a survival guide to the cgiar change process
TRANSCRIPT
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Boru Douthwaite, Innovation and Impact Director,CPWF
A Survival Guide to the CGIARChange Process
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1990s Eco-regional approach, system-wide
programs
2001 - Launch of Challenge Programs
2004
Generation Challenge Program
Harvest Plus
Challenge Program on Water and Food (CPWF)
2005
Sub-Saharan Africa Challenge Program
2008
Climate change, agriculture and food security
CGIAR Challenge Programs
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Prototype nature of CPWF
A big experiment
Addresses a Global Challenge through a
programmatic approach
Emphasis on partnership
Impact focus
Key pillar of previous CGIAR reform program
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CRPs are not all the same, so CPWF is
prototype of what?
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CPWF aims to increase the resilience of social and
ecological systems through better water managementfor food production
Through its broad partnerships, it conducts research
that leads to impact on the poor and to policy change
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Understanding the Prototype
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CPWF Basins in phases 1 and 2
2
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Six basin development challenges(highly abbreviated versions)
Andes Benefit-sharing mechanisms
Ganges Floods and salt in the Delta
Limpopo Small reservoirs, rainwater and livelihoods
Mekong Dams and livelihoods
Nile Rainwater management in Ethiopia
Volta Small reservoirs, rainwater and livelihoods
Phase 2 finishes in 2014
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An example of a BDC R4D program the
Ganges the vision
Store more fresh season
water within polders
Use for high value post-rainy
season crops and aquaculture
Change in sluice gate
management to let water in
when it is fresh, but keep itout when it is saline
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An example of a BDC R4D program the
Ganges - projects
G1 Spatial targeting, which strategies for which polders
G2 On-farm water management: getting the most value out of scarce
stored fresh water
G3 Water governance: who gets how much water, when, and for whatpurposes and who gets to decide (sluice gate management)
G4 External consequences and global drivers, downstream consequences
of success, likely effects of global drivers
G5 Coordination and change: policy engagement, communications,
fostering change, M&E
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BDC structure
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CPWF MT
BL
G1 G2 G3 G4
G5 C&Cproject
Technical projects
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Ganges BDC Partners
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CPWF Phase 2 Partners
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NARES 26
University 17Government Organization 11
CGIAR Center 10
Network 9Advanced Research Institute 7
Non- Governmental Organization 7
Research Organization 5
Private Sector 3
River Basin Organization 1
No info 3
TOTAL no. orgs in network 99
CPWF Partners
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Experience from prototype testing
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50,000 B.C.: Gak Eisenberg invents
the first and last silent mammoth
whistle
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CPWFs guiding principles
1. Know you are a research for development program
2. Work on compelling development challenges in realplaces
3. Through co-developing theory of change
4. Through partnership
5. Through working at different scales
6. While ensuring integration of research and
knowledge management
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1. Know you are an R4D Program
Be crystal clear that you do research to achieve
developmental outcomesResearchers dont become development workers
But, do have responsibility to link to next users and
end users
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2. Work on compelling development
challenges in real places
Gets people on board
Motivates participation
It grounds the research, gives it context, relevance
and a purpose
Makes priority-setting easy
BUT must invest in the coordination and change;
leadership
dont overload it
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3. Co-develop and test theories of
change
What is TOC?
Description of how a project or program thinks it willachieve developmental change
Shows the logic; the assumed causal steps
Can be expressed in a number of ways
LogFrames; tables; graphic depictions; narratives; logic models
And developed in a number of ways
Top down, participatory
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Example of project ToC
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Benefits of ToC
Developing and agreeing project ToC with partners
and stakeholders helps build commitment; purposeHelps set priorities
Basis for M&E
Basis for comms and uptake strategy
Aids subsequent reflection; helps justify course
corrections
Improvements in poverty alleviation, food security and the state of natural resources
result from dynamic, interactive, non-linear, and generally uncertain processes of
innovation.
EIARD, 2003
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4. Work through partnerships
Duh!
Difficult to build, easy to break
Contract them in!
Commission not competitive
Set up the rules of the game
In basin research org, out-of-basin research org, next user
Budget share
Visualize themBe a network weaver, see collaborative research as a
means
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(a) Scattered clusters (b) Hub-and-spoke network
(c) Multi-hub small world network (d) Same multi-hub network, redrawn withnetwork weaver withdrawn
Theory ofNetworkWeaving(Krebs andHolley, 2004)
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What projects liked in CPWF Phase 1 had
much to do with working in partnership
Survey of PLs, principle scientists (n=79)
Greater diversity Multidisciplinarity
Complementarity
Wider geographic reach Adopting a basin-scale perspective
Smaller organizations could increase their reach (through
networks)
Sullivan and Alvarez, 2009
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Less positive aspectsPoor internal communication, worse further away
for CP SecretariatMismatch between length of project and expected
impact
Lack of continuity (changes in team composition,leadership)
Lack of coordination (time, many meetings,
unfunded mandates)
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5. Work at different scales
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CRESMIL Example: Impact needs
three outcome pathways
Pathway 3
Policy
enabling
environment
Reduction in poverty and increased food
security in the Ganges Delta
Pathway 1.
On-farm change in
technologies
Pathway 2
Improved water supply to
farms
Adapted from MacDonald 2008
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Pathway 1: On farm changes in the
technology
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Pathway 2:Improved
water supplyto farms
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Pathway 3: Enabling policy
environment
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A characterization of the CRPs
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Bangladesh Impact
Adapted from MacDonald 2008
2500 farmersincrease returnsby 50 to 100%
Rice-shrimpfarmers increasereturns by 157%
Farmer adoption ofdouble cropping,storage of water incanals, new varieties(incl. from Vietnam,fish culture withshrimp)
Local BWDB andLGED staff allowpolder infrastructureto be used to storewater
BWDB and LGEDchange poldermanagementpolicy
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Before and after the project.(Photograph by Olivier Joffre)
Mr. Nguyen Hoang BenAp Lung Chim, Xa Dinh Thanh, Dong Hai.
CRESMIL impact in Vietnam, showing what ispossible
6 I i f R h d
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6. Integration of Research and
Knowledge ManagementKnowledge management (KM)
Range of strategies and practices Support learning and reflection
Identify, create, represent, distribute and enable adoption of
insights and experiences
Insights and experiences = knowledge
Knowledge is embodied in individuals or embedded in
organizational processes and practices
Main pillars of KM in CPWF Communications, M&E, information management
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Normal versus CPWF view of KM
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Research
Planning M&E Comms, UptakeM&E
KM as a service and supportto Research
VEqual partnership
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The logic behind integrationWe do research for development
Developmental change comes through behavioralchange
Behavioral change is learned
Research must influence the learning cycles thatresearchers, next users and end users go through, to have
impact
KM is about designing and facilitating these learning cycles
KM and research must be planned together; happen
together
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Ensuring integration in practiceToC provides a common framework
Invest in leadership, coordination and makingchange happen, about 20% of program budget
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Coordination and change function
C&C Project and BL functions:
Ensure quality and relevance of science
Coordination
Facilitating change
Adaptive management
Innovation research40
BL
G1 G2 G3 G4
G5 C&C
project
Technical projects
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CRP Survival Guide1. Know you are part of a R4D program
2. Work on compelling development challenges in realplaces
3. Through co-developing theory of change
4. Through partnership5. Through working on technical, institutional and process
innovations at different scales
6. While ensuring integration of research andknowledge management
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Reasons to be cheerfulExperience to learn from
Successful test flightsDoes what it says on the label
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Thank you and enjoy the ride!
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