DESIGNING PROJECTS IN A RAPIDLY CHANGING WORLD

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and requirements that RAPTA could bring to design of projects that address complex problems such as chronic food insecurity. The goal of the GEF Food Security IAP is to enhance sustainability and resilience of food production and supply in participating countries. This goal is shown as a star in Figure 5. There are also a number of specific goals for achieving global environmental benefits through this investment (visualized simply here by the green “envelope of safe operating environment” within which the food security goal must be met). The systems view promoted by RAPTA interprets this goal by including all the dimensions of food security: • availability of adequate and nutritious food to households in the district • access to adequate and nutritious food • utilization of this food by individuals in a household • stability/resilience of the availability, access and utilization of food in the face of shocks and stresses, over time. Past projects for food security have typically focused narrowly on one aspect of food security – availability. Often too, they focused specifically on maintaining or enhancing the current system of food production, to the neglect of other factors like access or health. RAPTA will encourage project designers to frame the problem broadly and provide a more comprehensive understanding of the current state and trends of the food system instead of only considering the food production system. Nowadays, food systems are increasingly interconnected and local food production systems have implications for local and global food security as well as environmental change. The design of pathways to achieve desired goals has to consider resilience to local and global stresses and shocks. Chosen pathways also need interventions that preserve and enhance local biodiversity and ecosystem services to ensure that the achievement of local food security is sustainable, while contributing to global environmental benefits. Suppose the System Description and System Assessment have shown that enhancing the resilience of current pastoral production can provide a sustainable supply of adequate and nutritious food. Better management of the shared landscape and “index insurance” 4 that reduces the impact of livestock losses may be effective interventions that enhance the resilience of the pastoral system. These may need to be complemented by additional interventions that ensure access by women, children and the disabled to the available food, as well as interventions that improve sanitation and primary health care of the population to enhance the utilization of food. To take an example: an initial pass through RAPTA may show that human population increase has reduced the ratio of livestock to humans below the threshold necessary for a reliable supply of milk for households, and that household incomes are not sufficient to buy an adequate and sufficiently diverse diet for the population. At the same time, livestock losses due to drought of increasing frequency and intensity make index insurance not viable. The revised assessment may identify intervention options that will shift the system towards agro-pastoralism – as opposed to grazing alone – as the dominant food production system. Subsequent assessments then reveal that, even though agro-pastoralism may improve the food availability situation in the short term, climate change projections show that in the longer term it cannot continue to be viable in the region. In this case, a more radical shift towards new product lines and alternative livelihoods may be required to transform the system. In reality, the situation will probably require a mix of all three strategies. So, planning for the longer term transformations will need to occur in parallel with putting in place strategies that sustain short-term food production. Early use of RAPTA may show that there is high leverage in the system through some of the other aspects of food security, such as access to, and control of, resources (e.g. through improved access to education for girls and women). If the donor agency or project proponents are not mandated, or do not have the capacity, to deal with such aspects of the system, new partnerships and donors must then be approached to develop complementary projects, 4 Jensen, et al (2015). For full reference see Resource Links. 34 Overview of RAPTA process
or else the original proponents may wish to revise the project. This example illustrates that in order to achieve both sustainability and resilience in food security at a higher scale you need to encourage exploration beyond the idea of simply maintaining current food production systems. The first step is to explore what it would take to achieve the desired goals and futures, before considering what the project and stakeholders can do within the limits of their mandate and resources. This analysis is complemented by considering what partnerships and resourcing are needed do the rest. Resource links Jensen, N., Barrett, C., & Mude, A. (2015). The favourable impacts of Index-Based Livestock Insurance: Evaluation results from Ethiopia and Kenya. ILRI Research Brief, 52. Within envelope of safe operating environment Figure 5 An example of adaptation and transformation pathways which could be implemented to meet the food security goal Overview of RAPTA process 35
Page 1 and 2: DESIGNING PROJECTS IN A RAPIDLY CHA
Page 3: DESIGNING PROJECTS IN A RAPIDLY CHA
Page 6 and 7: CONTENTS FOREWORD..................
Page 8 and 9: LIST OF FIGURES AND TABLES FIGURES
Page 10 and 11: 6
Page 12 and 13: ABSTRACT RAPTA is a unique tool to
Page 14 and 15: RAPTA COMPONENTS 1. Scoping: a stan
Page 16 and 17: HOW TO USE THIS REPORT RAPTA was de
Page 18 and 19: 14
Page 20 and 21: INTRODUCTION TO RAPTA AND ITS APPLI
Page 22 and 23: 1.2 KEY CONCEPTS: RESILIENCE, ADAPT
Page 24 and 25: BOX B Seven principles of resilienc
Page 26 and 27: BOX C Intervention options and adap
Page 28 and 29: gaps. In short, it is a flexible, a
Page 30 and 31: OVERVIEW OF THE RAPTA PROCESS 2 If
Page 32 and 33: The “systems view” encouraged b
Page 34 and 35: description is available. The Syste
Page 36 and 37: are not intended to replace current
Page 40 and 41: 36
Page 42 and 43: RAPTA GUIDELINES FOR PROJECT IDENTI
Page 44 and 45: Scoping is a standard component of
Page 46 and 47: Step 5 Review how resources are to
Page 48 and 49: 3.2.3 Steps to Multi-Stakeholder En
Page 50 and 51: • How should the identified stake
Page 52 and 53: BOX G Example of engagement process
Page 54 and 55: • How do you make this RAPTA comp
Page 56 and 57: 3.3 THEORY OF CHANGE RAPTA PROCESS
Page 58 and 59: BOX I Use of term ‘Pathways’ in
Page 60 and 61: 3.4 SYSTEM DESCRIPTION RAPTA PROCES
Page 62 and 63: assess the difficulty or not of cha
Page 64 and 65: Step 4 Describe key social-ecologic
Page 66 and 67: shared and used to inform adaptive
Page 68 and 69: BOX L Example: different domains in
Page 70 and 71: BOX N The RESILIENCE ATLAS and Vita
Page 72 and 73: 3.5.4 What this component will prod
Page 74 and 75: 3.6.3 Steps to take Step 1 Draw on
Page 76 and 77: Table 1 Characterizing and prioriti
Page 78 and 79: long-term role of the Theory of Cha
Page 80 and 81: decision points, implementation tri
Page 82 and 83: Learning serves four objectives:
Page 84 and 85: all RAPTA components and activities
Page 86 and 87: BOX R An approach to learning for p
Page 88 and 89:
HOW TO USE RAPTA IN THE GEF PROJECT
Page 90 and 91:
input of different knowledge types,
Page 92 and 93:
Table 3 The RAPTA components, activ
Page 94 and 95:
System Assessment Options and Pathw
Page 96 and 97:
APPENDICES 5 92 Appendices
Page 98 and 99:
APPENDIX B GLOSSARY AND KEY CONCEPT
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Multi-stakeholder Engagement Projec
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B.3 STABILITY DOMAINS The term “d
Page 104 and 105:
APPENDIX C SUPPLEMENT TO SECTION 3.
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FACTORS THAT MAY HINDER IMPLEMENTAT
Page 108 and 109:
APPENDIX D LEARNING EXAMPLES Table
Page 110:
106 Appendices
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DESIGNING PROJECTS IN A RAPIDLY CHANGING WORLD

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