An analysis of the capacity strengthening process and short term outcomes in the SCARDA project: The case of Agricultural Research Corporation (ARC) Sudan

An analysis of the short term outcomes of the capacity strengthening process, based largely on discussions with ARC staff, shows that beneficial change  in the organization has started. Managers and senior researchers have introduced new methods, including the use of management tools such as  feedback, into their working practices. Improved communication and team work has resulted from project activities and staff have begun to focus more on strategic issues affecting the organization. New multi-stakeholder partnerships have been formed, largely through a set of ‘peer learning groups’ that were established with the support of the project. These partnerships had the additional advantage of drawing in new sources of funding at a time when the organization’s budget was under severe pressure.

The analysis also revealed that these early beneficial outcomes are fragile and may not be sustainable unless ARC takes further action to institutionalize the improved working practices within the organization. The challenge for ARC is to find a way to mainstream capacity strengthening within its core activities, and at the same time allocate scarce resources to other priority programmes.