 Good afternoon everyone. Thank you for making the time and being here. As you know, last month we had a capped day of the week at Hillbrick. And I gave this dog a very similar one in that really. But unfortunately we had some technical difficulties. So the audio wasn't coming through the WebEx here. So I figured the first chance I'll get to come to Addis, I'll give the talk again in person here. And hopefully you can hear me okay, so we don't have any WebEx difficulties here. I'll speak for a little about 30 minutes or so. I'm trying to give you a broad overview of capacity and development across the institute. It won't cover everything, because for that only far more than 30 minutes. So feel free to stop me at any point during the presentation. But certainly I'll be very happy to engage in anything that might not be covered here or that you'd like to dig in a little bit deeper after the presentation as well. So I want to read everything that's on the slide in front of you. But as you can see we have quite a lot to share and quite a lot to cover. Because there really is quite a lot going on. So this is the 30 minute speed dating version of Caldev Addis. To start off with, I'd like to just recap a little bit where Caldev comes from in terms of where it sits in the Illry strategy and fits it with Illry's vision and mission. So as you all know, Illry has three strategic objectives. One of them is to draw capacity and five critical success factors. One of which is again to draw the capacity. And therefore that really gives us the accurate guidance of where we need to focus our efforts. And the quest to help us all achieve the overall Illry vision and mission. Now within the broader CGIR context, there's been a lot going on in the last few years on capacity development. This is actually quite an exciting time to be in capacity development or to be aware of capacity development, whatever your function is. One of the reasons is that there's a very strong renewed interest in focus on capacity development. We see that for instance with the SRF, the Strategy Results Framework, the so-called Bible of the CGIR. And the June 2015 version has a very strong focus on capacity development compared to the previous version. There is a dedicated section on it. There are very clear indications of how it should be incorporated. And also perhaps mostly there are the so-called IDOs, the Intermediary Development Outcomes. There is an IDO one can ask to development or to state sub-IDOs. And that will help guide the work of CRTs throughout the second phase of 2017, 2023, 2022. So there will be a lot going on there. There is a lot of work that was done by the capacity development community of practice, which is a CGIR pipeline, to help CRTs and centers be more ready for this. One of the things that was prepared is a capacity development framework for the second round of CRTs, which has been adopted after a long round of consultations and sets out the framework with nine distinct elements plus capacity to innovate. More recently in November of last year, a document was released around capacity development indicators that is still a first draft. There will be more consultations and work in progress. But that is really a key issue as well, because whatever we don't count doesn't count. And if we don't have good indicators, then it'll just stay, you know, as an abstract notion that we pay lip service to. So we really want to make it something actionable and therefore we'll see a lot more on that going forward. Perhaps the most attention-grabbing, though, was the decision to put some more resources behind an enhanced community of practice. And right now, as it goes, there will be a minimal support of around a million dollars a year. And then perhaps more in the future to grow that into a fully fledged platform on capacity development. So there's a lot going on there. And Ilry has been playing a very active role. We were involved from the start in reviving the community of practice and we played an active role in it. And so there's a lot of opportunities there and also a lot of recognition for our work there. So this seems a bit of a retrofitting, saying that the candidate was a month ago, almost to the day. But still, the wire behind it is still important now and into the future. So why do we have a captive week? What's so new and exciting? Well, first of all, what you should walk away with is that everyone should walk away through this room exactly like that logo. You know, feeling really excited about capacity development. Because there really is a lot going on. If you've been paying attention, a lot of it isn't that new. It's things that have been going on throughout in terms of our approaches, how we embed it, how we use best practice in a range of fields to take it forward. But we get screwed up a number of things for captive week. So for example, the captive section of the website, which I'm sure you will visit every morning before you do anything else, got a makeover. You also had a first wave of online courses. And I'll speak more about that later, going live on captive week. We had a series of captive briefs launched, so eight went live. There are copies here in the room that you can pick up to supplement the ones that you already have in your room and in your office. And we have a long pipeline of many more. So I mean, this captive week could easily have been a captive month, because there really is a lot going on. And there were a range of presentations, you know, sandwiched by people sitting in the room, so Moushia had a presentation, Deborah had a presentation, and so on. So eight presentations throughout the week, all of which were recorded with the exception of mine, which had technical difficulties in being re-recorded now. So all of them will be also available online for you to revisit and to deep deeper into. One of the reasons, one of the other reasons we had captive week is because for some people, there was still the misconception that capacity development is only about the administration of fellowship contracts. So we needed to really give a little bit of a broader perspective. With that done, with that said, the first thing I'll talk to you about is a little bit of fellowship numbers. But I'll do that relatively quick. It's still an important part of Hillary's mandate in capacity development. And so even though I'll talk maybe slightly more passionately about some of the newer and innovative stuff that we're doing, this remains a very important part and will continue to be so. So the numbers that you have here are actually newly recruited in 2015. It gives you an overview. So about 206 graduate fellows, research fellows and interns. And it gives you the breakdown by programs that you can see which programs are sort of driving it. You can see that ASSP tops the list. And that's single-handedly thanks to the LIFE's program that represents that on its own would also be up there. But there are many other programs with good work in this area. We also have good balance. So 28 nationalities, around 40% female. So we're doing good work in this area and we hope to continue on this trend. We have a new fellowship information system going live soon. We've been piloting it for the last few months in Nairobi and we'll take it live in the next quarter or two once it's fully integrated into all of Hillary's ICT systems and so on. It's a fully compatible with OCS system. So we recognize early on that this might not be the first priority of OCS when going live, but we needed a system that would allow us to be more efficient, to have better reporting, to avoid, you know, multiple spreadsheets and so on, and try to eliminate the sort of long email and paper trails that were associated with administration. We're very happy about that. It took about two years to put together and we're very excited to have that go live throughout both the United States and Nairobi and throughout the region. So look out for more information on that in the coming months. We also have a lot of short-term trainings taking place. That will also continue to be an important part of individual training. So as you see again, ASAP is doing fantastic with over 6,000 trained in 2015. And Hillary has a whole hand over 140 trainings throughout reaching over 8,500 people. There's a lot going on there. We will want to get this information refined a bit more, so trying to get into the categories of people trained, trying to track that a little bit better, also trying to align that with dashboards so that we can get that information a little bit more clearly. And also, we'd really like to follow up on impact on that. So whether we've trained 5 people, 50 or 5,000, what has been the impact with those? And that's going to require us to go back and refine that a little bit better. But we have very good pace. And this again cuts across the institute. Maybe not evenly, but everyone recognizes that this is something that firms far more. Now it's very important to stress that capacity development at Hillary is far bigger than the captive unit. And that's the way it should be. So if we track, for instance, FTEs, full-time equivalents across the institutes, so we see that, for instance, the captive unit isn't the first or the second unit in terms of staffing. And that's the way we want it embedded in the programs and the units. And even those seven positions that you see, or the captive unit, 75% of those are paid directly by programs, so by doing programmatic work. So we're very happy to see that. There's around 40 full-time equivalent positions in Hillary, and more than 100 individuals are involved in delivering those. And they're spread throughout the institute, most of the intermediate sciences, but also in the biosciences, and also in institutional planning and partnerships. What that means is that not only there's lots that's going on, but also there's a lot of opportunities for better synergies and for making the home bigger than the sum of its parts. Because really, it's across the institute. It's not the captive unit that does up their administration. The next thing I want to touch on quickly is some of the work that we've been doing. In the previous, you could say pioneering in the case of the real DCG, instructional design and applying all types of learning, including online and blended learning. So instructional design, as I'm sure everyone who attended the first presentation can tell us, is basically a form of bioeducational psychology that we use in order to make learning more effective and accessible to the public. Instructional designers would probably not be able to do very much on their own. So that's why it's always a combination of having an instructional designer working together with subject matter experts to take the materials to the next level and really make them effective. And we're getting a lot of traction on that. It was very hard to get people to buy into this concept initially, but now it's growing more and more, and we're very happy about that. So Debra here is a full-time instructional design specialist based here at Addis, and she is the only full-time instructional designer in the whole of the CJIR system. So again, this is something where Debra is taking the lead on. We have a range of roster of consultants and advisors that we also work with so that we can respond to growing needs. And this is indeed a growing area where we have more work coming up. And we're very excited about that. So a couple of examples. So one example is the Feast Materials. How many in the room know the Feast Materials? Okay. So the Feast stands for the Feed Assessment Tool. It's basically, in a nutshell, a participatory and rapid method of assessing feed strategies. And it's been used for many years and in many countries before we got involved. And what we were asked to do, together with Feast experts, so Michael is sitting in the room and Duncan and then Kuyu and others, is basically work on the delivery. But in so doing, we had a lot of relations of the process, the tools themselves also got tweaked in the process and refined further. But the big thing was, you know, a new interactive course. So the course itself, which was actually launched here in Addis in May of 2015, in conjunction with the eLearning Africa conference that took place in Angus last year, where it was also presented, ended up looking like a modular, 12 modular set of lessons, over 60 videos, over three hours of videos, five interactive, scenario-based exercises, and lots of over 200 exercise and review questions to help reinforce learning and to help people gauge how they're doing. It's a blended experience. And by blended, we mean that we take an online component and a face-to-face traditional component and we use them together. And that's worked out quite well. The picture you see, Ben and Kuyu using some of the online materials in a face-to-face training in Uganda in November of 2014. So there's a lot going on there, and that is related to a new learning management system that we have. Kuyu is familiar with the term learning management system, or LMS. So a learning management system is basically a platform where we can play these learning materials. Now, you could say that we could just, you know, load all the videos to YouTube and send a YouTube link and just have all the recipes up there and let people just play around with it. And that's one option of doing it, but generally speaking, not a very good one. So what we want to have is an ability to track performance to see how people are doing, to integrate a lot of different components. And that's that using specialized software and using specialized formats of the industry. Typically, these would be a SCORM format, a TeamCan, and so on. What we want to be doing is creating something that we can use and host that really gives a very nice user-friendly experience to the users while giving a lot of functionality in the back-end in terms of our tracking and reporting and management abilities. We thought that we'd find this off the shelf. It turned out that it's not that simple to find what we want for a number of reasons. One, it's an extremely fragmented market. There are literally thousands and thousands of web vendors. There isn't sort of one vendor that captures the market and so on. The second thing is that the countries and the audiences that we're trying to reach are fundamentally different than what the industry is gearing itself to. So by and large, the industry has been Googleized. So they all expect us to be running on U.S.-based servers and have 24-7 access to broadband and all run on, you know, ladies' equipment and so on. So when we think of the context of Ethiopia or many of the countries that really works there, that's simply a type. We need an assistant that would work also in low bandwidth environments. We need a system that would not rely on all kinds of existing infrastructure environments. At the end, we partnered with Sonata Learning, who were very accommodating in incorporating all of our wishlist into their development plan. And today we have something that's very exciting, that's a clean interface, that understands that we want to blend things, that works in low bandwidth environments, that has good reporting features. And in the URL there, a few courses are a lot. We'd love for you to go around and play with it and experience it further. But perhaps as for more exciting is the so-called offline player. Because even if we have connectivity, and sometimes great connectivity here on the Alice campus, when we go out to the field, we won't have that anymore. And that's as valid in Ethiopia as it's valid in perhaps 80% of the countries that already work there. So we need something that would look great, you know, the head office, but then when you actually went to implement it, it became useless. So we wanted to create the same rich online learning experience offline. Ironically, the industry was closer to offering that 20 years ago than it is today. Today people just assumed, you know, everyone is always online. So all of the systems that we have back, you know, CD-ROM based trainings and all of that have all been left behind. So today the only ones we scattered for existing solutions, the only ones that had anything, you know, remotely functional or, you know, militaries. And they weren't too keen on, you know, sharing it with an organization that wanted to make it open source and accessible to everyone. So we ended up having Sonata develop an offline player that essentially enables us to deliver the full content offline as well. It also has some practical features built into it. So if you take the USB stick and you copy it to another computer, another computer, as people will do, that's perfectly fine. It gives them a unique identified. So we can still track individual performance. So long as at one point someone can take that information, go to a place with internet connectivity and send it back, we can also integrate it to our main online platform for ordering and tracking. So that's something that we're very happy with. Incidentally, we've negotiated with our partner, Sonata Learning, that this is accessible with no extra cost to any CGIR center so that we keep adding on EOV's license. So if there are other colleagues from other centers who think they'd like to use that, you're absolutely welcome to do that with an additional notice. This somewhat digital environment leads me to the next segment which is ICT for AdWords. How technology can play a role in the agricultural solutions that we hope to achieve. And firmly believe that ICT is part of the solution, ICT for AdWords. And there's a lot going on in our area. I have a few projects listed on the screen but they're really just scratching the surface and that's just from the stuff that I happen to know about. Because there's probably a dozen other projects that I don't have anything about. It's highly fragmented still and that's probably something that we as Illry who want to consolidate better because it's a huge part of the future with the way technology is advancing. In the United States they have this day that they call Black Life Friday. Black Friday is essentially a retail holiday. Everyone goes shopping, there are great discounts and it's a whole shopping phenomenon. In Black Friday last November, so a couple of months ago, you could have bought a pretty decent smartphone, a Motorola E. So a 4.5 inch screen, you know, 8GB of RAM, a good processor running the latest Android operating system for $10. I'm not missing a zero. $10. When we start getting state-of-the-art hardware for $5, for $10, for $15 and we combine that with free or cheap basic internet connectivity, a lot of the things that still today look like a pie tree in terms of what we can do in terms of accessibility, tracking, data, all the rest of it will be huge game changers. So it may seem like a pie tree, but we're really close, maybe five years away, certainly ten years away. But then again people were saying that five or ten years ago, so don't know me for that. But I really think there's a huge potential. Some of the projects that are already starting to experiment with it are showing pretty cool stuff. So for instance, the Iblee project is using gamifying and learning, mobile learning to increase organizational efficiency with the insurance partners they're working with. Pretty fun stuff, pretty pedagage stuff, but also a lot of useful insights coming up. In the animal health side, we have rapid diagnostics on a chip, which can be powered by mobile phone and use that same mobile phone to send back the results and get information. Again, cutting the process by time efficiency costs real big game changers. We have projects looking at nutrition in various angles and nutrition and ethics. There are systems that are looking at how to better track information to help transform genetics and so on and so forth. So there's a lot going on here. This is really something that we're excited to be a part. To give one specific example, the heavy nutrition project. So it's a project where Iblee is part of a consortium led by Cadi in partnership with Gay, Oxfam, and the British Medical Journal. This is a consortium looking to improve the lives of over a million mothers in 10 countries in South Suburban Africa and actually four more in South Asia, so 14 countries in total. So using the mobile channel as its primary covering. What are we doing? We're also running the training components, quality assurance, business support to mobile providers and so on. And we're very happy about that. I'm excited about some of the things in the learnings that are coming because a lot of it is really generic. So for instance, if we developed as we did courses on how to create content for the mobile channel, that's something that can be used by any project that has a small head before the rest of the acronym in front of it. So we're really hoping that these sort of projects will pave the way to a lot of exciting stuff in the coming years. One thing that we do probably the best kept secret is that there is actually research on capacity development. It's not only a service function. Not as much as I'd like to see, but a lot of potential there. So one example is the one that I mentioned before, the ImLearning Gamification. That's experimental designs or randomized control trial and so on looking at the effects of traditional training versus ImLearning versus caching centers and so on. Really interesting insights came out of Wave 1. They're now informing the design of Wave 2. And this is cutting edge stuff. There aren't too many places where you can go and read about RCTs being done on the mobile channel with gamification, let alone in places like pastoralized areas in Ethiopian and Kenyan. So a lot of interesting stuff there and there's a lot of potential to do so much more. Another area which is a sort of blended area has the service components, it has the research components is the whole work on innovation systems, innovation platforms. A lot of that here in the Ethiopian campus over the years continues to do so. So some examples from this past year. So there's been recent publication on mature innovation platforms, a landscape through three continents for a crowd-funded case study competition which was published just around Christmas. But also that lends itself to an online blended course which Deborah is leading. And I'll talk about it in a second. So there's really both ways that we can look at these things and we'd really like to encourage those of you who are to really look at some of the research aspects as well. It's very interesting. And this is not going away. So the sub-IDOs that I mentioned just before, so the sub-IDO on capacity development has four sub-IDOs two of which are on capacity to innovate which is the core of this stuff. So it's here to stay at least for a while. This online blended course that where I'm going to read everything on that dense slide but it really is exciting and it has a lot of attention to become the reference material for training on innovation systems within the CG system and hopefully before. Half of it is live already so you can visit the e-learner platform learning.learner.org and experience it and the other half will come live this year. Finally, opportunities. So there are a lot of opportunities. My first question will be how many people in this room are everything that I've shared today? And that's what I get wherever I share this with people. So getting that information out is very useful because there's a lot of synergies to be had here. And that's really what we want to encourage. The power of this is once it's embedded in the program it's once all scientists can take and leverage this work and really take it forward it will never be done by a small capacity development unit on its own nor do we want it to be. We really want to embed these principles and best practices and learn from a lot of root corners at the institute and help get it to others. And finally, now a very complete opportunity we are in the design stage of the city where we can capture things properly so that we don't have to retrofit the layer. 30 minutes to the dock. I think I'll stop here. Thank you very much for being patient and for your attention so far.