By Upile Muhariwa & Bridget Kakuwa-Kasongamulilo
The Centre for Coordination of Agriculture Research and Development (CCARDESA) and the Association for Strengthening Agricultural Research in Eastern and Central Africa (ASARECA) held a session at the FANRPAN Regional Multi-Stakeholder Policy Dialogue to validate the Ukama Ustawi Scoping Study at the Bingu International Conventional Centre (BICC) in Lilongwe, Malawi.
Mr Moses Odeke, the ASARECA Acting Programme Director, moderated the session and introduced the Ukama Ustawi. He highlighted the pivotal role of the One CGIAR-led Ukama Ustawi (UU) initiative, which supports climate-resilient agriculture and livelihoods in 12 Eastern and Southern African (ESA) countries. The session's main focus was to unveil the findings of the scoping study, which is expected to guide the operationalization of the Learning Alliance. This demand-led collaborative knowledge-sharing network, involving CCARDESA, ASARECA, ACADEMIYA2063, FARA, and CGIAR (The International Water Management Institute (IWMI) and International Livestock Research Institute (ILRI), is at the forefront of supporting the implementation of the CGIAR-CAADP-XP4 Knowledge Management Framework that aims foster wider sharing of knowledge and contribute to food systems transformation in ESA. IWMI and ILRI are working with the CAADP XP institutions to establish the learning alliance. The Learning Alliance's commitment and expertise reassure us of a successful implementation.
Several participants were ecstatic about the study's findings and noted that the Learning Alliance was an innovative way to share knowledge and innovations. Ms. Stacia Nordin, a Nutrition Advocate and Dietician, advised that instead of implementing all the recommended findings simultaneously, the Alliance can prioritize what to implement as it builds its capacity to deliver its core functions.
Ms. Upile Muhariwa, CCARDESA ICKM Focal point person for Malawi, highlighted an existing opportunity in the CCARDESA region. She emphasized that ICKM focal point persons can lead the process, but there is a crucial gap in management buy-in and support for Knowledge management to be adopted as a national agenda. This lack of support makes the work of the ICKM Focal point persons challenging as they often work in isolation.
Dr. Hannock Kumwenda, the consultant who undertook the study, emphasized the importance of traditional methods in disseminating new technologies. He suggested that the learning alliance should also utilize these methods, such as the Scientific Animations Without Borders (SWABO) piloted by CCARDESA in Zambia and Tanzania and video documentaries promoted by both CCARDESA and ASARECA, to showcase innovative technologies and innovations. This recognition of the value of traditional methods validates the knowledge and experience of the stakeholders, making them feel respected and integral to the process.
A scoping study revealed an exciting plan to transform agricultural research partnerships in the Eastern and Southern Africa (ESA) region, emphasizing that knowledge management will drive this change. The concept centers around creating a learning alliance that unites researchers, farmers, policymakers, and NGOs to solve real-world problems through hands-on collaboration. However, the study clarifies that slapping a "learning alliance" label on something isn't enough. To be truly impactful, this alliance must be grounded in solid theory and, more importantly, in the practical, real-time application of knowledge.
Until now, the existing UU Learning Alliance has primarily focused on exchanging valuable knowledge, but the study argues there is a need to go deeper. The true power of a learning alliance lies in its ability to generate new knowledge by addressing real challenges on the ground. This requires a shift from merely sharing information to actively managing and applying knowledge in the context of solving problems. By weaving knowledge management into every stage, from research design to implementation, the alliance ensures that what’s learned is immediately put into practice, closing the gap between theory and action.
While the Learning Alliance's vision is compelling, the study cautions that the region may not be fully prepared for this new working method. It identifies significant gaps in capacity and awareness among key partners, particularly in governance and resource management. To bridge these gaps, the study recommends a phased approach. This careful, step-by-step strategy ensures that we first identify and implement activities deemed as “low-hanging fruits” as we build the capacity of the Learning Alliance to become fully operational in a few years, providing a sense of reassurance about the initiative's planning and execution.
As a transitional step towards the Learning Alliance, the study proposes the formation of the ESA Knowledge Exchange Alliance (EKEA). This temporary partnership would focus on consolidating existing efforts in knowledge exchange to evolve into a full-fledged Learning Alliance over time. The EKEA would act as a knowledge management hub, ensuring the information generated is shared and actively used to drive innovation and solve pressing agricultural challenges.
The envisioned learning alliance would be more than just another collaborative research platform. It would function as a dynamic, problem-solving network where knowledge management is central. Picture teams of experts from various fields and organizations coming together to tackle specific agricultural challenges in collaboration with local communities. New knowledge wouldn’t just sit in reports—it would be immediately transferred, disseminated, and applied to create tangible impacts.
The study’s findings highlight the potential for the ESA region to lead in agricultural research by embracing this innovative approach to knowledge management. But to get there, careful groundwork is essential. With the right preparation and a strong commitment to integrating knowledge management, this learning alliance could unlock more effective, impactful research that meets the needs of people on the ground.
The study strongly recommends institutional buy-in by the partners, where all alliance partners appoint formal knowledge management (KM) champions at the highest levels of their organizations. These champions, ideally senior managers, would be responsible for driving and delivering KM results. This move is crucial for securing high-level institutional support for new KM investments and developing a learning alliance in the ESA region, as effective knowledge management is seen as the key driver of this initiative.
The study also calls for resource mobilization to sustain ongoing activities funded by the UU Initiative while investing in improving KM systems and preparing to establish a learning alliance. By enhancing the visibility and capacity of knowledge management within regional institutions and National Agriculture Research Organizations (NAROs), the ESA region can better equip itself to tackle agricultural challenges. This includes investing in KM tools that address connectivity and accessibility issues, particularly for farmers, and ensuring that CGIAR centers have sufficient budgets to support local partner participation in collaborative efforts.
One of the panelists, Mrs. Bridget Kakuwa-Kasongamulilo, said knowledge management is critical for institutional development. One of her reflections was the need for KM to be weaved at the senior management level in all organizations so that critical decisions that strengthen KM can be undertaken. She further mentioned the critical need for countries to have functional knowledge management hubs that support technology transfer, exchange, and generation.
The CCARDESA Board Chair, Prof. Lala Aime Razafinjara, and the CCARDESA Executive Director, Prof. Cliff Dlamini, endorsed the Scoping study findings pending the inclusion of the delegates' recommendations.
The authors are CCARDESA ICKM Officer and CCARDESA ICKM Focal point person for Malawi.
