessment on dream, prioritize dream, community action plan Results and Outcome • Construct irrigation canal (cement rings) to flow water from stream to rice field • Villagers contributed both money and labour • Ownership of work, trust, solidarity strengthened

  45. Community Change • Lesson Learned

  46. Partner change stories Problem / Situation • CRS passive / lacked understanding of AAS & RnD approaches What we did • Participated in roll-out / training of personnel • Demonstrated change at community level Outcome • CRS building understanding of AAS & want to: • adopt AAS approaches in their projects and communities (scaling) • develop oint proposal on nutrition and production in hub (fund raising) • Second AAS staff to build capacity in RnD

  47. Partner change stories • IF we build meaningful partnerships with understanding of AAS & capacity in RnDTHEN we are more likely to scale out to partner communities in hub

  48. Linking RnD to Scaling • Use change stories as engine of RnD • Fits in well with IDS capacity building in RnD • Develop a national network of community facilitators with Constellation

  49. Next steps

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