Risk Matrix

From acgg ilriwikis

Mitigation plans
* ILRI’s launching of deeper engagement in both chicken and genetics * ILRI has committed to internally developing capacity through 1) the hiring of additional staff and 2) the integration of ILIR’s crosscutting expertise into both the genetics and chicken work.
* Major disease outbreaks that prevent exchange and distribution of developed materials in country and outside of the country. * From the start ILRI and partners develop and implement strict bio-security measures that prevent major disease outbreaks; the program proactively promotes best practices through capacity strengthening in target countries.
* Concerns over national ownership of, and rights over the country based improved lines as well as over the lines to be imported from outside Africa and the negotiations and agreements of on how these will be maintained and exchanged between countries will be challenging and could take long to resolves. These relate to bio-security as well as intellectual property rights (IPR) concerns. * Well before the program starts the program leadership will actively engaging the key players at country level especially policy makers and implementers as well as relevant sector players/actors, in order to agree on the breeding material transfer agreements and benefit sharing arrangements.
* Failure to attract the interests of private sector companies – local and international * Deliberately reaching out to and engaging the key relevant private sector actors, right from the beginning, via innovation platforms, and direct engagement so as to ensure that they are well informed of the related business opportunities in the improved chicken value chains
* Political and social instabilities in the target countries. * Nothing can be done about this.
* Partnership failure – sub-grantees (especially national partners) fall out with ILRI * Joint planning and regular dialogue to ensure common vision and effective conflict resolution frameworks in place to ensure timely interventions should conflict arise.
* Being able to get a full buy-in of a shared program vision by the country level project team to build strong national program components.
* Expected development activities do not keep pace with the roll-outs of the new strains and their effective promotion (e.g. development partners not being able to competitively promote the new products).
* Unsupportive policies that may unduly favor/support introduction and distribution of commercial strains, or subsidize such systems.
* Earlier (prior to the program onset) engagement in joint planning involving all partners at country level to ensure a shared vision and commitment to realize success.
* Embracing inclusive and participatory approach to the program planning, implementation and Monitoring and Evaluation frameworks or systems.
* The program team to proactively engage policy makers on the importance of the improved indigenous chicken program and the need to put in place supportive/enabling policy framework.