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AFRICAN TECHNOLOGY POLICY STUDIES NETWORKEC

PHASE IXSTRATEGIC PLAN
2023-2028

Strengthening Africa’s Capabilitiesin Science, Technology, andInnovationfor
Sustainable
Development+254 020 2714092

https://atpsnet.org/@atpsnetwork

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The African Technology Policy Studies Network (ATPS) is a trans-disciplinary networkof researchers, private sector actors and policy makers promoting the generation,dissemination, use and mastery of science, technology and innovation (STI) for
African development, environmental sustainability and global inclusion. ATPS intends
to achieve its mandate through research, capacity building and training, science
communication/dissemination and sensitization, participatory multi-stakeholder
dialogue, knowledge brokerage, and policy advocacy.

Published by the African Technology Policy Studies Network
P. O. Box 10081, 00100 GPO Nairobi, Kenya
2023 African Technology Policy Studies Network

TABLE OF CONTENTS
List of Figures...................................................................................

i

List of Tables..................................... ..............................................
Acronyms and Abbreviations......................... ...............................
Message from the Chairman of the Board of Governors .............

iii

Message from the Executive Director................ ...........................

v

Executive Summary........................................................................

vi

1 . Overview of the ATPS .............................. . . . . . . . . . . . . . .

1

2 . Situational Analysis and Assessment...............
.........

7

ii
iv

3 . ATPS Phase IX Strategic Plan for 2023-2028 ......... . . . . 11
4 . Resource Mobilization and Requirements ............
. . . . 30
5 . Risk Management Strategy ........................... . . . . . . . . . 36
6 . Monitoring & Evaluation ............................ . . . . . . . . . . . . . 38
7 . Conclusion ........................................... . . . . . . . . . . . . . . . . . . . 40

ANNEXES
Annex 1: Description of ATPS Flagship Projects..........................

41

LIST OF F IGURES
Figure 1: ATPS General Organisational Structure..................................................
...

8

Figure 2: The Structure of the ATPS Secretariat ...
...................................................
Figure 3: Organisational Theory of Change .........
...................................................
Figure 4: Evaluation and Monitoring ...................................................................

.

8
10
39

i I ATPS Phase ix Strategic Plan 2023-2028

LIST OF TABLES
Table 1: ATPS Thematic Priority Sectors and Programmatic Strategic Objectives....
Table 2: Specific objectives and outcomes under the agriculture, food, andnutrition thematic priority..................................
Table 3: Specific objectives and outcomes under the energy thematic priority.....
Table 4: Specific objectives and outcomes under the climate change and

8
10
13

environment thematic priority......................................................................

15

Table 5: Specific objectives and outcomes under health thematic priority............

16
17

Table 6: Specific objectives and outcomes under the education and technology..
Table 7: Specific objectives and outcomes under the creative industries andentrepreneurship................................... ...................................................
Table 8: Specific objectives and outcomes under the digital economy and ICT...

18
19

Table 9: Specific objectives and outcomes under the STI Policy research,
policymaking and advocacy...........................................................................

20

Table 10: Specific objectives and outcomes under the training, sensitization, andcapacity-building................................... ..................................................

21

Table 11: Specific objectives and outcomes under the youth and gender
empowerment........................................ ..................................................

22

Table 12: Specific objectives and outcomes under the knowledge brokerage,
management, and commercialization..................
.........................................

23

Table 13: Specific objectives and outcomes under t he Intra-Africa and Global
Collaboration and Partnerships.....................
..............................................

25

Table 14: Summary budget for the implementation of ATPS Phase IX Strategic Plan
2023-2028 .........................................

ii I ATPS Phase ix Strategic Plan 2023-2028

26

ACRONYMS AND ABBREVIATIONS
AfDB

African Development Bank

AI4AFS

Artificial Intelligence for Agriculture and Food Systems

ATPS

African Technology Policy Studies Network

AU

African Union

CSP

Climate Sense Program

GESI

Gender Equality and Social Inclusion

KPIs

Key Performance Indicators

LLA

Locally Led Adaptation

M&E

Monitoring and Evaluation

MOUs

Memoranda of Understanding

NDCs

Nationally Determined Contributions

PAs

Partnership Agreements

SDGs

Sustainable Development Goals

STI

Science, Technology, and Innovation

UN

United Nations

UNEP

United Nations Environment Program

UNESCO

United Nations Educational, Scientific and Cultural Organization

UNFCCC

United Nations Framework Convention on Climate Changeiii I ATPS Phase ix Strategic Plan 2023-2028

Messagefrom theChairmanProf. Crispus Kiamba
I am pleased to introduce the ATPS Phase IX
Strategic Plan, which will shape our priorities
and programs from 2023 to 2028. Over my
two-year tenure as a member of the ATPS
Board of Directors, I have witnessed
remarkable progress and impact in ATPS's work
across Africa and beyond. These achievements
include the development of technologies andinnovations addressing societal challenges andthe facilitation of policy changes at national andregional levels to ensure socioeconomic
development on the continent.
This strategic plan aims to build on thesubstantial gains already made by ATPS as theleading science, technology, and innovation(STI) policy research think tank on thecontinent. The plan reflects the interests andaspirations of ATPS's diverse stakeholders,
including donors, development partners,
policymakers, researchers, private sector
actors, civil society, and the media at national,
regional, and continental levels.
Informed by the needs and aspirations of our
stakeholders, ATPS will focus on seven thematic
priority areas and five strategic programmatic
objectives over the next five years, aligningwith our mission, vision, and objectives.

iv I ATPS Phase ix Strategic Plan 2023-2028

During this strategic phase (2023-2028), the
ATPS work will focus primarily on seventhematic/sectoral priority areas including
Agriculture, Food and Nutrition Security;
Climate Change and Environment; Energy;
Health; Creative Industries & Entrepreneurship;
and Education & Technology. The five Strategic
Programmatic Objectives are: STI policy
research, policymaking, and advocacy; Training,sensitization, and capacity building; Youth andgender empowerment; Knowledge brokerage,
management, and commercialization; andIntra-Africa and global collaboration andpartnerships.
I am confident that with the new ATPS structureand network system, we will achieve evengreater impacts in STI development in Africa
through the initiatives outlined in this Phase IX
Strategic Plan 2023-2028.
On behalf of the Board of Directors of ATPS, I
extend my gratitude to all contributors involved
in developing this plan. We sincerely rely on
your support to achieve our overarching goals
andobjectives,
strengthening
Africa’s
capabilities in STI for sustainable development
across the continent.

Messagefrom theExecutive
Director
Prof. Nicholas Ozor
I am thrilled to unveil the ATPS Phase IX
Strategic Plan, a comprehensive roadmap
guiding our work from 2023 to 2028. This plan
arrives at a critical juncture, offering a timely
frameworktopropeltransformative
development in Africa through Science,
Technology, and Innovation (STI).
Developed through stakeholder consultations,the plan addresses key STI challenges facing
Africa. It combines sectoral priority areas,encompassing Agriculture, Food Security,
Climate Change, and more, with strategic
programmatic objectives. These objectives
include STI policy research, capacity building,and fostering collaboration across Africa andglobally. Notably, the plan aligns seamlessly with
the African Union's Agenda 2063, the Science,
Technology and Innovation Strategy for Africa(STISA-2024),
andtheSustainable
Development Goals (SDGs). This alignment
ensures our work contributes to the criticaltransformations underway on national, regional,
continental, and global scales.

To achieve our ambitious goals, we plan toleverage the strengths of our extensive
network. This network comprises over 1500
members across 5 continents and 30 countries,
including a vibrant diaspora presence in theUSA, UK, and Australia. By capitalizing on thisnetwork's expertise, we aim to significantly
enhance Africa's STI capabilities, propelling
sustainable development across the continent.
We extend a heartfelt invitation to friends,
donors, development partners, and all ATPS
stakeholders to join us in implementing thisstrategic plan. Your core, thematic, andprogrammatic support will empower us to makea lasting impact on STI research, policy, andpractice, ultimately fostering sustainable
development in Africa. We remain steadfast in
our commitment to deliver exceptional value forevery initiative entrusted to us. This
commitment is reflected in our leadership's
proven track record, with the ATPS being ranked
the best Think Tank in Africa for two
consecutive years by the Global Go To Think
Tank Index Report.

Over the next five years, the ATPS will focus onseven key thematic areas while implementing
programmatic objectives that cut across all
sectors.

Together, through this strategic plan, we can harness the power of STI
to unlock Africa's full potential.
v I ATPS Phase ix Strategic Plan 2023-2028

EXECUTIVE SUMMARY
This ATPS Strategic Plan Phase IX for2023-2028 addresses the evolving needs andaspirations of ATPS stakeholders, aligning its
strategic priorities and programs with
continental and global development agendas
within a constantly changing science andinnovation space. This strategic plan wasdeveloped through interactive, participatory,
and consultative processes, integrating inputs
from stakeholders across the ATPS network in
Africa and overseas. A pivotal Stakeholders’
Forum held on 29 November 2023, in Nairobi,
Kenya, facilitated the harmonization of these
inputs into a comprehensive plan.
This strategic plan is aligned with the African
Union’s Agenda 2063, which identifies science,technology, and innovation (STI) as criticaldriversforachievingthecontinent’s
development goals. The plan supports theimplementation of the 10-year Science,
Technology, and Innovation Strategy for Africa(STISA-2024), part of the long-term African
Union Agenda focused on STI-driven
sustainable development and economictransformation.
STISA-2024
emphasizes
building a knowledge-based economy throughenhanced
technical
andprofessional
competencies, robust research infrastructure,
thriving innovations, and a conducive policy
environment.
Furthermore, the ATPS plan aligns with theglobalUnitedNations’
Sustainable
Development
Goals(UN-SDGs),
which
encompasseconomic,social,andenvironmental dimensions of development,
highlighting the interlinkages necessary forachieving sustainable development. These
goals are encapsulated in 17 interlinked
objectives with specific targets and indicators
highlighting a transformative agenda for
Africa.

vi I ATPS Phase ix Strategic Plan 2023-2028

The ATPS Strategic Plan is designed to besmart, durable, and forward-looking, withsignificant potential to impact socio- economic
development at individual, institutional,
national, regional, and continental levels. The
plan aims to achieve several key outcomesthrough STI research, policy, and practiceinterventions.
These outcomes include increased R&D
expenditures in priority sectors (Agriculture,
Food and Nutrition Security; Climate Change
and Environment; Energy; Health; Creative
Industries & Entrepreneurship; and Education& Technology), evidence-based research
informing policy and decision- making,enhanced capacity in STI across all levels, andtechnologicaladvancements
addressing
societalchallenges
suchashunger,unemployment, poverty, climate change, anddiseases. Additionally, the plan seeks toempower youth and women, foster stakeholderinteractions and knowledge exchange, support
start-ups and entrepreneurs, and promote
integration, collaboration, and partnerships
among STI institutions across Africa. The planalso aims to provide a framework for the
expansion of ATPS’s successes in previous andcurrent programmes for enhanced impact in its
coverage locations.
To implement its Phase IX Strategic Plan, ATPS
will collaborate with like-minded institutions
and partners. It has already signed various
Memoranda of Understanding (MOUs) andPartnership Agreements (PAs) with institutionsin Africa and beyond to support thematic
priorities, programs, and projects. Moving
forward, ATPS will continue to forge
partnerships that enhance its mission andobjectives,
ensuringthesuccessful
implementation of its strategic plan from 2023
to 2028.

OVERVIEW OF THE ATPSN OL O G Y P OL

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VISION STATEMENT
To use Science, Technology andInnovation (STI) as a means forachieving sustainable
development in Africa

WORK

MISSION STATEMENTOVERALL OBJECTIVE

To improve the quality of science,technology, and innovation (STI)systems research, policy, and practiceby strengthening the capacity for STI
knowledge generation, dissemination,and use for sustainable development in
Africa.

To build Africa’s capabilities inscience, technology, andinnovation for sustainable
development

1 I ATPS Phase ix Strategic Plan 2023-2028

HISTORY OF ATPS
During the 1980s, Africa saw the rise of two key networks: the Eastern and Southern Africa
Technology Policy Studies (EATPS) and the Western Africa Technology Policy Studies(WATPS). By 1994, the African Technology Policy Studies (ATPS) network was inaugurated
as a secretariat within the International Development Research Centre’s East and Southern
Africa Regional Office. In 2001, ATPS evolved into an independent international entity with
diplomatic recognition in Kenya, dedicated to interdisciplinary science, technology, andinnovation (STI) initiatives aimed at propelling African development. Maintaining its
commitment to STI, ATPS transitioned into a “knowledge for development” network acrossthe continent. Our initiatives are executed through our members in National Chapters,
which are present in 30 countries, including 27 in Africa and 3 Diaspora Chapters inAustralia, the USA, and the UK. ATPS stands out for several reasons: It’s not just Africa’s
leading STI body but also distinct in its membership diversity, organizational framework,and operational endeavours. Currently, ATPS boasts a membership exceeding 5,000
individuals, spanning 51 nations across five continents. As Africa’s foremost STI body, it
has been instrumental in integrating STI into the continent’s development policy
discussions, aiding numerous African nations in crafting and executing STI policies.

Our Value Proposition
We execute our vision and mission statements
by offering the following key services to ourclients and partners, in both the public andprivate sectors:
STI Policy Research, Policymaking and
Advocacy• Conduct sponsored studies to identify the STI
policy environment of national, sub-regional,
and regional governments;• Undertake collaborative STI policy researchthat addresses specific policy gaps in selected
countries and sectors;• Facilitate the STI policy development process
as well as the removal of policy barriers thatprevent the uptake of innovations in Africancountries;• Prepare a bi-annual report on the status of STI
capacity and policies in African countries; and• Develop programs and train policymakers on
the best practices and techniques for
conducting effective policy research to gather
and analyse data and evidence used as thebasis for policymaking.
2 I ATPS Phase ix Strategic Plan 2023-2028

Training, Sensitization, and Capacity
Building
Undertake training on broad range of STI
subjects identified with stakeholders including:• STI
policyresearchmethodologies,
policymaking/policy formulation processes,
indicators, instruments, and linkages;• Policy influencing approaches including how
to write policy briefs;• Effective science communication skills;
resource mobilisation and grantsmanshipcompetence;• Support for science, technology, engineeringand mathematics education in institutions ofhigher learning in Africa and throughexchange programmes in other institutions
abroad;• SME business start-up development andSocial entrepreneurship;• Technology transfer and extension service
systems;• Intellectual property rights, access andbenefit sharing; and• Climate change adaptation, mitigation andgreen growth concepts and best practices; etc.

Youth and Gender Empowerment
Through participation in ATPS’s:• Youth and Women Innovation Challenge
Program designed to identify STI initiatives by
Africa’s Youth and Women with the potential
for having commercial or social impacts, andrequire support, financial and otherwise;• Youth and Women Social Entrepreneurship
Program designed to mobilize and build social
entrepreneurship skills and support smallsocial business start-ups in liaison with social
entrepreneurship initiatives;• Youth and Women Internship and Mentorship
Program designed to facilitate and encourage
graduates from Africa and the rest of theworld to gain valuable international
development work experience in STI;
• Youth and Women Post-Doctoral Fellowships
and Staff Exchange Programs designed tosupport youth and women in their early
careers to sharpen their skills in STI policy
research and development work in Africa;• Youth Social Innovation Camps designed toenhance peer-to- peer innovation andentrepreneurship skills among young Schoolleavers
preparingthem
tobecomeentrepreneurs and employers of labour rather
than Job Seekers; and• African Youth and Women in STI Congressdesigned to convene African youth andwomen to chart a proactive way of harnessing
their potential for sustainable development.
• Career enhancement and professional
development initiatives for youth and women
through strategic partnerships with industry
partners.
Knowledge Brokerage, Management andCommercialization• Convene international fora that bring together
knowledge developers and knowledge users tointeract, share, network, and jointly design
sustainable solutions to Africa’s key challenges
through STI;
• Conduct sponsored studies on countries’
readiness for client- specified innovations andtechnologies;• Facilitate the creation of enabling policy
environmentsforthethrivingofentrepreneurship development and promote

the adoption of innovative technologies forsolving Africa’s key challenges;• Providing strategic advice and support ofresearch to impact project development anddelivery with research partners, especially
African universities.
• Liaise with other development partners to
support local STI initiatives through innovation
incubation programs, start-ups, and upscalingof innovations;• Advocate for cooperation to enhance effective
technology transfer between African countries
and other developed economies.
Intra-Africa and Global Collaboration andPartnerships• Joint participatory Dialogues with science
experts, policymakers, private sector actors
and civil society on selected STI issues;• STI skills mobility programs to encourage staff
sharing and short-term sabbaticals for leading• STI experts in African universities and in
partner institutions globally;• Professorial Chair in selected universities,
government ministries and private sector
institutions for enhanced public-private sector
partnerships to put research findings into use;
• International
conferences/workshops/policy
round tables for effective peer review,
deployment and up-scaling of STI policy
research outputs and policy recommendations;and• Public-Private Sector Partnerships Programs
for linking STI policy research with industry
actors and policymakers.
• Strategic partnership with reputable overseas
institutions on project development anddelivery in which ATPS serves as a pan-African
partnertoenhancetheintra-Africa
collaboration within the projects.

3 I ATPS Phase ix Strategic Plan 2023-2028

Some of the partners with whom we have worked
include the African Union Commission (AUC), theAfrican Development Bank (AfDB), New
Partnership for African Development (NEPAD),
African Regional Economic Communities (RECs),
national governments, Universities and Higher
Education Institutions; Private Sector Actors andPractitioners at the grassroots including youths
and women, extension agents, farmers andcommunity-based organizations, as well as themedia. We continue to provide services and value
for money for our development partners anddonors some of whom are listed below in Table
1.
Scope of services offered to our customers
and partners
Our organization offers a comprehensive array ofservices aimed at supporting our customers andpartners within the science, technology, andinnovation (STI) sectors. These services aredesigned to address various aspects of STI
development and implementation, ensuring that
our stakeholders can effectively contribute to andbenefit from advancements in these areas.
Policy Advocacy is at the core of our efforts,
where we work closely with existing institutions tofacilitate the development of STI policies. We
focus on formulating integrated and coordinatedpolicies that drive the adoption of technologies
and innovations, ultimately leading to socioeconomic transformation. Our goal is to translate
STI knowledge into actionable policies, create
conducive governance conditions, and establish
robust institutions that promote responsible
innovation development and implementation.
Through Knowledge Brokerage, we bridge thegaps among key actors in the STI valorization
chain, including scientists, policymakers, private
sector entities, civil society, local communities,
and the media. This service aims to encourage
effective knowledge and technology sharing whileproviding independent assessments of countries'
policy status and their readiness for the adoption,
deployment,
andscalingofinnovativetechnologies.
4 I ATPS Phase ix Strategic Plan 2023-2028

We also emphasize Capacity Building by offering
training and upskilling at the individual,
institutional, and systemic levels. Our
capacity-building initiatives are designed toenhance the understanding and deployment of
STI at various levels, contributing to sustainable
development across the board.
In addition, we conduct Market Scoping Studies
to identify the policy environment within acountry that could either enable or constrain
proposed business operations. These studies
provide valuable insights for businesses looking
to establish or expand their operations in newmarkets.
To further support businesses, we offer Status
Reports on the policies of various Africancountries. These reports provide detailed
information on the regulatory landscapes,
helping businesses navigate the complexities ofoperating in different regions.
Our role as Policy Advocates extends toadvocating for laws and policies that facilitatebusiness operations in selected Africancountries. We actively work to create afavorable policy environment that supports thegrowth and sustainability of businesses.
For businesses looking to establish operations,
we offer a Country Ranking service that
evaluates and ranks countries based on theavailability of raw materials, infrastructure, andmanpower required for their specific businessneeds. This service assists businesses in making
informed decisions about where to invest andoperate.
We also provide Training and Sensitization(T&S) services to enhance both individual andorganizational skills, ensuring the effective
assimilation and adoption of technologies andinnovations
associatedwithidentified
businesses.
In our commitment to Youth and Gender
Empowerment, we collaborate with partners to
support programs aimed at creating jobs,

Prof. Nicholas Ozor, the Executive Director of the African Technology Policy Studies Network (ATPS) among African
Experts on the taskforce and drafting team for the development of the 10 years Science, Technology, and Innovation
Strategy (STISA) 2034 for Africa.

wealth, and self-sufficiency for youth andwomen. These initiatives are designed to foster
inclusive growth and development. Finally, weprioritize Collaboration and Partnerships by
supporting and working with multilateral andinternational agencies, private sector companies,
and academic institutions. Our collaborative
efforts are focused on identifying and fosteringdevelopmental initiatives in selected STI priority
sectors, including agriculture, food and nutrition,energy, climate change and environment, andhealth innovations.
Through these services, we aim to provide ourcustomers and partners with the tools andsupport they need to succeed in their respective
fields, driving progress and innovation across thecontinent.
Our Approach
Since our establishment in 1994 as the premier
STI policy research network in Africa, the ATPS
has
continually
impacted
Africa’s
STIdevelopment on many fronts:
Facilitating the development of STI
policiesofregional
andnational
governments in Africa: through a series ofpolicy research and advocacy actions, the ATPS
has facilitated the development of STI policies
and strategies in many African countries
including Nigeria, Ghana, Kenya, Benin Republic,
Lesotho, Uganda, Tanzania, Malawi, Ethiopia,
Cameroon, Liberia, Swaziland, and Zimbabwe
among others.
Our approach in the implementation of ourstrategy is to work together with our
stakeholders and clients in identifying anddesigning sustainable solutions to Africa’s key
challenges using science, technology, andinnovation interventions.
We plan to work with the researchers,
policymakers, private sector, civil society, media,
and our development partners to co- produce
knowledge that addresses Africa’s problems
using STI (transdisciplinarity). We will ensurethat all our programs and interventions are:• Fully embedded into Africa’s social, economic,
and political realities• Effectively engage all relevant actors in theinnovation system Implemented to achieve
value for money at least cost administration
ratios
5 I ATPS Phase ix Strategic Plan 2023-2028

• Achieving desired products and impacts on
target beneficiaries and society at large• Influencing and informing public policies basedon cutting- edge STI interventions• Increasing the capacity of ATPS stakeholders
to perform their roles in STI developments• Leading to the deployment of technologicalknowledge to address societal needs• Brokering the sharing of knowledge andtechnology transfers within and outside Africa

Our Achievements

Since our establishment in 1994 as the premier
STI policy research network in Africa, the ATPS
has
continually
impacted
Africa’s
STIdevelopment on many fronts:
Facilitating the development of STI
policiesofregional
andnational
governments in Africa: through a series ofpolicy research and advocacy actions, the ATPS
has facilitated the development of STI policies
and strategies in many African countries
including Nigeria, Ghana, Kenya, Benin Republic,
Lesotho, Uganda, Tanzania, Malawi, Ethiopia,
Cameroon, Liberia, Swaziland, and Zimbabwe
among others.
The ATPS contributed inputs towards thedevelopment and implementation of theConsolidated Plan of Action (CPA) of the African
Union. As an accredited institutional member ofthe African Union Commission (AUC) the ATPS
provides inputs to the Specialized TechnicalCommittee on Education, Science andTechnology (STC-EST) of the AUC. The ATPS also
developed the first-ever African Manifesto for
Science, Technology, and Innovation thatprovided a roadmap for attaining socio-economic
development in Africa through investments inscience, technology, and innovation.
Policy research, capacity building and outreach:the ATPS has supported the conduct of policy
research endeavours in over 30 countries inAfrica in the areas of agriculture, energy, climatechange and environment, health, intellectual
property rights, etc.
These research interventions have generated
tremendous
knowledge
products
fordecision-making in those countries. The ATPS
capacity building program has trained
researchers, policymakers, private sector
actors, civil society, extension agents, farmers,
the media and many more, and enabled themto accomplish desired goals and objectives forsustainable development in Africa. We havecommissioned and completed over 120 STI
research projects; published over 500 research
papers and reports including some global andregional reports; developed three training
manuals on different areas of STI including STI
policy manual, entrepreneurship training
manual and Intellectual Property training
manual;trainedover1000
different
stakeholders of the ATPS; engaged over 5000
ATPS stakeholders in various events in Africa
and beyond; conducted over 50 training
workshops; signed over 25 MOUs; developed
new project partnerships with other like-minded
institutions across Africa and beyond; andlaunched 2 youth and gender programs - The
Youth Innovation Challenge (Y I CAN) and
Women Innovation Challenge (WE CAN)
programs with 24 innovation challenge grants
awarded among many others.
Ranked as the Best Think Tank in Africa: For
many years now, the ATPS has consecutively
been ranked by the Global Go To Think Tank
Index Report as the best think tank in Africa(getting the highest number of rankings as wellas ranking first in more categories). The ATPS
received an "AAA Grade" for its effectivenessand efficiency in an external evaluation fundedby the Ministry of Foreign Affairs of theNetherlands appears to be supported by theavailable documentation. This evaluation,
conducted by the Ministry’s Policy andOperations Evaluation Department (IOB),
emphasized both effectiveness and efficiency ascore criteria for assessment.
Furthermore, IOB evaluations typically involve
input from various stakeholders and areintended to ensure accountability and enhance
policy implementation. Additionally, the ATPS
hasdemonstrated
positivefinancialresponsibility in its annual audits, consistently
meeting its financial obligations, which aligns
with its high evaluation score [1].

[1]https://english.iob-evaluatie.nl/publications/reports/2012/07/01/366---iob-evaluation-insights-rural-water-and-sanitation-assessing-impact

6 I ATPS Phase ix Strategic Plan 2023-2028

SITUATIONAL ANALYSIS AND ASSESSMENT

2.1

Internal Analysis

2.1.1 Organizational
StructureandGovernance
ATPS is governed by a Board of Directors andmanaged by an Executive Director, supported bydepartments focused on research, training,
partnerships, and administration. This structure
ensures strategic oversight and operational
efficiency. The Governance Structure adapted a
Regional Secretariat with a less hierarchical line
management structure – managed by a
Secretariat Management Committee (SMC).
The Secretariat is led by a Secretariat
Management Committee (SMC) chaired by the
Executive Director. The SMC comprises the
Executive Director (ED); Director of Research,
Training and Communications (DRTC); Financeand Administration Manager (FAM); the STI
Policy/National
Chapter
Liaison
Officer(STIP/NCLO); the Senior Secretary/Programs
Administrative Assistant (SSPAS) who is the
Secretary to the SMC, and any other Senor Staff
that may be appointed by the Executive Director,
from time to time. The SMC provides strategic
intellectual and administrative direction to theSecretariat and regional activities of the ATPS, inliaison with the ATPS National Coordinators’
Regional Council. The SMC meets regularly toreview the activities of the Network for effective
continuous monitoring and control and inputs into

the network management decisions. Where
the SMC fail to reach an agreement on specificmanagement decision, the ED shall consult
with the Executive Administrative Board
Committee accordingly and/or use his
discretion as per the provisions of the ATPS
Human Resource Policies and Procedures
Manual. ATPS is governed by a Board of
Directors and managed by an Executive
Director, supported by departments focusedon research, training, partnerships, andadministration.
Thisstructureensuresstrategic oversight and operational efficiency.
The Governance Structure adapted a Regional
Secretariat with a less hierarchical line
management structure – managed by a
Secretariat Management Committee (SMC).
The Secretariat is led by a Secretariat
Management Committee (SMC) chaired by the
Executive Director.
The SMC comprises the Executive Director(ED); Director of Research, Training andCommunications(DRTC);
FinanceandAdministration Manager (FAM); the STI
Policy/National Chapter Liaison Officer(STIP/NCLO); the Senior Secretary/Programs
Administrative Assistant (SSPAS) who is the
Secretary to the SMC, and any other Senor
Staff that may be appointed by the Executive
Director, from time to time. The SMC provides
strategic intellectual and administrative
direction to the Secretariat and regional
activities of the ATPS, in liaison with the ATPS
National Coordinators’ Regional Council.
The SMC meets regularly to review theactivities of the Network for effective
continuous monitoring and control and inputs
into the network management decisions.
Where the SMC fail to reach an agreement on
specific management decision, the ED shallconsult with the Executive Administrative
Board Committee accordingly and/or use his
discretion as per the provisions of the ATPS
Human Resource Policies and Procedures
Manual.
7 I ATPS Phase ix Strategic Plan 2023-2028

2.1.2 The Secretariat
The ATPS Secretariat is headed by the
Executive Director (ED) who is the secretary to
the Board of Directors. The ED is supported inrunning the organisation by a management
team made up of the heads of departments.
The Research department is headed by the
Programme Manager who also works closelywith the other departmental heads infundraising and implementation of projects.
The Post-Doctoral Research officers and the
Research Officers are assigned projects andduties and work under the supervision of the ED
and the Programme Manager. From time totime, research interns are recruited to support
project implementation and to perform specifictasks as the case may be. Equally, the Financeand Administration and the Communication andOutreach departments have Officers andAssistants who are also supported by Interns
from time to time. The Finance andAdministration Department also has the
Secretary to the ED, the Logistics Officer/Driver
as well as the other support staff.
Figure 1: ATPS General Organisational Structure

Executive Director
Research Department
Programme Manager
ResearchOﬃcersResearch
Assistants

Finance and Administration
Department

Post Doctoral
Research Oﬃcers

Finance and AdminOﬃcer

Secretary to the Executive
Director-Receptionist

Research
Assistant
Interns
Figure 2: The Structure of the ATPS Secretariat

8 I ATPS Phase ix Strategic Plan 2023-2028

Finance and
Admin
Assistants

Finance and
AdminInterns

Logistics
Oﬃcer and
DriverSupportstaﬀ

Communication andOutreach
Department
Communication andOutreach Oﬃcer

ICT
Consultant

Communication
Assistants
Communication andOutreach Interns

2.2

SWOT Analysis

A SWOT analysis of the ATPS, based on the lastevaluation report of the organization on theeffectivenessandefficiencyofits
implementation activities was conducted in
2023 with all ATPS network members, ATPS
stakeholders and National chapter coordinators
involved. The ATPS were also actively involvedin the evaluation and provided very useful
information that could be used to move theinstitution forward. The SWOT analysis ispresented in Table 15.
Strengths
The African Technology Policy Studies Network(ATPS) has several strengths that position it as aleading organization in the realm of Science,
Technology, and Innovation (STI) policy. ATPS
boasts a well-established networking structure,
being the only African organization focused on
STI policy issues with a strong presence in 27
African countries and three chapters in thediaspora (Australia, UK, and USA). Thisextensive network is supported by effective
management
frameworks
that
operatetransparently,
ensuring
institutional
effectiveness.
The organization also demonstrates program
cost- effectiveness, achieving significant
research and policy impacts at minimal costs.
ATPS has built an excellent international profile,
enjoying full diplomatic status in Kenya andmaintaining strong institutional partnerships
across Africa, Europe, America, and Asia. These
relationships provide access to global
knowledge communities, aiding in theimplementation and peer review of its
initiatives. The organization is further bolsteredby strong leadership and the selflesscommitment of its board, secretariat, andnational chapter coordinators. With atrans-disciplinary and multi-sector membershipthat includes academia, policymakers, theprivate sector, civil society, and the media, ATPS
has a good track record of achievements. It has
consistently been ranked as the best think tankin Africa and has effectively engaged diverse
stakeholders in STI research, policy, andpractice. The organization has also played a keyrole in facilitating STI policy development
acrossvarious
Africancountries
andcontributing to global STI debates, including
the development of significant global andregional reports.
Weaknesses
ATPS faces several weaknesses. Despite its
reach, ATPS has yet to establish national
chapters in all sub-Saharan African countries, a
gap that limits its influence on intra- andinter-regional
STI
policy-making.
The
organization also suffers from a lack of core
institutional funding to support administrative
costs at both the regional secretariat andnational chapter levels. This funding gap leads
to excessive workloads for secretariat staff andpro-bono
workbynational
chaptercoordinators, who are often overworked andundercompensated. The lack of adequate corefunding also results in insufficient institutionaland systems support for national chapters,
hampering their ability to respond to STI policy
needs effectively.
Additionally, the organization struggles withsecuring adequate resources to fund programs
that address the STI policy needs of its member
countries. Support from national governments
9 I ATPS Phase ix Strategic Plan 2023-2028

is inconsistent, with budget constraints in many
African countries limiting their ability tocontribute to ATPS activities. Although Nigeria
and Kenya provide significant support, there is aneed for other African governments to step up
their contributions.

Chapter Coordinators to engage infundraisingatthenationallevel,
complementing the fundraising efforts of theRegional Secretariat Management.

Opportunities

Threats to the organization include thegrowing shift towards thematic researchfunding by donors, which has led todiminishing core institutional funding. This
shift threatens the core STI policy advocacy
work that ATPS undertakes. Additionally, theorganization faces increased competition fordonor funding, which could further strain its
resources and ability to fulfill its mission.

Opportunities for ATPS include the increasing
interest in STI policy research in developing
countries and the potential to strengthen its
funding portfolio. However, this potential is not
fully harnessed due to low participation in
fundraising efforts by national chapters. ATPS is
actively working to build the capacity of National

Threats

2.2 Organisational Theory of Change
ImpactImproved quality of STI systems research, policy and practice by strengthening capacity for STI knowledge
generation, dissemination, and use for sustainable development in Africa

Long-term
outcomes

A sustainable and dynamic STI ecosystem driving continuous innovation, economic growth, and societal well-being in ATPS
priority sectors.

Intermediateoutcomes
Short-term
outcomes

Enhanced credibility and influence of ATPS as athought leader in STI policy.

Increased Awareness and Understanding,
Heightened Public Awareness,
Structured Implementation

Economic benefits and job creation
resulting from successful innovative
projects.

Improved skills and knowledge among
stakeholders on the implementation of STI
policies.

Enhanced Innovation Development, Accelerated
Growth of Startups and Youth Empowerment andEngagement

Enhanced Stakeholder dialogue, wider
dissemination of research and strengthened
collaborations

Outputs

Policy Briefs,
Advocacy Campaign
Materials and Policy
Frameworks andGuidelines

Training Manuals andToolkits and Trained
Personnel

Offer Seed Funds toInnovative Ideas, Support
Incubation Programmes
and Empower Youth in
ATPS Priority Sectors

Roundtables on topical issuesof national and regional
interests, publication anddissemination of knowledge
products

Activities

STI policy research,
policymaking andadvocacy

Training,
sensitization andcapacity building

Youth and gender
empowerment

Knowledge brokerage,
management andcommercialization

Input

Figure 3: Organisational Theory of Change

10 I ATPS Phase ix Strategic Plan 2023-2028

Finance, Human, Tools and Information Resources

Signed partnership agreements
and MOUs to promotepartnerships and collaborations
with other institutions

Intra-Africa and global
collaboration and partnerships

ATPS PHASE IX STRATEGIC PLAN FOR 2023-2028

The ATPS Phase IX Strategic Plan, 2023-2028 will continue to build upon the numerous gains andachievements recorded during the previous years. ATPS will continue to sustain integrity andexpertise in STI policy research, policymaking and implementation as well as capacity building,knowledge brokerage, youth and gender empowerment, and intra-Africa and global collaborations.
These roles have earned ATPS's position as Africa's premier STI policy research network withnumerous national, regional and global awards to prove it. During this strategic phase, ATPS’s
interventions will be implemented through a two-pronged approach:
Table 1: ATPS Thematic Priority Sectors and Programmatic Strategic Objectives
Thematic/Sectoral Priority Areas

Thematic/Sectoral Priority Areas

1.

Agriculture, Food and Nutrition Swcurity

1.

STI policy research, policymaking and advocacy

2.

Energy2.

Training, Sensititization and Capacity Building

3.

Climate Change and Environment

3.

Youth and Gender Empowerment

4.

Health4.

5.

Education and Technology

5.

Knowledge brokerage, management andcommercialization
Intra-Africa and global collaboration andpartnerships

6.

Creative Industries and Entrepreneurship

7.

Digital Economy and ICTWhile prioritizing its main thematic priority areas and strategic programmatic goals, ATPS remains
open to considering and, when feasible, supporting client-funded projects outside these specified
areas and objectives. These projects must align with the STI mandate outlined in ATPS's vision andmission statements. Below, you will find a summary of the thematic and programmatic objectives,
along with their specific aims, strategies for achievement, and expected outcomes.
11 I ATPS Phase ix Strategic Plan 2023-2028

3.1 Thematic/Sectoral Priority Areas

Priority Sector 1: Agriculture, Food andNutrition Security

Africa is currently grappling with an escalating
food security crisis, making it imperative toaddress this issue urgently. Nearly 282 million
people in Africa (about 20 percent of the
population) are undernourished, an increase of
57 million people since the COVID-19 pandemic
began. More than a billion people are unable toafford a healthy diet. Around 30 percent ofchildren are stunted because of malnutrition.
The second UN Sustainable Development Goal
(SDG 2) aims to "end hunger, achieve foodsecurity and improved nutrition, and promotesustainable agriculture." To achieve this, it isessential to enhance the connection between
agricultural
productivity
andnutritional
improvement, ensuring year-round access to
sufficient and safe food for all.
Given that Africa possesses approximately 600
million hectares of uncultivated arable land,
accounting for about 60% of the global total,
the continent's strategy to overcome the foodcrisis must prioritize increasing agricultural
output and intensifying production and value
chains. Challenges such as high investment
costs in equipment, input materials, andinfrastructure result in higher production costs,
making local products less competitive
compared to imports. Additionally, issues likepost- harvest losses and lack of value addition
contribute significantly to food insecurity.
Addressing these challenges requires robust
STI interventions to achieve SDG 2, along with
SDGs 1, 9, and 12.
Aligned with the African Union's (AU) STISA
2024 priority to eradicate hunger and achieve
food security, ATPS is committed to contributing
significantly to this continental goal.
12 I ATPS Phase ix Strategic Plan 2023-2028

In January 2013, African Union Heads of State andGovernment,alongside
internationalorganizations, civil society, the private sector,
cooperatives, farmers, youth, academia, and otherpartners, adopted a Declaration to end hunger inAfrica by 2025. ATPS's participatory strategiesalign with the AU's approach, ensuring
collaborative efforts towards this key objective, inline with SDG 17, which emphasizes theimportance of strategic partnerships in order toachieve any and all the SDGs. The AU also
highlights that processing, conservation, anddistribution of agricultural products extend beyond
rural and agricultural development, necessitating a
concerted STI intervention—a core aspect of the
ATPS strategy and expertise.
The ATPS plans to identify or facilitate thedevelopment of appropriate innovations toenhance productivity and resilience, reduce waste
and environmental pollution, and improve value
addition across the agricultural value chain fromfarm to table. Focus areas include innovations infarming systems and technologies, biotechnology(such as seed and livestock technology/genetics),
yield enhancement and loss control (e.g., fertilizers
and pest control), farm/food waste management(anaerobic digestion through eco-innovation) andsocialinnovations
like
farm
information
management systems and Information andCommunication Technologies (ICTs) (e.g., smart
mobile phones, satellite data, Geographic
Information Systems (GIS), etc.). These effortsalign with the 2030 SDG 2 targets, which aim toend hunger and malnutrition, increase food accessfor the poor and indigenous populations, double
agricultural productivity and income, and ensuresustainable food production systems and resilient
agricultural practices.
Already, ATPS is currently promoting thewide-scale adoption of the LandPKS mobile apptechnology in Africa on the back of the continent’s
expanding mobile data penetration. The
technology is a community-driven app that enables
users to instantaneously access climatic and soil
information and interpret them in the context of
local conditions and values, including crop
preferences in real-time. Users are able to target
investments on land for specific purposes such as
specific crop choices for specific soils.

With knowledge on annual average rainfall andtemperature, aridity index, soil types, among
others, farmers are able to plan their farming
enterprises adequately to avoid losses due toclimate variability and hence improve
agricultural productivity and climate change
resilience therefore promoting sustainable
development. See the detailed description of
the LandPKS in ANNEX 1. ATPS is also
promoting another flagship project “Linking
Agriculture and Nutrition Value Chain for
Improved Health Outcomes (LANHO)” andseeks support for its implementation (ANNEX
2). ANNEX 3 also shows an initiative that is
tapping into the latest technology and use of
Artificial Intelligence (AI4AFS) to enhance foodsecurity and food systems in Africa.

Table 4 shows the specific objectives, strategies
for implementation and the expected outcomesfrom the implementation of agriculture, food andnutrition thematic priority.
Across African universities, the faculties ofagriculture constantly churn out hundreds ofthousands of agricultural graduates but less than
20% of agricultural graduates from African
universities do anything agricultural. Meanwhile,
there is a huge gap in supporting small-scale
farmers in agricultural extension services. During
this strategic phase, ATPS will aim to bridge thegaps between learning agriculture and using thatknowledge for productivity.

Table 2: Specific objectives and outcomes under the agriculture, food and nutrition
thematic priority
Specific Objective

Strategies

Expected Outcomes

1. Undertake and support transdisciplinary
research to generate new technologies
and innovations for agriculture, food andnutrition

Commission transdisciplinary researchstudies in the selected fields

More available and accessible
technologies and innovations forenhancingproductivity
andnutrition

2. Identify and deploy new disruptive
technologies
andinnovations
forincreasing agricultural productivity andvalue addition

Research and scoping studies
Sensitization and Capacity building
Policy advocacy

Improved food production, processing
and utilization
Favourable policy environment forinvestment

3. Bridging the gaps between agricultural
education and small-scale farmers (SME)
extension services

Commission projects and programmes where
agricultural graduates are mandatory
extension service providers to small scale rural
farmers.

Increased extension services in the
agricultural space in Africa.
Increased youth employability andintegration of trained agricultural
personnel and enterprise.

Priority Sector 2: Energy

13 I ATPS Phase ix Strategic Plan 2023-2028

In 2010, the McKinsey Global Institute (MGI)
described the potential and progress of African
economies as "lions on the move." Despite thesubsequent collapse of global commodity prices
and political shocks, Africa’s economic growth
has remained resilient especially when otherglobal economies struggled significantly.
Between 2000 and 2010, Africa achieved anaverage annual GDP growth of 5.4%, adding$78 billion annually to its GDP in 2015 prices. In
more recent years, the continent has continued
to show steady economic progress. For
instance, in 2022, Africa's GDP grew by 3.8%,
and projections for 2023 and 2024 suggest an
average growth rate of around 4%, which
outpaces the global forecast and othercontinental economies. However, the energy
supply across the continent has not kept pacewith this economic growth. Africa faces
significant energy poverty and a huge deficit,
with approximately 600 million people lacking
access to electricity and about 900 million
relying on traditional biomass for cooking.
This lack of access to modern energy services,such as electricity and clean cooking facilities,
hamperssustainablesocioeconomic
development and this is particularly problematic
in rural Africa. In 2022, only about 48% of the
Sub-Saharan African population had access toelectricity, but this figure is expected to rise toabout 57% by 2030. Addressing this energy
deficit is crucial. Promoting renewable energy
sources, such as solar photovoltaic systems, cansignificantly improve energy access, particularly
for off-grid communities. This would facilitaterural development, reduce greenhouse gas
emissions, and support the continent’s broader
sustainable development goals.
In this plan, we will deliberately promote thegeneration, dissemination, and use ofrenewable energy resources in the form of solar,
biomass, geothermal, wind, and hydro in order
to increase energy access, reduce energy
poverty, reduce greenhouse gases (GHGs)
emission, thereby attaining the Sustainable
Development
Goals(especiallyGoals
4,7,9,12,13) for the region. ATPS has beendeveloping projects on “Promoting Pro-Poor
Low Carbon Energy Access and Development in
Sub-Saharan Africa (PLoCEAD)” and is working
with partners to support more initiatives.
Solving this energy crisis, especially in rural
areas would significantly help achieve STISA
priorities 2, 3, and 6 aimed at preventing andcontrolling diseases, communication, andwealth creation respectively. Table 5 shows the
specific objectives, strategy for implementation,and the expected outcomes from theimplementation of the energy thematic priority.

Table 3: Specific objectives and outcomes under the energy thematic priority
Specific Objective

Strategies

Expected Outcomes

1. Undertake and support transdisciplinary
research to generate new technologies
and innovations on renewable energy

Commission transdisciplinary researchstudies in the selected field

More available and accessible
technologies and innovations forenhancing energy options andaccess

2. Identify and deploy new disruptive
technologies and innovations for increasing
low carbon energy access in Africa.

Research and scoping studies

Increasedawarenessandaccess to energy options
Enabling policy environment forinvestment in renewable energy

3. Promote and support small scale off-grid
renewable energy projects backed up by
research/universities

Co-development and delivery of universitybased research projects for impact in the
renewable energy space
Training and capacity building; knowledge
exchange initiatives

Sensitization and Capacity building
Policy advocacy

14 I ATPS Phase ix Strategic Plan 2023-2028

Increased youth and graduate
expertise in renewable energy
Increased small scale off-gridintervention renewable energy
projects.

Priority Sector 3: Climate Change and Environment

Climate change poses a significant threat to theAfrican continent, particularly due to its heavy
reliance on agriculture for livelihood, income,and employment. Agriculture in Africa is highly
vulnerable to climate change impacts, such as
unpredictable weather patterns, erratic rainfall,
prolonged droughts, and frequent flooding
events. These factors contribute to increased
crop failures and reduce agricultural productivity,
exacerbating food insecurity and poor nutritional
health across the continent. Africa’s carbon
emissions are dwarfed by the emissions of othercontinents. At 11.47 billion tonnes, China is theworld’s largest polluter, followed by the UnitedStates (5 billion tonnes), India (2.7 billion
tonnes), Russia (1.75 billion tonnes) and Japan(1.07 billion tonnes). Comprising about 17
percent of the world’s population, Africa
contributes just 4 percent of global carbon
emissions at 1.45 billion tonnes, but it remains
the most vulnerable to climate change effect.
The effects of climate change are alreadyevident, with extreme weather events such as
droughts and floods becoming more frequent.
Since the 1970s, sub-Saharan Africa has
experienced a tenfold increase in flood events,
displacing millions of people and damaging
agricultural lands. Rising temperatures andextreme heat waves further threaten crop yields
and livestock, crucial for food security. For
instance, crop yields in sub-Saharan Africa could

decrease by up to 20% if global temperaturesrise by 2°C, severely impacting staples likemaize, millet, and sorghum[1], [2].
Africa's food insecurity is worsening, with 240
million Africans currently experiencing hunger
daily. By 2050, even a moderate increase intemperature (1.2 to 1.9°C) could increase thenumber of malnourished people in Africa by 25
to 95%, depending on the region. Such
conditions underscore the urgent need forresilient agricultural practices and climate
adaptation strategies[3]. For instance, faminebrought on by a drought in Africa affected morethan 120 million people. With a regional averageof 26.8% undernourished people and a potential
hunger growth rate of above 50%, Sub-SaharanAfrica is regarded as the region with the highest
level of food insecurity in the world. To addressthese challenges, it is crucial for Africancountries to enhance their resilience to climatechange through technological innovations,improved
infrastructure,andbettermanagement of natural resources. Strategies
such as developing climate-smart agriculture,promoting renewable energy sources, andimplementing integrated water management
systems can help mitigate the adverse impactsof climate change on agriculture and foodsecurity.
ATPS endeavors to develop interventions thatwill jointly boost the resilience capacities ofvulnerable people at local, regional, andinternational levels to the impacts of climatechange. We will also engage in research andintervention
programs
onintegrated
management of natural resources (land, water,
biodiversity, minerals, and ecosystem services)and fostering transitions to inclusive green
growth in Africa. An example is the UK-funded
Global Challenges Research Fund (GCRF) 7
million pounds RECIRCULATE project on
capacity building in the circular water economy
space in Africa delivered in six African countries(Kenya, Botswana, Malawi, Zambia, Ghana, andNigeria) in strategic partnership with Lancaster[1] https://www.worldbank.org/en/news/feature/2022/10/17/what-you-need-to-know-about-food-security-and-climate-change[2] https://www.mckinsey.com/capabilities/sustainability/our-insights/how-will-african-farmers-adjust-to-changing-patterns-of-precipitation[3] https://www.ilri.org/news/climate-change-africa-what-will-it-mean-agriculture-and-food-security

15 I ATPS Phase ix Strategic Plan 2023-2028

University UK. During this strategic phase for2023 – 2028, ATPS will progress its partnershipwith Lancaster University in the delivery ofseveral offshoot interventions from the
RECIRCULATE project including the British
Council Funded Differentiate Project onenhancing the entrepreneurial capacity of
African scientists and researchers across the
ATPS priority areas.
Also, during this strategic phase for 2023-2028,
we will continue to promote our Climate Sense
Program (CSP) launched in 2008 in partnershipwith the United Nations Environment Program(UNEP). CSP aims to:• Make Sense of Climate Science througheffective science communication: We will find
new ways to communicate the science ofclimate change better to African communities,
using their own starting point as a basis for
multi-lateral global dialogues. This will involvea series of science communications workshops
and activities with key partners using
participatory dialogue models.
• Make Sense of Climate Economics throughpolicy analyses and translation of complex
climate economics in ways that promotedialogue at all levels of African society: We willconduct baseline studies on the African
Perspectives on climate change economics,
costs and benefits of adaptation, opportunities
for decoupling growth from environmental
degradation through clean technologies, green
growth concepts, and carbon markets, etc.
• Make Sense of Climate Innovation throughinvestment portfolio analyses and supporting
the development of technologies andinnovations for climate change adaptation,
mitigation and resilience: We will support
strategic research and innovations to harness
the abundant natural resource potentials in
Africa such as wind, hydropower, solar powerand geothermal energy at both local and global
markets that will reduce emissions and build
adaptation and mitigation capacities on thecontinent.

16 I ATPS Phase ix Strategic Plan 2023-2028• We will work with key partners to support
Climate Innovation Incubation Centres,
identify and support indigenous capacities
through Climate Innovation Challenge Awards,
Policy Advocacy for North-South andSouth-Southtechnology
sharing,
etc.
Attention will be paid to types of innovations
andtechnologies
thatareculturallycompetent, economically adaptable, andscientifically robust for use in Africa.
• Make Sense of Climate Change Politics andPolicymaking through scenario analyses,
training, and policies that support thedevelopment of sustainable technologies andinnovations for adaptation such as renewableenergy carriers and efficient stoves: We willtrain policymakers on climate change politics
and policymaking and also equip them withnecessary skills for negotiations at the global
climate platforms.
ATPS is currently promoting a flagship projecton “Building the Capacity of Selected
sub-Sahara African Countries to Effectively
Measure Progress in their Nationally Determined
Contributions’ (NDCs) Implementation Using
Tracking Tools and Indexes” and seeks further
support and collaborations (ANNEX 4) to reachout to other African countries. Already the AfDB
has committed to supporting this project under
their African Climate Change Fund (ACCF).
Table 6 shows the specific objectives, strategy
for implementation, and the expected outcomesfrom the implementation of the climate change
and environment thematic priority.
Within the priority area of climate change andthe environment, eco-innovation is a global
agenda that ATPS can take the lead on in Africa.
Eco-innovation has the capacity to deliver thetools needed for Green Growth and sustainable
development. Those tools will be commerciallysuccessful products, services, and technologies
that reduce the impacts of human activities ontheenvironment,
achievemore
efficient/responsible uses of natural resources,and enhance societal, economic, andtechnological resilience to environmentalpressures, especially climate change.

Evidence has shown that Universities are key
drivers of effective eco-innovation for two
reasons. First, they are ‘anchors’ in codesigning and supporting research-driven
eco-innovation partnerships with the private
sectorwhich
ultimately
deliver“environmental solutions”. Second, they play a
key role in delivering the high-level(graduate/post-graduate)
skillsthatareessential to driving forward eco-innovative
policies, products, and services.

Table 4: Specific objectives and outcomes under the climate change and environment
thematic priority
Specific Objective

Strategies

Expected Outcomes

1. Undertake and support transdisciplinary
research to generate new technologies andinnovations for climate change adaptation,
mitigation and resilience

Commission transdisciplinary researchstudies in the selected field

More available and accessible
technologies and innovations
for building climate change
resilience in Africa

2. Identify and deploy new disruptive
technologies and innovations for building
climate change adaptation and resiliencecapacity

Research and scoping studies
Sensitization and capacity building
Policy advocacy

Increased awareness and capacity toadapt to the impacts of climatechangeAppropriate climate change policies atnational and regional levels

3. Promote the ATPS Climate Sense
Program (CSP)

Undertake research, policy and practiceinterventions

More climate informed individuals andinstitutions capable of adapting toclimate change impacts
Desired policies that boost adaptation
and resilience

eco-innovation asan
4. Promoteintervention model to interventions forclimate change impacts

Support in the development of
university-academia-industry forum for
eco-innovation knowledge transfer
Supporting in enhancement of industry(SME)-driven circular economy-driven
projects backed up by university
research and development
Commissioning
university
student
research projects that focus on climatechange mitigation interventions

More impactful climate changeinterventions and products driven by
university researchMore bridging of the gaps between
academia and industry in Africa withregards to climate resilience.
Increased student and graduate
employability and entrepreneurshipintheclimatechangeandenvironment areas.

Priority Sector 4: Health

The outbreaks of diseases such as Ebola andthe most recent global health epidemic thatwas
COVID-19
havehighlighted
thevulnerability of the continent to global healthcrises. The prevalence of infectious diseases inAfrica and the continents lack of resilience

further emphasises the criticality of thesituation
when
oneconsidersthatapproximately 69% of deaths in sub-SaharanAfrica are attributable to infectious diseases,
including malaria, HIV/AIDS, and tuberculosis.
The continent's healthcare systems are
persistently weak, resulting in a failure to meetthe health care needs of its population.
To ensure healthy lives and promote well-being
for all ages (SDG 3), it is critical to enhance
healthcare infrastructure and human capacity,in alignment with SDGs 8 and 9. Africa bears
one-quarter of the global disease burden but
has only 2% of the world's doctors,
underscoring the urgent need to address
inadequate healthcare infrastructure andhuman capacity.
17 I ATPS Phase ix Strategic Plan 2023-2028

The 2013 Abuja Special Summit on HIV/AIDS,
Tuberculosis, and Malaria emphasized theimportance of building research capacities todevelop new medicines, diagnostic tools, vector
control methods, and vaccines. Additionally, itcalled for promoting innovation in traditional
medicine and strengthening local healthecosystems, considering the socio-cultural andenvironmental contexts of African communities.
STISA (Science, Technology, and Innovation
Strategy for Africa) advocates for better
coordination among health stakeholders andrelated sectors, and the development ofgovernance structures to promote research
ethics and integrity.
Such measures would enhance public trust in
research and require collaborative efforts (SDG
17) to implement policies and programs
focused on primary health care and disease
prevention. During the strategic phase from2023 to 2028, the ATPS will prioritize leveraging
digital technologies to support health systems,
enhancing knowledge and skills, and fosteringcollaboration among stakeholders.
The African healthcare sector continues tostruggle with a lack of resources and funding,but creative uses of technology offer new
possibilities for improving access to medical
treatment. Building on developments spurredby the pandemic, health tech on the continent
is poised for explosive growth.
For instance, mobile health systems like

Uganda's mTRAC, used by around 27,000
government health workers to report on
medicine stocks, exemplify how digital tools canimprove healthcare delivery in areas with limited
infrastructure. Similar initiatives, including theuse of drones for medicine delivery, are being
implemented to reach remote areas.
The ATPS will also focus on training healthcare
professionals to ensure they possess thenecessary skills and knowledge for effective
healthcare delivery. Furthermore, promoting
partnerships between the public and private
sectors (SDG 17) is crucial for establishingefficient
healthcare
systems.
Engaging
policymakers to advocate for increased
investment in healthcare systems is a priority.
Additionally, the ATPS will address the threat
posed by animal diseases to both animal
production and human health. According to theWorld Organization for Animal Health (OIE),
over 90% of the world's animal diseases occur inAfrica.
The management of these diseases is hinderedby issues such as veterinary drug misuse, thepresence of substandard and counterfeit drugs,
andinadequate
policyimplementation.
Addressing these challenges is essential for
improving both animal and human healthoutcomes. Table 7 shows the specific objectives,
strategy for implementation and the expected
outcomes from the implementation of the healthinnovations thematic priority.

Table 5: Specific objectives and outcomes under the health thematic priority
Specific Objective

Strategies

Expected Outcomes

1. Undertake and support transdisciplinary research togenerate new technologies and innovations for
efficient healthcare delivery system

Commission transdisciplinary
research studies in the selected field.

More available and accessible technologies andinnovations for improved healthcare delivery
systems in Africa

2. Identify and deploy new disruptive
technologies and innovations for improving thehealthcare systems in Africa

Research and scoping studies
Sensitization and capacity building
Policy advocacy

Increased awareness and capacity to accessand use innovations and technologies for
improved healthcare systems in Africa
Adequate infrastructure for achieving
healthcare improvement in Africa.
Appropriate healthcare policies at nationaland regional levels for the efficient
healthcare system in Africa.

3. Promote and support youth health technology
SMEs/enterprise in Africa

Development of a university-wide
programme that support graduate
enterprise in health technology
Policy advocacy and support to ensure
the mainstreaming of the programme

Increase in health technology enterprisein Africa amongst the youth.

18 I ATPS Phase ix Strategic Plan 2023-2028

Priority Sector 5: Education and Technology

ATPS recognizes the transformative potential oftechnology in enhancing educational access,quality, and relevance across Africa. Investing in
education and technology is crucial for fostering
human capital development, innovation, andsustainable development. Quality educationequips individuals with the knowledge, skills,
and competencies necessary to thrive in today's
rapidly evolving world. ATPS aims to bridge thedigital divide, expand learning opportunities,
and empower learners to participate effectively
in the knowledge economy by integrating
technology into education.
The prevalence of ICT use in classrooms is nothigh, even in the world's richest countries, with
only about 10% of 15-year-old students in OECD
countries using computers extensively at school.

Access to electricity and devices is highly
unequal between and within countries. In 2021,
almost 9% of the global population – and morethan 70% of people in rural sub-Saharan Africa– lacked access to electricity. Globally, one infour primary schools does not have electricity.
Internet access, a vital enabler of economic,
social, and cultural rights, is also unequal. In
2022, two in three people globally used theinternet, and in late 2021, 55% of the world's
population had mobile broadband access. ATPS
recognizes the pivotal role of STI in advancing
education and technology initiatives.
Through research, capacity building, and policy
advocacy, ATPS aims to harness STI to develop
innovative solutions that address educational
challenges, promote digital literacy, andfacilitate
technology-enabledlearning
experiences. ATPS is already engaged in various
initiatives aimed at promoting education andtechnology in Africa.
Table 8 below shows the specific objectives,
strategies for implementation, and the expected
outcomes from implementation of the educationand technology thematic priority.

Table 6: Specific objectives and outcomes under the education and technology
Specific Objectives

Strategies

Expected Outcomes

Develop and implement digital literacy
programs, training workshops, and online
resources to enhance educators' and students'
digital competencies.

Increased digital literacy rates
among educators and students.

Facilitate collaboration between researchers,
entrepreneurs, educators, and policymakers todevelop and scale innovative EdTech solutions
tailored to African contexts.

Increased adoption and integrationof innovative EdTech solutions in
educational institutions.

3. Improve Access to Quality Education
through Technology

Develop and deploy technology-enabled learning
platforms, such as online courses, mobile
applications, and digital libraries, to reachremote and marginalized populations.

Expanded access to quality
education for underserved
communities through technologyenabled learning platforms.

4. Strengthen Policy and Institutional
Support for Education Technology

Engagewithpolicymakers,
education
stakeholders, and international partners to
advocate for supportive policies, funding
mechanisms, and capacity-building initiatives topromote the integration of technology into
education systems.

Enabling policy environment andinstitutional support for the
integration of technology into
education systems.

5. Connecting education with industry
and integrating employability

Development
anddeliveryofgraduate
employability
education
andcareerenhancement
initiatives
integrated
into
education curriculum in African countries.
Providing policy advocacy and support toenhance the national adoption of new policies
that enhances this process

Increased employability
Increased connection between
academia and industry

1. Enhance Digital Literacy and Skills
Development

2. Foster Innovation in Education
Technology (EdTech)

19 I ATPS Phase ix Strategic Plan 2023-2028

Priority Sector 6: Creative Industries and Entrepreneurshipand wealth creation, enabling individuals to
realize their economic aspirations andcontribute to sustainable development.
The expansion of the African creative industry
is not only centred around enticing moreyoung Africans to utilise their creative talents
or providing creative entrepreneurs with morefinancing avenues but is also about providing
the right conditions and especially policy
framework for creative projects andenterprises to succeed.
The
Africancreativeindustryisanoften-overlooked component of the continent’s
changing economic landscape. From humble
beginnings and geographically localised art
forms, the sector has grown to become a global
industry, earning an average of US$4.2 billion
annually and employing half a million people inits cultural goods market alone.
The growth of digitisation across the world has
transformed the African creative industry,
bypassing geographical barriers and allowing
access to creative products like film and music
across the world. Customer growth inVideo-On-Demand services alone is expected torise from 1.56 million in 2017 to 10 million by
2025.
Creative industries and entrepreneurship emerge
as pivotal priority areas for ATPS in its strategicplan for 2023-2028. Recognizing the immense
potential of Africa's creative sector andentrepreneurial ecosystem, ATPS seeks toharness these forces to drive economic growth,
foster innovation, and promote inclusive
development across the continent.
Investingincreativeindustries
andentrepreneurship is vital for unlocking Africa's
economic potential, creating jobs, andempowering communities.
The creative sector, encompassing areas such asarts, culture, media, and entertainment,
represents a rich source of cultural heritage andartistic talent that can be leveraged to drive
economic diversification and social inclusion.
On the other hand, entrepreneurship serves as acatalyst for innovation, enterprise development,
20 I ATPS Phase ix Strategic Plan 2023-2028

ATPS therefore recognizes the critical role of
STI in advancing creative industries andentrepreneurship. By fostering an enabling
environment for innovation, supporting thedevelopment of creative and technologicalskills, and promoting the adoption of digitaltechnologies, ATPS aims to catalyse thegrowth and competitiveness of creative
enterprises and start-ups. ATPS is actively
engaged in initiatives aimed at promoting
creative industries and entrepreneurship in
Africa.
These initiatives include research projects oncreative
economydevelopment,
capacity-building programs for entrepreneursin the creative sector, and policy advocacy
efforts to support the growth of creative
enterprises.
Basedoncarefulinvestigation
andengagement with ATPS’s stakeholders, otherareas of crucial growth potential where ATPS
will play a pivotal role is in the development ofIndigenous African creative technologies; thedevelopment of inter-disciplinary STI-oriented
creative medium projects i.e. arts andanimation; the support of beneficial policies
that
promoteintra-Africa
creativecollaboration and the development of youth
entrepreneurship in the creative sector. Table
9 below shows the specific objectives,
strategies for implementation and the
expected outcomes from the implementationofthecreativeindustries
andentrepreneurship thematic priority.

Table 7: Specific objectives and outcomes under the Creative Industries andEntrepreneurship
Specific Objectives

Strategies

Expected Outcomes

Facilitate
collaboration
betweencreative
professionals,
technology
innovators,
andresearchers to develop and implement innovative
solutions that enhance the competitiveness andsustainability of creative enterprises.

Increased adoption of innovative
practices and technologies in thecreative industries.

2. Support Entrepreneurship Developmentin Creative Industries

Provide tailored entrepreneurship training, mentorship,
and access to finance for aspiring entrepreneurs in thecreative sector, with a focus on building businessacumen and fostering sustainable growth.

Strengthened entrepreneurial
ecosystem and increased support
for creative startups and SMEs.

3. Promote Cultural Heritage Preservation
and Cultural Entrepreneurship

Develop initiatives to preserve and promote Africa's richcultural heritage, including traditional arts, craf ts, andindigenous knowledge, while also supporting cultural
entrepreneurs in monetizing these assets in sustainable
and socially responsible ways.

Enhanced
preservation
andmonetization of Africa's cultural
heritage assets.

4. Advocate for Policy and Regulatory
Reforms to Support Creative Industries
especially intra-Africa creative projects
and enterprises.

Engage with policymakers, government agencies, andindustry stakeholders to advocate for policy reform s,
incentives, and infrastructure investments that pro
mote
the growth, sustainability, and inclusivity of creative
enterprises and startups.

Improved policy and regulatoryenvironment conducive to thegrowth of creative industries andentrepreneurship.

1. Foster Innovation and Creativity in theCreative Sector

Priority Sector 7: Digital Economy and ICT
the SDGs. By embracing the digital economy
and ICT, ATPS aims to empower individuals,
businesses, and governments to harness thebenefits of digitalization and drive sustainable
development across Africa.

Recognizing the transformative power of digitaltechnologies in driving economic growth,enhancing productivity, and promoting inclusive
development, ATPS seeks to leverage ICT toharness the opportunities of the digital
economyfor
Africa'ssocio-economic
advancement. Investing in the digital economy
and ICT is imperative for unlocking Africa's
potential for innovation, entrepreneurship, andeconomic diversification.
The rapid proliferation of digital technologies,
including mobile connectivity, cloud computing,artificial intelligence, and blockchain,presents unprecedented opportunities forleapfrogging traditional development pathways
and accelerating progress towards achieving

ATPS recognizes the pivotal role of STI in
advancing the digital economy and ICT
initiatives.
By
fosteringanenabling
environment for innovation, supporting
research and development in emerging
technologies, and promoting digital skills
development, ATPS aims to catalyze theadoption and diffusion of ICT innovations
across various sectors of the economy. ATPS is
actively engaged in initiatives aimed atpromoting the digital economy and ICT in
Africa. These initiatives include research
projects on digital transformation, capacitybuilding programs for policymakers, and policy
advocacy efforts to promote digital inclusionand connectivity. Table 10 below shows the
specific
objectives,
strategies
for
implementation and the expected outcomesfrom the implementation of the digital
economy and ICT thematic priority.
21 I ATPS Phase ix Strategic Plan 2023-2028

Table 8: Specific objectives and outcomes under the Digital Economy and ICTSpecific Objectives

Strategies

1. Expand Digital Infrastructure andConnectivity

Advocate for investments in broadband
infrastructure, digital connectivity initiatives,
and regulatory reforms to promote competition
and reduce the digital divide.

Improved access to affordable andreliable digital infrastructure andconnectivity across Africa.

2. Promote Digital Inclusion and Skills
Development

Develop and implement digital literacy
programs, training workshops, and capacitybuilding initiatives to equip individuals with theskills and knowledge needed to participate
effectively in the digital economy.

Enhanced digital literacy and skills
development opportunities forindividuals, businesses, andgovernments.

3. Foster Innovation and
Entrepreneurship in the Digital
EconomySupport the development of digital innovation
ecosystems, incubation centers, and startup
accelerators to nurture digital entrepreneurs
and promote the development and adoption of
locally relevant digital solutions.

Increased innovation andentrepreneurship in digitaltechnologies and applications.

4. Strengthen Policy and Regulatory
Frameworks for the Digital Economy

Engagewithpolicymakers,
government
agencies, and industry stakeholders to
advocate for policy reforms, incentives, andinfrastructure investments that promote thegrowth, sustainability, and inclusivity ofcreative enterprises and startups.

Enabling policy environment andregulatory frameworks conducive tothe growth and development of thedigital economy.

Expected Outcomes

3.2 Programmatic Strategic Objectives
Programmatic Objective 1: STI Policy Research, Policymaking and Advocacy
Building capabilities, structures, andconditions for the co-production of scientificknowledge, technologies, innovations, andpolicies across the identified priority sectors
for sustainable development in Africa

The ATPS STI policy research, policymaking,and advocacy will focus on generatingknowledge to inform and influence policy
decisions in the selected and allied sectors. If
scientific research is to have any meaningful
impact in terms of guaranteeing development
gains in Africa, the results must inform andshape policies and programmes as well as
22 I ATPS Phase ix Strategic Plan 2023-2028

contribute towards solving practical societal
problems. However, the process of realizing
this goal is complex involving multiple actorsthat often have different world views. Theirvalues and ways of processing and using
evidence are very different. For instance, thelanguage of the researcher and that of thepolicymaker or practitioner are so different thatunless decoded might not make much sense to
one another. As a result, research-based
evidence is often only a minor factor whenpolicies for development are formulated andpractices are shaped. On the other hand, theresearch sector believes that it is only when
the products and processes of research efforts
are applied that sustainable development canbe achieved.
Likewise,tacitknowledge
fromthepractitioners rarely reaches the researchers or
those who make decisions. This lack ofagreement and poor communication between
the development actors has created wide gaps
between them hence limiting the realization ofdevelopment gains.

The AU through its STISA 2024 has therefore
made communication (Physical & Intellectual
Mobility) priority number 3. According to the
AU implementation of major infrastructure
projects
must
incorporate
sustainableknowledge management systems design aswell as requisite human skills andcompetencies. While most of this knowledge
has traditionally come from outside thecontinent, African institutions must takeresponsibility for integrating robust andsustainable knowledge production systems inmajor physical and digital infrastructure
programmes.
ATPS has over two decades of experience
working with relevant stakeholders in the
co-production of knowledge that informs
policies and decision-making as well as
contributing in solving societal problems atvarious levels. During this strategic phase, wewill continue to facilitate the development ofrelevant policies and decision-making acrossthe selected and allied sectors using research

evidence and work with the relevant
stakeholders to design frameworks/strategies
for implementation, monitoring, evaluation andreporting. Bearing the mind the strategic
positioning of ATPS as a Think-Tank thatnavigates the quadruple helix of academia,
industry, government, and civil societies,
advocating and supporting policies that aim tobridge the gaps between these segments would
be a fundamental agenda of ATPS in this new
strategic phase. As such, ATPS will intensify
efforts to train the African research andacademic community on how to write policy
briefs to communicate their research outputs inorder to bridge the ever-widening gaps
between academic research and government in
Africa. In the same vein, ATPS will also intensify
training NGOs and civil societies in Africa on
how to navigate and collaborate with academic
institutions more effectively. Table 11 shows the
specific objectives, strategy, and expected
outcomes from the implementation of the STI
Policy research, policymaking, and advocacy
programmatic objective.

Table 9: Specific objectives and outcomes under the STI Policy research, policymaking and advocacy
Specific Objectives

Strategies

Expected Outcomes

1. Undertake STI policy research andcapacity building in selected sectors togenerate evidence-based knowledge forpolicy and decision-making

Commission STI policy research studies inselected and allied sectors
Collaborate with other institutions to generate
more research evidenceStrengthen the capacities of stakeholders toundertake policy research, policymaking andpolicy implementation activities

More available research evidence toinform policies and decision-making at
various levels
Improved capacity of relevant
stakeholders to conduct, formulate
and implement policies for sustainable
development in the selected sectors

2. Influence policies and policymaking at
various levels

Undertake policy advocacy campaigns

3. Develop and influence policies that
promote collaboration between thequadruple helix.

Undertake training that enhances strategic
partnerships between the quadruple helix
Support co-application of funding forsustainable projects with partnerships acrossthe quadruple helix.

More policies formulated to support
sustainable development in selected
sectors
Increased inter-disciplinary projects
andprogrammes
acrossthequadruple helix

23 I ATPS Phase ix Strategic Plan 2023-2028

Programmatic Objective 2: Training, Sensitization and Capacity Building
Strengthening individual andinstitutional STI skills and knowledge
for achieving sustainable development

The training, sensitization and capacity-building
programme is designed to improve and share
the knowledge and skills of relevant
stakeholders at individual and organizational
levels in different aspects of STI policy
research, policymaking and implementation.
Compared to the rest of the world, Africa’s
capabilities to generate, deploy and use STI fordevelopment opportunities remain very low. he
consequence of this is the persistent low
production of scientific outputs such as
publications, patents, and other scientometrics.
knowledge production (including inventions,and indigenous knowledge) by strengthening
Intellectual Property Rights (IPR) andregulatory regimes at all levels. It is also AU’s
strategic objective to improve technicalcompetencies and institutional capacity for STI
development. There is need therefore to upskill
these stakeholders including researchers,
policymakers, the private sector, civil society,and the media to enable them utilize the new
STI knowledge to enhance their socioeconomic
conditions and livelihoods.
During this phase, the ATPS will undertake
broad range of training, sensitization andcapacity-building interventions based on the
demands and needs of our stakeholders. This
will include but not be limited to STI
policymaking/policy formulation processes, STI
policy research methodologies, STI indicators
andpolicyinstruments,
effective
research-policy-practice linkages, effective
science communication skills, writing STI
policy briefs, STI journalism and writing for the
fourth estate, entrepreneurship development,
intellectual property rights issue, social
entrepreneurship, technology transfer system,
business development, climate change, andgreen growth concepts and best practices
among many others. Our target trainees range
from school children to parliamentarians andsenior policymakers in Africa. Table 12 shows
the specific objectives, strategy and expected
outcomes from implementing the training,sensitizationandcapacity-building
programmatic objective under the current
ATPS strategy.

Table 10: Specific objectives and outcomes under the training, sensitization and capacity-building
Specific Objectives

Strategies

Expected Outcomes

1. Develop series of STI training
manuals, training content andinternational accreditations; andtraining and capacity building
online channels and learning
management systems

Identify hotspots for training interventions
through scoping studies
Collaborate with partners to develop training
manuals as may be necessary.
Develop and support the development of training
manuals and content for online learning andcapacity building
Undertakeinternational
accreditationandcertification for its training and capacity building
programmes.
Development of YouTube channel for training
videos and virtual content

Readily available and accessible training
manuals to aid sustained STI capacity
building in Africa.
Increased collaborations with other STI
actors within and outside Africa
Increased international accreditation andcertification of training content.

2. Undertake training, sensitizationand capacity building for relevant
stakeholders on STI related issues

Undertake capacity needs assessments prior tomounting STI training programs
Collaborate with like-minded institutions to
implement STI training programs
Monitor and evaluate all training programs
Undertake development of open and distancelearning
capacitiesinpartnerships
withinternational providers and insitutions

More suitable training interventions
that meet the needs of stakeholders
accomplishedMore stakeholders become aware andimprove their capacity to deploy STI
knowledge and skills for socioeconomic
development
Increased ability to meet stakeholders’
STI needs through training andcapacity building

24 I ATPS Phase ix Strategic Plan 2023-2028

Programmatic Objective 3: Youth and Gender Empowerment

Nurturing and harnessing theinnovative potentials of African
youth and women

The youth and gender empowerment
programme aims to provide platforms forinvesting in African youth and women to be able
to effectively harness their enormous potential,
create wealth and maintain socioeconomic andpolitical stability on the continent. The African
youth bulge and the concomitant high rate ofunemployment coupled with the irking genderdisparities have continued to pose serious
challenges that needs to be urgently addressedin Africa as outlined by SDG 5. Over 35% of theAfrican population is between the ages of 15
and 35, making Africa the most youthfulcontinent.
About 10 million young African youth arrive
each year on the labour market where
unemployment has risen up to 50% in many
countries with dire consequences for social
insecurity, crime rates, and political unrest. It
therefore becomes imperative to empower the
African youth and women, if we are to bringlasting peace and socioeconomic developmenton the continent.
ontribute their expertise, and collectively
participate in policy and decision-making
processes as well as harness the opportunities
presented by agriculture, science andtechnology to address their own challenges.
Under this programme, the ATPS will support
investments in African youth and women to
enable them reach their full potential and not
only contribute meaningfully to socioeconomic
development on the continent but also reducesocial and political ills usually being propagatedby them.

respectively to target the youth and women in
Africa by empowering them with skills,
knowledge, capital and linkages required toenable them be adequately self-reliant andcontribute to society.
It is AU’s priority number 6 under STISA 2024 tocreate wealth to accelerate Africa’s transition toan Innovation-led, Knowledge-based Economy,
our Human Resources must be empowered with
the necessary skills. It is necessary to promotecreativity and innovative technologies to locallyprocess the continent’s abundant natural
resources, and to create more wealth and jobs
for the youth and women on the continent.
The programmes called the African Youth Forumfor Science and Technology (AYFST) and theAfrican Women Forum for Science andTechnology (AWFST) seek to provide a vehicle
through which young people and women can
express their ideas, contribute their expertise,and collectively participate in policy anddecision-making processes as well as harness
the opportunities presented by agriculture,science and technology to address their own
challenges.
We will continue to solicit for supports fromdevelopment partners to sustain and improve on
these programmes as they have alreadygenerated tremendous outcomes and impacts
since their inceptions. Table 13 shows the
specific objectives, strategy and expected
outcomes from the implementation of the youth
and gender empowerment programmatic
objective.

In pursuance of this objective, the ATPS
initiated two platforms in 2005 and 2007
25 I ATPS Phase ix Strategic Plan 2023-2028

Table 11: Specific objectives and outcomes under the youth and gender empowerment
Specific Objectives

Strategies

Expected Outcomes

1. Promote the African Youth Forum for
Science and Technology (AYFST)
and the African Women Forum for
Science and Technology (AWFST)
programmes

Mobilize youth and women and empower themto harness opportunities in agriculture, energy,
environment and health for development
Support regional knowledge sharing andcooperation among youth and women
Provide targeted training and capacity building
programmes in specialized STI areas
Offer
fellowships,
internships,
careerenhancement,
youth
employability
andmentoring services
Reward and celebrate African youth and women
inventors and innovators

Increased
youth
and
women
participation in STI with improved
capacity to undertake research,
policy and practice for sustainable
development
Increased opportunity for knowledge
sharing,
networking
andcollaboration among African youth
and women
Increased ability of African youth
and women to innovate and solve
societal challenges

2. Support African youth and women inscience, technology, engineeringand mathematics (STEM) education,
research and investment

Offer a number of scholarships annually toAfrican youth and women in STEM education
and research
Offer support to youth and women with
innovative ideas to start up business ventures
Provide support for innovation incubation
programmes and links to venture capital

Productionofquality
STEM
graduates to support industrial
growthMore jobs created to absorb young
graduates
Increased capacity to manage
businesses

Programmatic Objective 4: Knowledge Brokerage, Management andCommercialization
Brokering the commercialization and sharingof scientific knowledge, technologies andinnovations for sustainable development

economic growth, promoting inclusive andsustainable industrialization and fostering
innovation, reducing inequality within andamong countries, and making cities andhuman settlements inclusive, safe, resilient,and sustainable.
It is designed to bridge the gap between the
STI valorisation chain – the scientists,
policymakers, private sector actors, civilsociety actors, and the local communities. The
proactive engagement of all stakeholders in
the research, policy, and practice arenas
ensures effective targeting of efforts,
ownership of results, and enhanced
valorisation.

The ATPS hosting a Stakeholder Engagement Workshop in Kigali Rwanda

This programmatic objective aims to ensurethat there is an effective and efficient processof identification, sharing, deployment, anddiffusion of appropriate scientific knowledge,
technologies, and innovations to improve thewell-being of the African people.
This is in line with SDGs 8, 9, 10, and 11 targetsof sustained, inclusive, and sustainable
26 I ATPS Phase ix Strategic Plan 2023-2028

By valorisation here, we mean the translationof scientific outputs into tangible social
designs, institutional designs, technologies,
and products to aid poverty alleviation andsustainable
development.
Scientificknowledge will mean little for sustainable
development unless they are translated into
appropriate technologies and inclusive
innovations that could be commercialized andscaled up.

The ATPS will continue to play its longstandingrole as the independent STI knowledge broker,
manager and advocate in Africa. We will bring
together knowledge producers and knowledge
users and create conducive environments for
dialogue that will foster effective policies andincentives for cooperation between andamongst individuals, institutions and countries
from across the public, private, and civilsociety actors. Table 14 shows the specificobjectives, strategy and expected outcomesfrom the implementation of the knowledge
brokerage,
management
andcommercialization programmatic objective.

Table 12: Specific objectives and outcomes under the knowledge brokerage, management andcommercialization
Specific Objectives

Strategies

Expected Outcomes

1. Create platforms to increase andstrengthen
collaboration andnetworking between and among
STI actors for development

Organizeannualstakeholders’meetings,
roundtables, fora and dialogue on topical STI
issues of national and regional interests
Develop innovation incubation and start-up
programmes in the selected sectors including
agriculture, energy, environment and health.

Increasingly
networked
sciencesystem actors that could translate STI
knowledge into products and services
Opportunities for the creation of morejobs and wealth on the continent

2. Produce knowledge products toenhance knowledge sharing
among actors

Publication and dissemination of knowledge
products such as journal articles, policy briefs,
research papers, working papers, issue papers andnewspapers customized to the different stakeholder
categories
Training on how to produce quality STI knowledge
products.

Well-informed African society that is
capable of utilizing new knowledge
products to better their living
conditions

3. Offer technology cooperation
services between international
investors and African countries
and institutions

Undertake scoping studies on specific client needs
to inform investment decisions.
Facilitate bilateral agreements for technology
transfer and cooperation between African countries
and international investors.
Conduct training for personnel working in theinterface of technology management.

A mutually beneficial technicalcooperation between Africancountries and international investors

Prof. Nicholas Ozor the Executive Director of the ATPS engaging participants during a Stakeholder Engagmennt Workshop in Kigali, Rwanda

27 I ATPS Phase ix Strategic Plan 2023-2028

Programmatic Objective 5: Intra-Africa and Global Collaboration

Developing new forms of
intra-Africa and global
partnerships within andamongst stakeholders forachieving Sustainable
Development Goals (SDGs)
in Africa

This programme aims to facilitate the culture of
networking,symbiotic
collaboration
andpartnershipwithinandamongstSTI
stakeholders in Africa and internationally in orderto foster innovation, technology development
and deployment, and innovation diffusion in
Africa. The program also aims to broker
partnerships within and between government
ministries
andpolicymakers,
academicdisciplines and institutions, civil society
organizations(CSOs),
community-basedorganizations (CBOs), private sector actors, andscience experts within and between Africancountries, cultures, languages, regions, andinternationally. The ultimate goal of this programis to encourage a more coordinated effort rather
than the current ad hoc and sometimes
conflicting interventions towards STI research,
policy and practice in Africa. The Sustainable
Development Goal (SDG) Goal 17 identifies theneed to revitalize the global partnerships forsustainable development. These partnerships
should be inclusive and built upon principles andvalues, a shared vision, and shared goals thatplace people and the planet at the center.
The African Union defines the Africa Diaspora as‘consisting of peoples of African origin living
outside the continent, irrespective of theircitizenship and nationality and who are willing tocontribute to the development of the continentand the building of the African Union.
The International Monetary Fund (IMF) forecast
that “migrants [from sub-Saharan Africa] inOECD (Organisation for Economic Cooperation
and Development) countries could increase from28 I ATPS Phase ix Strategic Plan 2023-2028

about 7 million in 2013 to about 34 million by
2050,” adding that “the migration of young andeducated workers takes a large toll on a region
whose human capital is already scarce.”
The African Union estimates that over 70,000
skilled professionals leave the African continenteach year, dramatically impacting public service
delivery, especially in the STI sector. There is
therefore an opportunity for ATPS to develop a
programme that supports this integration of thediaspora STI community into Africa’s
sustainable development.
Under this programme, the ATPS will continue
to foster partnerships with leading local,
national and international agencies andinstitutions. We will seek to harness thetransformative power of private resources indeliveringonsustainable
development
objectives. We will ensure that each partnershipbrings in comparative advantages required toachieve targeted objectives. Such partnerships
will be guided by consortium agreements,
memorandums of understanding, and or
contracts depending on the nature of thepartnerships established.
Already, ATPS has established national chaptersin 27 African countries and three chapters in
the diaspora including USA, UK and Australia.
We aim to influence STI capacity building inresearch, policy, and practice in these countries
at the least cost and as well create a platform
for Africans and friends of Africa in the diaspora
to contribute to STI development on thecontinent. We also aim to cover the entire
continent and other strategic regions in theworld by 2030. Other key strategic partnership
exists between the ATPS and other regional,
continental and global organizations such as
the Regional Economic Communities (RECs),
African Union Commission (AUC), NEPAD,
AfDB, AFREXIMBANK, and the UN bodies
among others. Table 15 shows the specificobjectives, strategy and expected outcomesfrom the implementation of the Intra-Africa andGlobalCollaboration
andPartnerships
programmatic objective.

Table 13: Specific objectives and outcomes under the Intra-Africa and Global Collaboration and Partnerships
Specific Objectives

Strategies

Expected Outcomes

1. Revitalize the ATPS national
chapters in 27 Africancountries and 3 diaspora
chapters to effectively
promote STI research, policy
and practice in theirrespective countries

Secure core funding support from development
partners to support the ATPS National Chapters
Continually engage the ATPS National Chapters in the
programmes of the ATPS and fora at national, regionaland continental levels
Enhance engagement between Diaspora STI
communities and in its overseas (non-African) chapter
countries and the African continent through strategic
working with African high commissions (embassies) in
those countries & the foreign affairs ministries of theAfrican countries.

Increased visibility and impacts of
the ATPS at the national, regionaland continental levels
Better engagement of the national
chapters that will lead to moremeaningful impacts at various levels
Enhancedcollaboration
andpartnership between the sixth regionof the African continent (theDiaspora) and the African continent
in the ATPS STI priority focus areas.

2. Mobilize financial resources topromote STI development in
AfricaPartner and collaborate with like-minded institutions
and organizations in Africa and beyond to raise funds
to implement programmes on STI development withparticular interest in agriculture, food and nutrition
security; energy; environment and climate change;and health innovations
Sign partnership agreements, and MOUs to promotepartnerships and collaborations with other institutions

Improved well-being of the African
peoplethroughdevelopment
interventions and supports
Increased
partnerships
andcollaboration between and among
like-minded institutions.

3. Support the implementationof the AU’s Agenda 2063 andparticularly the STISA 2024

Create awareness on the STISA 2024 among relevant
institutions and agencies in Africa and beyond
Partner with the AUC, its bodies and other panAfrican STI organizations to develop and implement
programs/projects focusing on the priority areas of
STISA 2024 which aims to accelerate Africa’stransition to an innovation-led, knowledge-based
economyExecutive Training for Ministry of Foreign Affairs Staff
in partnership with reputable Overseas Institutions on
developing strategic partnerships with International
STI Bodies, Policy Development and Advocacy, NewInternational Relations Models and Systems, Current
global STI Issues i.e. Climate Change, and Circular
economy.
Training for staff of African High Commissions in
specific countries on how to engage their Africans in
diaspora STI communities better for innovation,
creativity and pro-activeness.
Executive Training for African students andprofessionals in the Diaspora who have become
disconnected from the continent on the fundamentalsof doing business and exploring opportunities inAfrica.

Achieve the Africa we all want - An
integrated, prosperous and peaceful
Africa driven and managed by its
own citizens and representing a
dynamic force in the international
arena.
Increased trained personnel tosupport the African high commission
by connecting and collaboratingwith their STI diaspora community.

29 I ATPS Phase ix Strategic Plan 2023-2028

RESOURCE MOBILIZATION AND REQUIREMENTS

Engr. Prof. Chinenye Anyadike, one of the ATPS grantees under the "Strengthening the Capacity of Women and Marginalized Communities in Africa's
AFS to Harness the Potentials of Artificial Intelligence Technology" project.

The ATPS Secretariat office is comprised ofhighly qualified international and local staff withexpertise in STI-related areas for effectively
achieving the vision, mission, and objectives of
the ATPS. The Secretariat constantly reviews its
staffing needs to keep up with growing demands
and expectations to meet the forecasted
objectives during any Strategic Phase period.
In addition to the growing strength andexpertise of the staff complement at the regionalsecretariat, the ATPS relies on over 5,000 STI
experts in its active membership for program
implementation spread across 51 countries in 5
continents.
This
devolved
programimplementation strategy reduced the cost of
program administration significantly. The ATPS
Mid-Term Evaluation report [5] lauded the abilityof the Network to consistently maintain its
administrative costs at below 10% of total

program costs for all its programs and still
deliver effectively on its mandate.
For sustained impact, the ATPS needs toincrease its funding portfolio to meetstakeholders'
growingdemands
andexpectations. The ATPS invites development
partners,
donors,national/regional
governments, and friends of Africa to support
the ATPS Phase IX Strategy by providing corefunding, thematic or programmatic funding,
and/or collaborations and partnerships on ourthematic and programmatic priorities.
The estimated amount to facilitate theimplementation of the Strategy is about US$50
million over the next five years. This includes thecost of implementing risk management activities
and operations evaluations (such as monitoringand evaluation, feedback mechanisms, andcontingency planning).

[5] Source: ATPS Mid-term Evaluation Report, available online at: http://www.atpsnet.org/media_centre/focus/evaluation-report/index.php

30 I ATPS Phase ix Strategic Plan 2023-2028

4.1
Financing Requirements
This section gives an overview of the financing
requirements for the ATPS Phase IX Strategic
Plan 2023-2028. The funding required for thisPlan is determined by the envisaged activities
within the plan period. Costs for envisaged
activities are derived from actual estimates
based on 2023 values adjusted for projected
inflation in Kenya. Each program activity withfinancial implications form budget units as
specified in Table 15. Table 15 also shows thesummary of the proposed budget across themain thematic/sectoral priorities of the Plan.
4.2
Funding Strategy
The ATPS funding strategy is broken down into
four major components:a Core funding to cover overhead andnon-program costs:
This will include financial support that covers
basic “core” organizational and administrative
costs of ATPS, including salaries of full-time
staff, facilities, equipment, communications,and the direct expenses of day-to-day workthat will enable us achieve stated objectives. It
can also include financial support that will
cover thematic/programmatic priorities thathave been identified by the ATPS based on
stakeholder needs and donor priorities as aresult of our expertise and longstanding
experience in deploying science, technology
and innovation for Africa’s sustainable
development.
b Endowment Fund:bb
As ATPS is a non-profit organization, we will
solicit from African governments, development
partners, and donors to invest and establish
endowment funds for the ATPS. Such capitalwill enable ATPS to fulfill its mission in a moresustainable way.

ATPS during the Phase VIII implementation
period. The ATPS hopes that the recent
identification of the ATPS as a leading Think
Tank and Resource for STI policy research andpolicy formulation and implementation by theAfrican Union
Commission will enhance the interest andcommitments by African Member States incommitting funding to ATPS activities.
c

Funding support for specific programs:

ATPS will continue to request for funding
supports for specific thematic or programmatic
priority areas of the Phase IX Plan from donors,
development partners and governments. This
will be in form of direct requests for funding
submitted to donors or in response to calls for
proposals made by donor agencies. In eachcase, ATPS will endeavor to work andcollaborate with like-minded institutions andpartners within and outside Africa in thesubmission of proposals and implementation ofprojects to draw synergy and ensurecomplementarity of actions towards sustained
impacts.
d Client-sponsored sector-specific projects:
ATPS
will
welcomeclient-sponsored
sector-specific projects and consultancies
aimed at achieving high-impact results frommostly private companies, selected donor
agencies, and governments. Such projects andconsultancies can include sponsored researchand policy-scoping studies aimed at introducing
new products, investments, and technologies
intoAfricanmarketsandbusiness
environments.

The ATPS Board of Directors has committed its
members to proactively participate in
fundraising for ATPS activities, especially withregard to lobbying African governments for theestablishment of an endowment fund for the
31 I ATPS Phase ix Strategic Plan 2023-2028

32 I ATPS Phase ix Strategic Plan 2023-2028

















      








 
  



    


 
 


  

$7363KDVHL[6WUDWHJLF3ODQ

   

   

   

   

 
      


        



      

        



      



 Table
14: Summary budget for the implementation of ATPS Phase IX Strategic Plan 2023-2028
7DEOH6XPPDU\EXGJHWIRUWKHLPSOHPHQWDWLRQRI$7363KDVH,;6WUDWHJLF3ODQ

33 I ATPS Phase ix Strategic Plan 2023-2028  

 

 

      
      

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$7363KDVHL[6WUDWHJLF3ODQ

      

      

      

 

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  

    



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      

 

    

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
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      

      



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
      

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   
   

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     
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34 I ATPS Phase ix Strategic Plan 2023-2028

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 



   

      

ʹ



$7363KDVHL[6WUDWHJLF3ODQ

      



      

  

  





      

 

      



      

      

      

 

 

 

RISK MANAGEMENT STRATEGY
developing strategies to manage identified
risks.ATPS will implement preventive measures
to reduce the likelihood of risks occurring, suchas establishing strict financial controls toprevent fraud.
Contingency plans will be developed to respondto risks if they materialize, ensuring that
disruptions are minimized. Capacity building
through staff training will also be a key
component to enhance the organization’s
ability to handle risks.

To ensure the successful implementation ofits strategic plan for 2023- 2028, ATPS will
adopt a comprehensive risk management
strategy. This strategy involves several key
components:
risk
identification,risk
assessment, risk mitigation, continuous
monitoring, and effective communication.
These components will be integrated into alllevels of ATPS’s operations to ensure that
potential threats are managed proactively andefficiently.
Risk Identification will be the first step in
ATPS’s strategy. The organization will employ
various methods such as workshops, SWOT
analysis, and reviews of historical data toidentify potential risks. Engaging staff andstakeholders in these activities will help
uncover internal and external threats that
could impact project success.
Once risks are identified, Risk Assessment
will follow. Each risk will be evaluated using arisk matrix that categorizes them based on
their severity and likelihood. This assessment
will incorporate both quantitative data, suchas financial impacts, and qualitative insightsfrom expert judgments and stakeholder
feedback. This dual approach ensures acomprehensive understanding of each risk’s
potential impact. Risk Mitigation involves

Continuous Monitoring and Review ofrisks will be essential to adapt to changing
circumstances. ATPS will conduct regular risk
reviews, utilizing Key Risk Indicators (KRIs) toprovide early warning signs of potential issues.
Quarterly review meetings will be held toassess progress, address challenges, and makenecessary adjustments. These reviews will
ensure that the risk management strategy
remains dynamic and responsive.
Effective Communication and Reporting
will be critical to maintaining transparency andaccountability. A structured risk reporting
framework will be established to keep senior
management, the Board, and stakeholders
informed about risk management activities.
Regular progress reports will be shared,
detailing the status of identified risks and theeffectiveness of mitigation measures.
To ensure continuous improvement, ATPS will
establish Feedback Mechanisms. These will
include surveys, focus groups, and suggestion
boxes to gather input from stakeholders. The
feedback collected will be analyzed and used torefinerisk
management
practices.
Incorporating lessons learned from past
projects and benchmarking against industry
best practices will further enhance theorganization’s risk management capabilities.
35 I ATPS Phase ix Strategic Plan 2023-2028

Some of the Risks identified
possible Mitigation Measures

and

ATPS may face several typical risks during theimplementation of its programs from2023-2028. Financial Risks, such as
insufficientfundingorfinancialmismanagement, can be mitigated bydiversifying funding sources, establishing
stringent financial controls, and conducting
regular financial performance reviews.
Operational Risks, including disruptions frompolitical instability or natural disasters, will be
addressed
throughcomprehensive
contingency
plans
and
stronglocal
partnerships.
Technological Risks, like IT system failures ordata breaches, will be managed by
implementing robust cybersecurity measures,
ensuring data backup systems are in place,and training staff on data protection bestpractices. To address Compliance Risks of notadhering to local laws and regulations, ATPS
will regularly update its compliance policies,
provide staff training, and engage legal
experts for oversight.
Strategic Risks, such as the misalignment ofprojects with ATPS’s objectives, will be
mitigated by using strategic planning tools likethe Theory of Change and conducting
quarterly reviews to ensure alignment.
Reputational Risks can be managed bymaintaining transparency with stakeholders,
implementing quality control measures, andhaving a crisis management plan ready.
Resource mobilization risks arise fromdifficulties in securing adequate resources tomeet planned activities. Factors contributing
to this include changes in donor program
priorities, donor fatigue, competition fordonor funding, and changes in government
policies affecting the prioritization of Science,
Technology, and Innovation (STI) and related
ministries. To mitigate these risks, ATPS will
diversify its funding sources by strengthening
existing donor partnerships while exploringnew ones. This will include charging fees for
36 I ATPS Phase ix Strategic Plan 2023-2028

training programs on STI policy research andimplementation across Africa. Additionally,
ATPS will continuously analyze donor priorities
and profile the competition to stay ahead in
securing funds. Empowering national chaptersto raise funds locally and engaging national
governments to finance STI capacity-building
initiatives will also be key strategies.
Furthermore, the research team will be trained
to develop competitive proposals to secure
funding for thematic and programmatic areas.
Brand and reputational risks stem from low
visibility of ATPS activities and ineffective
management of its image, reputation, andrelationships with stakeholders, including
donors, partners, and clients.
To mitigate these risks, ATPS will develop andimplement a comprehensive communication
strategy. This strategy will include an inclusive
stakeholder engagement plan, a robust public
relations strategy, and a media engagementplan.
By proactively managing its communications,
ATPS aims to enhance its visibility andstrengthen its reputation among stakeholders.
To ensure resilience and continuity in the faceof potential disruptions, ATPS’s strategic planfor 2023-2028 includes comprehensive
contingency plans.
These plans address potential funding
shortfalls
andoperational
disruptions,maintaining the organization’s ability to meetits objectives even under adverse conditions.
Funding contingencies involve establishingreserve funds and developing alternative
fundraising strategies to diversify funding
sources. This includes seeking new donor
partnerships,
implementing
fee-based
services, and conducting local fundraising
initiatives through national chapters. By
diversifying its funding base, ATPS can reduce
dependency on a limited number of donors
and mitigate the impact of changing donor
priorities or donor fatigue.
Operational contingency plans focus on
ensuring the continuity of ATPS’s operations
during disruptions such as natural disasters or
political instability.

Key components include
developing
comprehensive business continuity anddisaster recovery plans, enhancing remote
work capabilities, and forming
crisismanagement teams. Regular drills andsimulations will ensure that all staff members
are familiar with their roles during an
emergency. These measures aim to safeguard
ATPS’s mission and enable the organization toadapt quickly to changing circumstances,maintaining its support for STI developmentin Africa. Other operational risks will be
managed through continuous monitoring andevaluation of all ATPS activities. Furthermore,
the ATPS has developed a Safeguarding and

Security Protocol [6] that elaborates
procedures for some of the risks that canemerge during project implementation. The
ATPS Board of Directors will continue toprovide important oversight to the overall
organization’s risk management. In addition
to an external annual audit of financial
statements, ATPS will continue to review andaudit its internal controls and processes toensure that the internal policy framework is
robust enough. This is necessary to provide
reasonableassurance
regardingtheeffectiveness and efficiency of operations
while at the same time safeguarding thecompany’s asset.

[[6] Source: ATPS Mid-term Evaluation Report, available online at: http://www.atpsnet.org/media_centre/focus/evaluation-report/index.php

37 I ATPS Phase ix Strategic Plan 2023-2028

MONITORING AND EVALUATIONATPS is committed to rigorous Monitoring and Evaluation to measure the impact and effectiveness of our projects, ensuring continuous
improvement and success. Our expert MEL team works efficiently to provide accurate assessments and valuable insights.

In its strategic plan, ATPS will implement arobust framework to effectively track andmonitor the progress and performance of eachproject or program. This will include the use ofvarious Monitoring and Evaluation (M&E) tools
such as the Results Based Framework (RBF),
Theoryof
Change(ToC),
LogFrame,
Participatory Monitoring and Evaluation System(PM&E), and Continuous Monitoring and
Evaluation System (CM&E). The application ofthese tools will be tailored to each project’s
specific needs to ensure effectiveness andefficiency.
a

Framework for Tracking Progress
and Performance

ATPS will establish a comprehensive M&E
framework to track progress against key
performance indicators (KPIs). This framework
will involve regular data collection, analysis,
and reporting to ensure that projects are on
track to meet their objectives. The use ofdiverse M&E tools will facilitate detailed
38 I ATPS Phase ix Strategic Plan 2023-2028

tracking of performance metrics, allowing fortimely identification of any issues and enablingprompt corrective actions.
bRegular Review Meetings andProgress Reports

To ensure continuous oversight and effective
management, ATPS will conduct quarterly
review meetings. These meetings will serve toassess progress, address challenges, andmake necessary adjustments to ongoingprojects. Progress reports will be preparedregularly and shared with stakeholders tomaintain transparency and accountability. The
ATPS Board, which provides strategic
guidance, will meet twice annually to monitor
overall progress, approve activities, andreview budgets. Additionally, the general
membership of the network will meetbiennially to evaluate activities and set
priorities based on the needs of Africancountries and STI policy stakeholders.

cFeedback Mechanisms andContinuous Improvement Processes

dedicated international experts who will
provide external supervision, ensuring thequality of scientific outputs and policy
outcomes.
Additionally,
the
ATPS
International Responsible STI Advisory
Committee will conduct continuous peer
reviews to uphold high standards of output
quality.

ATPS will establish robust feedback
mechanisms
togatherinput
fromstakeholders
andensurecontinuous
improvement in the implementation of its
strategic plan. These mechanisms will
include surveys, focus groups, andsuggestion boxes, which will collect valuable
insights and feedback from stakeholders at
various levels. This feedback will besystematically analyzed and integrated into
the planning and execution processes toenhance the quality and effectiveness of
ATPS programs.

e Financial Oversightd On-the-Ground Coordination
andExternal Supervision

For financial oversight, ATPS will engage
internationally accredited audit firms to
conduct annual audits in accordance with
International Standards of Auditing. This will
ensurefinancialtransparency
andaccountability,
reinforcing
stakeholder
confidence in ATPS’s financial management
practices.

National Chapter Coordinators will manage
the coordination, monitoring, and evaluationof national activities, ensuring alignment
with the overall regional strategy. Thematic
research programs will be overseen by

ATPS aims to create a resilient and responsive
system that can adapt to changing needs andcontinuously improve the impact andeffectiveness of its initiatives by integratingthese components into this strategic plan.

Evaluation andMonitoring

Framework
for Tracking
Progressand Performance

Regular Review
Meetings andProgress Reports

Monitoringand
Evaluation(M&E) tools

Feedback
Mechanisms
and Continuous
Improvement
Processes

On-the-Ground
Coordinationand ExternalSupervision

Financial
Oversight

Figure 4: Evaluation & Monitoring

39 I ATPS Phase ix Strategic Plan 2023-2028

CONCLUSION
The new ATPS Phase IX Strategic Plan
2023-2028 aims to “Strengthen Africa’s
capabilities in science, technology andinnovation for sustainable development” andis born out of necessity to refocus and realignthe
ATPS
priorities
alongsidekey
developmental goals (SDGs and Africa’s
Agenda 2063 including STISA 2024) in order
to meet the growing needs and aspirations ofAfricans at individual, institutional, local,
national, regional and continental levels.
The Plan has identified four key sectors thatwill be of strategic priority in the next five
years. These include: agriculture, food andnutrition security; energy; climate change
and environment; and health. The Plan also
identified five key programmatic priority
areas that will be cross-cutting on the sectors
to include: STI policy research, policymaking
and advocacy; Training, sensitization andcapacity building; Youth and gender
empowerment;
Knowledge
brokerage,
management and commercialization; andIntra-Africa and global collaboration andpartnerships. The plan has also identified
specific
objectives,
strategies
foraccomplishing it and expected outcomesunder each of the thematic/programmatic
priority areas.
Through this plan, ATPS has sought toarticulate its vision for the continent, and its
mission to contribute to poverty alleviation
through science, technology and innovation
research, policy and practice.

The centre piece of the mission is the strong
belief that in Africa’s current predicament,
bridging the knowledge, technological, andinnovation capacity gaps between Africa andthe rest of the world is the foundation forinclusive growth and sustained economic
prosperity.
The plan builds on the achievements andstrengths of the ATPS Network and criticalanalyses of experiences gained in theimplementation of the previous plans. In
setting the strategic objectives and priorities
for the Phase IX Strategy, ATPS has taken aparticipatory
approachrecognizingtheimportance of the “strategic planning process”
for ownership, buy-in, and effective program
implementation for achieving the desired
outcomes. The operational management of theplan will remain dynamic and reflexive in
responding to the emerging priorities in the
fast- changing STI policy space in Africa andglobally.
We recognize that achieving the desired
outcomes of this strategy will requiresignificant investments in terms of Overseas
Development Assistance (ODA), government
support, and private- sector investments. We
invite both traditional and new partners to
support the new ATPS Phase IX Strategic Plan
2023-2028
throughcore
grants,thematic/programmatic
grants,andconsultancies to enable us to achieve ourstated objectives.

ATPS Staff members speaking at various engangements held in different countries across Africa

40 I ATPS Phase ix Strategic Plan 2023-2028

ANNEXES

Annex 1: Description of ATPS Flagship Projects
Project Title

Project Overall Goal

Improving Agricultural Productivity and
Resilience to Climate Change Using the
LandPKS Mobile Technology

The LandPKS app is a community-driven app that enables users to instantaneously
access climatic and soil information and interpret them in the context of local conditionsand values, including crop preferences. Users are able to target investments on land forspecific purposes such as specific crop choices for specific soils.

2

Linking Agriculture and Nutrition Value
Chain for Improved Health Outcome(LANHO)This project enables policymakers to answer the ‘so what?’ question when informed offood and nutritional deficiencies in their constituents’ markets and households. It aims
to produce a simulation model that will enable nutritionists and agriculturists to work
together to determine technically and financially viable optimal mixes of foodcommodities that the markets should provide, at district, county, or country levels, toenable households to provide their population with better diets for improved nutritionand health outcomes.

3

Managing
Organization
(Hub)
for
Responsible Artificial Intelligence for
Agriculture and Food Systems (AI4AFS)
Innovation Research Network in Africa

This initiative aims to advance the responsible development, deployment, and scaling of
homegrown AI research and innovations to tackle pressing challenges in agriculture andfood systems in Africa. This will be accomplished through setting up, managing, andsupporting an innovation research network on AI for agriculture and food systems.

4

Building the Capacity of Selected subSahara African Countries to Effectively
Measure Progress in their Nationally
Determined Contributions’ Implementation
Using Tracking Tools and Indexes

This project, therefore, seeks to utilize the key product from this pilot study (monitoring
and tracking tools) already developed and validated in eight (8) African countries to build
the capacity of focal persons/champions in twelve (12) selected SSA countries toeffectively measure their NDCs implementation progress using the tracking tools andIndexes.

5

Strengthening the National Research andInnovation Funding Agencies in West Africa– SRIFA

The overall goal of this project is to provide training and technical support that will
strengthen the national research and innovation funding agencies in six selected West
African countries namely, Burkina Faso, Côte d’Ivoire, Ghana, Nigeria, Senegal and Sierra
Leone.

6

Technological Innovation Development in
AfricatoEnhance
Employability,
Entrepreneurship and Job Creation (TIDE)The TIDE project proposed to review the STI policy and institutionallandscape/ecosystem in selected sub-Saharan African countries namely: Ethiopia,
Ghana, Kenya, Nigeria, Rwanda, Senegal, Uganda and Zimbabwe; with a view tounderstanding their statuses, what works (successes), what doesn’t work (failures) andwhy(reasonsforsuccessesor
failures).
Empoweryoung
graduate
innovators/entrepreneurs through the TICA programme with a view to enabling themscale up their innovations, start new businesses, support livelihoods, and create morejobs in their communities.

7

Strengthening the Capacity of the
Extension System to use Proven Knowledge
and Technologies to Sustain Equitable
Locally Led Adaptation Among Smallholder
Farmers (SCALE)

The overall goal of the proposed SCALE project is to strengthen the capacity of theextension system to use proven knowledge and technology to sustain equitable andlocally led adaptation among smallholder farmers and farming communities in Nigeria
and Senegal.

1

41 I ATPS Phase ix Strategic Plan 2023-2028

ATPS Highlights

42 I ATPS Phase ix Strategic Plan 2023-2028

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The African Technology Policy Studies Network (ATPS) is atrans-disciplinary network of researchers, private sector
actors, and policymakers promoting the generation,dissemination, use, and mastery of science, technology, andinnovation (STI) for African development, environmental
sustainability, and global inclusion. ATPS intends to achieve
it’s mandate through research, capacity building and training,
science communication/dissemination and sensitization,
participatory
multi-stakeholder
dialogue,knowledge
brokerage, and policy advocacy.
Contact Us: Executive Director
African Technology Policy Studies Network (ATPS)
8th Floor, Chancery Building, Valley Road
P.O. Box 10081-00100, Nairobi, Kenya
Tel: +254 20 2714092
Email: executivedirector@atpsnet.org
Website: http://www.atpsnet.org
2023 AFRICAN TECHNOLOGY POLICY STUDIES NETWORK