Annexes: A4NH CRP Contents 3. Annexes ..................................................................................................................................................... 2 3.1 Partnership Strategy ..................................................................................................................... 2 3.2 Capacity Development Strategy.................................................................................................. 14 3.3 Gender Annex ............................................................................................................................. 21 3.4 Youth Strategy ............................................................................................................................. 27 3.5 Results-Based Management ....................................................................................................... 31 3.6 Linkages with other CRPs and Site Integration ........................................................................... 40 3.7 Staffing of Management Team and Flagship Projects ................................................................ 74 3.8 Open Access (OA) and Open Data (OD) Management ............................................................. 136 3.9 Intellectual Asset Management (IA Management) ................................................................... 140 3.10 Other Annexes .......................................................................................................................... 146 3.10.1 A4NH Accountability Matrix - Caveats to Address in Full Proposals ................................ 146 3.10.2 Actions Taken in Full Proposal to Address ISPC Commentary on Pre-Proposal ............... 151 3.10.3 Funding the A4NH Agenda: Contribution of Grant Funding and Use of W1/W2 ............. 161 3.10.4 Country-specific Materials ................................................................................................ 167 3.10.5 A4NH Communication Strategy ........................................................................................ 168 3.10.6 Potential Indicators for Key IDOs to which A4NH Contributes ......................................... 173 3.10.7 Explanatory Note on the Performance Indicator Matrix – Tables .................................... 176 3.10.8 Reference Lists for Phase II Proposal ................................................................................ 180 3.10.9 Fund Effectiveness Working Group (FEWG) Criteria and Where to Find Information in the A4NH Full Proposal ........................................................................................................................... 203 1 | Page 3. Annexes 3.1 Partnership Strategy OVERVIEW The CGIAR Research Program (CRP) on Agriculture for Nutrition and Health (A4NH) is the CGIAR research program (CRP) specifically designed to address the CGIAR System Level Outcome (SLO) on improving nutrition and health. In taking on this challenge, A4NH recognizes that transformative partnerships will be central for success. Transformative change is required to: • Forge cooperation between agriculture, nutrition, and health sectors based on the contributions that each sector can make to shared objectives; • Strengthen the capacity of national research organizations and scientists in these sectors to provide knowledge, evidence, and direction to multi-sectoral actions to achieve country, regional and global development goals; and • Build new relationships between researchers and development implementers and enablers for faster progress in achieving development outcomes and impacts. Our assumption is that better nutrition and health outcomes and impacts cannot be achieved without transforming current partnership approaches. The intent of this annex is to explain the A4NH strategy for selecting and engaging with partners in Phase II. TYPE OF PARTNERS AND ROLES OF PARTNERS IN A4NH A4NH partnerships in Phase II will continue to be driven by the three impact pathways through which we expect A4NH research to deliver results: agri-food value chains, development programs, and policies. A4NH also recognizes that partners are critical at all stages of research from discovery through proof-of-concept to delivery at scale. A4NH’s current partnership strategy summarizes the core principles and processes that A4NH will continue to build upon in Phase II. A4NH classifies partners into four broad categories, depending on their role in the impact pathway: researchers, actors in value chains, development program implementers, and enablers. The categories are not mutually exclusive; some individuals or organizations may fall into more than one partner category, often depending on the stage of research. • Research partners include other CGIAR Centers and CRPs, advanced research institutes, and academic institutions that are involved in agriculture, nutrition and health research. Research partnerships are central in the A4NH theory of change (ToC) mainly for generating research outputs and enhancing capacity to do this (evidence, technologies and other innovations) with potential to go to scale but also for generating information about impact pathways and underlying assumptions that can inform how research is designed and delivered. • Agri-food value chain partners include individuals, firms, public-private initiatives, and the organizations and association that represent them, all along the value chain, including input suppliers, producers, processors , transporters, wholesalers, retailers, marketers, regulators, and consumers. A4NH works with value chain partners in two main ways: (1) to develop and test value chains innovations (through the agri-food value chains impact pathway) and (2) to create and sustain an enabling environment for health, nutritious food systems (through the policies pathway). • Development implementers include government ministries, the United Nations, and other global initiatives, NGOs, civil society organizations, and farmers’ groups that all play roles in designing and implementing nutrition- and health-sensitive agricultural development programs. By generating 2 | Page A4NH Proposal: Annexes evidence on what works and translating it into operational guidance, A4NH supports development implementers to increase the effectiveness and cost-effectiveness of their programming. • Enablers include policy- and decisionmakers, as well as investors involved in creating enabling environments at national, regional, and global levels. Where political will already exists to support nutrition-sensitive agriculture, A4NH works with initiatives like the Scaling Up Nutrition (SUN) Movement, governments, and with regional organizations (e.g., the Comprehensive Africa Agriculture Development Program (CAADP)) to enhance the capacity to develop and implement strategy and policy options. Partner Roles in A4NH The roles of A4NH partners will fall into three groups in Phase II: managing partners, strategic partners, and collaborating partners. The relative role of a partner can change over time with partners moving between the different groups. Partner performance will be monitored and evaluated and both the Independent Steering Committee (ISC) and Planning and Management Committee (PMC) will review partnership status annually. Managing partners will be part of the A4NH PMC, recruit and co-manage flagship program (FP) and cluster leaders and key Center researchers, and actively support CRP-level resource mobilization, communication, and advocacy. Each managing partner will have a program participant agreement (PPA) with IFPRI that will include expectations for its responsibilities in A4NH overall and in specific FPs, and how both will be monitored and evaluated. There will be seven managing partners: IFPRI, as the Lead Center, plus Bioversity International, CIAT, IITA, ILRI, London School of Hygiene and Tropical Medicine (LSHTM), and Wageningen University and Research Centre (Wageningen UR), (Table 1). Strategic partners will not participate in program management, but they will dedicate human and financial resources to a FP(s), and actively engage in planning and implementing research with others in A4NH. Potential strategic partners come from CGIAR (Centers and CRPs) and from other research institutes (e.g., Public Health Foundation of India, Hanoi School of Public Health), actors in value chains (e.g., seed companies, GAIN, Pulse Innovation Platform), development implementers (e.g., BRAC, Helen Keller International, World Vision), and enablers (e.g., national governments, CAADP, FAO, IFAD, OIE, PACA, WHO, World Bank). In some cases, strategic partners are engaged to lead clusters of activities in particular FPs, like the Institute of Development Studies and the Institute for Tropical Medicine, Antwerp will do for FP4. Each strategic partner will have a PPA or similar formal agreement (e.g., MoU) that describes annual expected results and how these will be monitored and evaluated. While in some cases strategic partners have been identified, in other cases they will be identified once Phase II begins and A4NH and the partner have reached a shared understanding of the responsibilities involved (Table 1). Collaborating Partners include hundreds more entities with which A4NH works including those from within CGIAR with a valuable, but limited role in A4NH. Collaborating partners will not actively participate in CRP or flagship-level management. Collaborating partners, like strategic partners, can include all four A4NH partner types. Examples