cgiar change management ,dr. m. solh
TRANSCRIPT
Transformation of the CGIAR
AARINENA Meeting
Mahmoud Solh, ICARDA
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In early 2008, a Change Steering Team (CST) and four Working Groups (WG) representing stakeholders and shareholders were established to address:
WG1: Visioning & development challenges WG2: Strategic partnerships WG3: Governance in Centers & CGIAR WG4: Funding mechanisms
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The CGIAR needs to change to provide a high-impact response to the food crisis and its long term impact
External Issues – World Crisis Internal Issues
Mission creep and trying to do everything
Duplicative mandate of the Centers without clear System-wide vision and strategy for impact
Complex and cumbersome governance and lack of accountability
Static partnerships that are not enabling scalable impact and research adoption
Lack of coordination among investors
Declining core resources
Increase in food prices, energy crisis, emerging climate change issues
Declining yield growth of main crops
Slow increase in world food production
Threat to poor people livelihoods
Urgent need for new technologies, and policy insights
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We have developed three strategic objectives for the System that will create greater CGIAR focus
To reduce poverty and hunger, improve human health and nutrition, and enhance ecosystem resilience through high-quality international agricultural research, partnership and leadership.
CGIAR Vision
A world free of poverty and hunger, supported by healthy and resilient ecosystems.
Global Vision
FOOD FOR PEOPLE Create and accelerate sustainable increases in the productivity and production of healthy food by and for the poor ENVIRONMENT FOR PEOPLE Conserve, enhance and sustainably use natural resources and biodiversity to improve the livelihoods of the poor in response to climate change and other factors POLICIES FOR PEOPLE Promote policy and institutional change that will stimulate agricultural growth and equity to benefit the poor, especially rural women and other disadvantaged groups
CGIAR Strategic
Objectives
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The Integrated Reform Model separates the “doers” from the “funders and uses Performance Contracts at two levels to establish accountability
Center Performance Agreements
Bilateral Project Financing
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CONSORTIUM FUND
BOARD
FUND COUNCIL
Fund Mgmt Unit
Program Performance Contracts
Accountability:
CORE FUNDERS’
SUMMIT
Common Services
CentersCenters
Consortium CEO
Science and Partnership Council
Science and Partnership Council
Center Performance Agreements
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CONSORTIUM FUND
FUND COUNCIL
Fund Mgmt Unit
The Integrated Reform Model and looks to the “Conference” and a 5-year Strategy and Results Framework to connect the Consortium and the Fund
CORE FUNDERS’ SUMMIT
Conference for Agricultural Research for DevelopmentConference for Agricultural Research for Development
5-year Strategy and Results
Framework
5-year Strategy and Results
Framework
BOARD
CentersCenters
Consortium CEO
Common Services
Our model aims to reduce the complexity
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TOMORROWTODAY
CONSORTIUM FUND
BOARD
FUND COUNCIL
Fund Mgmt Unit
CORE FUNDERS’
SUMMIT
Common
Services
CentersCenters
Consortium CEO
Science and Partnership
Council
Science and Partnership
Council
Conference for Agricultural Research for DevelopmentConference for Agricultural Research for Development
Strategy and Results Framework
Strategy and Results Framework