Harnessing research for development to tackle wicked problems - Water Scarcity, Livelihoods and Food Security - page 51

the CPWF is being integrated is developing its own focal region programs and
in doing so is drawing on the CPWF experience.
The Andes provides another example of robust networks. One project had
good relations with the Minister for Environment and Natural Resources in
Peru, but realized that ministers have uncertain tenure. The team built
relationships with others in the Ministry to ensure that the project could
continue to influence policy (Quintero, 2012).
In principle, network structures of clusters linked by a few hubs are very
effective, resembling small world networks, in which most pairs of nodes are
connected by at least one short path. They feature: (1) clusters that form
around common attributes and goals, which are needed for trust, and many
connections and nodes, which maximize innovation; and (2) short average path
lengths without requiring that each node is directly connected to all others.
The CPWF created network links by funding and facilitating multi-stakeholder
projects through regional and global fora, and by training. The CPWF did not
create new network structures, but created links among existing networks. The
CPWF learned to “build on what is already there rather than set up new
platforms and systems” (see Chapter 7).
Cornerstone 3: Program evaluation
The CPWF required each project to show how its research would improve the
livelihoods of its target group and how that would happen. This was called the
project's outcome logic model (OLM). Regular monitoring and evaluation
(M&E) determined how well each project met its OLM. In practice it was
difficult to evaluate OLMs within M&E. Both were de-emphasized as a result
of the 2012 funding cuts (see Chapter 4).
Cornerstone 4: Building the capacity to work differently
R4D was new for the CPWF and its partners so that training and mentoring
evolved together with good knowledge management. A key component was
product championing with researchers taking responsibility for the impact of
their research. Training and knowledge management were powerful ways to
build connections between people and organizations.
Lessons from CPWF's approach to R4D
We divide the CPWF's research into three categories. Phase 1 projects explored
a wide range of concepts, procedures, innovations and partnerships. Basin
Focal Projects (BFPs) revised CPWF assumptions on water availability, scarcity,
water productivity, water and poverty, and water-related institutions (see
Chapter 2). Subsequently, Phase 2 projects were designed around R4D with
projects grouped into basin-level programs. Each project focused on a BDC. 3
Each basin program consisted of three or four technical projects with a