Backstopping Guidelines

BACKSTOPPING SYSTEM

Ministry of Agriculture and Cooperatives

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Backstopping Guidelines

1) INTRODUCTION Backstopping aims to enhance performance of all staff while at the same time consolidating positive relationships between them. The basic attribute of backstopping is its open/transparent approach and shared responsibility. Backstopping thrives on providing mutual support across all levels of staff in the Programme. Backstopping is usually conducted by staff based at Block, District, Provincial and MU (National HQ). It is normally carried out as a scheduled activity (planned) or as adhoc activity (unplanned) i.e. responding to needs arising out of unforeseen circumstances. In both instances the idea is to provide support to staff in the field on issues related to improving the delivery interventions aimed at realising the objective of the activity. The activity must always have clear objectives set out which must be attained. An important element of backstopping is the critical lessons learnt from the various levels of staff interaction through open and analytical discussion which accommodates constructive criticism and innovative ideas. The process of

backstopping which involves different levels of staff requires that all staff understand and have a clear and common Vision, Objective and Plan of action to uphold, sustain and work towards realising the intended objectives.

The field situation usually demands that backstopping is coupled with other follow up activities related to the Programme activity implementation. This allows for efficient use of resources (physical and time). A backstopping report therefore, will usually be supported by a follow up report concerning other issues in camp, district or team.

2) IMPORTANT ELEMENTS OF A BACKSTOPPING SYSTEM 3) i) Regularity a) Backstopping should follow a well defined and regular schedule. All staff must be aware of the scheduled and support to be provided and/or received. If a camp for example is scheduled to receive support at least 3 times a month, this should be consistently followed. However, the schedules should allow for and be able to accommodate for demanded and unplanned backstopping. b) Staff at all levels must generate a schedule of backstopping planned for sub-ordinate staff. The backstopping schedule must clearly show the frequency of backstopping visits whether fortnightly, monthly or quarterly. (see Appendix 5)

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Backstopping Guidelines ii) Planning The backstopping plan/schedule, must include a checklist, which should explicitly show the following; a) Objectives for the backstopping visit. b) Needs for the staff to be backstopped must be clearly identified. These could either have been captured during regular or unplanned backstopping visits. c) Specify what, who, when and how the support will be done. iii) Approach Backstopping should not be undertaken as office work or while sitting in a motor vehicle. It must as much as possible be real-time as only then can the backstopping process provide an interface which is so essential to allow for contact and exchange of experiences. For example if the weakness or the need is on how to help a farmer develop an action plan, let the person backstopping be able to develop or facilitate the development an action plan with a farmer. Therefore the backstopper must have the necessary skills and knowledge to support the backstoppee effectively especially to show by doing. iv) Detailed Analysis Backstopping should always be accompanied by an in-depth understanding of the situation at hand. Gather enough facts (know the whats of the situation). Seek the opinion of the staff being backstopped and/or the farmers about the situation at hand. Understand and analyse why they have such an opinion and plan for an appropriate intervening action. Various methods and tools can be used for problem analysis and deciding on the most effective and appropriate solution. v) Documentation of Information Backstopping activities must be appropriately and adequately documented; (a) Before undertaking any backstopping exercises it is important that a plan of the process is prepared. The plan must preferably include the following: Purpose and objective(s) these must be clearly expressed Concerns and issues to backstop Proposed checklist of issues to address and methodology to use when collecting and collating field information (see appendix 1) Logistics required to undertake the exercise must be determined. (b) Implementing the backstopping activity, obtain as much background information as possible on the issue (s) at hand from other backstoppers and the person being backstopped, Discuss and define a clear process on how to approach and handle the issues, Share roles with the backstoppee,

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Backstopping Guidelines During the session give necessary support to each other (i.e. take note of cross-cutting issues and mainstream them as they come; and general facilitation process), After the session, reflect on the session by allowing the backstoppee to self-assess their performance and compare with the backstopper assessment. Note the positives and the negatives and learn from them, Draw a simple action plan to follow up on issues backstopped,

(c) Back to office report(i.e. for the Backstopper) Submit a brief report which should clearly reflect the purpose of the backstopping, process/approach followed in backstopping and how the issues were addressed, What came out of the reflection session, And the simple action plan which was drawn, Lessons learned by the backstopper and the backstoppee, Recommendations for the future, vi) Backstopping activity Information dissemination Backstopping staff should consolidate all reports capturing major issues from backstopping activities for the month and share these with other senior staff.

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Backstopping Guidelines 1) Appendix 1 Backstopping Checklist Issues to check/assess/Consider before, during and after backstopping exercise 1. How was the backstopping need identified? 2. Has the backstopping been adequately been planned for with all those concerned? 3. Have action plans been documented by the Camp Committee, Farmer Group, Interest Group and the Household and are being closely followed up. 4. Are the Camp Extension Officers able to conduct accurate enterprise costing with groups and households. 5. Are District Coordinators and Subject Matter Specialists backstopping CEOs/facilitators at least twice in a month. What is the effectiveness of the back stopping. 6. How often does the SAO backstop each SMS in the field in a month. 7. Are CEOs/ facilitators and those backstopping familiar with principles of farming as a business? 8. How well does the CEO/ facilitator understand and facilitate the mainstreaming of crosscutting issues. 9. To what extent the programme objectives- food security and increased incomes being addressed. 10. Assess how well the CEO understands of the facilitation cycle as a concept and as a process and relate this to the ability to facilitate the target group to move from one development stage to the next. 11. Assess how competent the field staff are in the use of the participatory approaches and how effective this is to enhance learning which can translate into change in farmer attitude. 12. The backstopping officer must at end of each backstopping session ensure that that a process of reflection and discussion with the staff being backstopped is comprehensively done. A written report with observations, comments and recommendations must also be submitted to the office.

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Backstopping Guidelines 2) Appendix 2 Table showing DC Backstopping Schedules (samples) District coordinator Name of District coordinator Name of District coordinator Monday Tuesday 1 2 Camp 1 For unand 2 planned b/stopping Office and Camp 1 meeting and 2 Wednesday Thursday 3 4 Camp 3 and Camp 5 camp 4 Camp 3 and Camp 5 camp 4 Friday 5 Office and meeting For unplanned b/stopping

The table above explains two possibilities for a backstopping officer (-in this case the DC) to visit all 5 the camps; attend a days meeting and attend to unplanned or demanded backstopping in a week. There are however many ways of doing the same thing. The DCs should not float between camps. They should have specific camps to work in. The supervising officer (-FTL) should coordinate the development of the schedules so that all meetings and other activities involving DCs at FT level are well integrated into the DCs schedules. NB. All camps should be visited at least once every week at the same time leaving room for un-planned and demanded backstopping to camps! One day in a week is reserved for meetings and other activities. Table showing FTLs backstopping schedule (2-District Team)
Week 1 Monday Staff mgmt. meeting Staff mgmt. meeting Staff mgmt. meeting Staff mgmt. meeting Tuesday Office/MACO Wednesday District 1 (DC A) Visit 2 camps District 2 (DC A) Visit 2 camps District 1 (DC A) Visit 2 camps Office Thursday Friday District 1 (DC Tour-brief B) Visit 2 and Office camps District 2 (DC B) Visit 2 camps District 1 (DC B) Visit 2 camps Office/MACO Tour-brief and Office Tour-brief and Office Office

Office/MACO

Office

Office

1. NB: In month the FTL can visit at least 12 camps in a 3-district team. 2. NB: the number of days for office work, staff management meetings and tour briefs.

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Backstopping Guidelines Table showing FTLs backstopping schedule (3-District Team)

Week 1 Monday Tuesday Wednesday Staff mgmt. Office/MACO District 1 (DC meeting A) Visit 2 camps Staff mgmt. Office/MACO District 2 (DC meeting A) Visit 2 camps Staff mgmt. Office District 3 (DC meeting A) Visit 2 camps Staff mgmt. Office Office meeting Thursday District 1 (DC B) Visit 2 camps District 2 (DC B) Visit 2 camps District 3 (DC B) Visit 2 camps Office/MACO Friday Tour-brief and Office Tour-brief and Office

4 5

Office

NB in a 2-district team the frequency of visits to districts is high than the 3-district team. In a month where there are 5 weeks, the cycle can be re-started in the 5th week.

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Backstopping Guidelines 3) Appendix 3 Backstopping Forms (Sample)

Agriculture Support Programme Field Backstopping Report 1) Name of Reporting Officer: Post Date of visit: . 2) Other accompanying staff: a) . Post: . b) . Post: . c) . Post: .. 3) Camp Visited: Name of CEO visited/met: 4) Objectives for backstopping: a) b) c) 5) Outstanding issues: a) . b) . c) .. 6) Field activity(s) encountered: a) . Participants: M: . F: . Total: b) . Participants: M: . F: . Total: c) . Participants: M: . F: . Total: d) If none, state reasons: 7) Observations made and issues from field activities encountered: a) .. b) c) d) e) f) 8) Recommendations given in the field: a) b) c) 9) Lessons learned from the visit: a) b) c) 10) CEOs comments/remarks: 11) Reporting officers comments and remarks on field visit: .. Signature: Date:
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