experience with cgiar reform by lloyd le page, ceo cgiar
TRANSCRIPT
Experience with CGIAR reform
Since early beginnings, the CGIAR System had evolved to become increasingly complicated with multiple donors, center, crop and national priorities
2
3
Desired outcome of CGIAR Reform
FROM TO
Greater impact on food security and poverty reduction
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
Clear vision with focused priorities that respond to global development challenges
Centers that collaborate, work toward the System agenda and priorities, and deliver impact
Streamlined and effective System-level governance with clear accountability
Strong and innovative partnerships with NARS, the private sector and civil society that enable impact
Strengthened, coordinated funding mechanisms that are linked to the System agenda and priorities
Stabilization and growth of resource support
4
In new CGIAR, partnership at all levels
CONSORTIUM FUND
FUND COUNCIL
Fund Office
FUNDERS FORUM
Strategy and Results Framework CONSORTIUM
BOARD
Consortium CEO and Office
Per
form
ance
A
gree
men
ts
Independent Science and Partnership Council
CGIAR Research Programs
Independent EvaluationArrangement
Centers
Partners and Stakeholders
Common Services
CGIAR Consortium: who and where we are
Consortium of 15 International Agricultural Research Centers that operate in over 150 locations world wide
Formed in 2010 as part of reform of the CGIAR, this year celebrating 40 years, some centers 50
Consortium Office established in Montpellier, France in March 2011
Our Centers and Locations
IFPRI
CIMMYT
CIAT
CIP
Africa Rice
IITA
ILRI
CIFOR
World Agro-Forestry
Bioversity
ICARDA
ICRISAT
IWMI
World Fish
IRRI
Our Common Vision
Task : To reduce poverty and hunger, improve human health and nutrition, and enhance ecosystem resilience
Photo: CGIAR
Through: • high-quality international agricultural research• partnership and leadership
What is the comparative advantage of the CGIAR to address these challenges?
• Primary organization with a global public mandate and funding for scientific research to find solutions eradicating poverty and hunger at global scale
• A critical mass of leading scientists with multidisciplinary knowledge of key agro-ecosystems, especially for the poor and under-served areas
• Extensive global research network, including research stations with strong links to farmers and national agricultural research and innovation systems
• 40 year track record in addressing R4D issues • Guardian of collections of genetic resources for agriculture held in
trust for the worlds current and future generations
Purpose of the Consortium
The purpose of the Consortium shall be to provide leadership to the CGIAR system and coordinate activities among Member Centers and other Partners within the framework of the Strategy and Results Framework and the CGIAR Research Programs, in order to enable them to enhance their individual and collective contribution to the achievement of the CGIAR vision
Purpose cont….
through such means as:• Fostering a more conducive international environment for agricultural research for
development and increasing CGIAR relevance and effectiveness within the institutional architecture for international development;
• Enhancing the impact of Member Center research through common strategic objectives, programmatic convergence, concerted action and fostering innovation;
• Together with the CGIAR Fund Council, expanding the financial resources available to the Member Centers to conduct their work;
• Managing the allocation of funds to meet priorities identified in the Strategy and Results Framework, and serving as a central point of fiduciary and operational accountability for all funds that pass to the Consortium and/or to the Member Centers from the Fund;
• Improving the cost-efficiency of each Member Center and of the CGIAR system as a whole through the provision of advice, shared functions and research platforms, and other means; and
• Identifying with the Member Centers and promoting opportunities to achieve gains in relevance, efficiency and effectiveness.
Delivering on the Vision:CGIAR Research Programs
Main instrument for planning and conducting researchJoint Venture between the Funders and the Do’ersImplemented by a lead center with multiple partners
Built and measured on three core principles1. Impact on 4 system-level outcomes, ensuring consistency between SRF
and CRP• reduced rural poverty• improved food security• improved nutrition and health• sustainably managed natural resources
2. Integration across CGIAR core competencies, strengthening synergies and avoiding overlaps
3. Appropriate partnerships at all stages of R&D
CGIAR Research Programs (2)
Before it commences, each CRP • sets out expected achievements• clearly defines risks and assumptions• provides verifiable targets and indicators for progress monitoring
CRPs are approved on the basis of• Strategic coherence and clarity of objectives• Delivery focus and plausibility of impact• Quality of science• Quality of research and development partners, and partnership management• Appropriateness and efficiency of CRP management• Accountability and financial soundness• Efficiency of governance
Fundamental changes to CGIAR research
For the first time in the CGIAR history, the 15 centers have a common strategy to guide their research
The CGIAR will function as a unified system based on research programs
The centers will collaborate with each other and with partners in pursuit of shared outcomes
Strengthening Linkages in AKS
• Focusing on crossing the divide – between sectors, cultures, institutions, levels. Partnerships are critical. Communications and Governance key in partnering.
• Working to strengthen and re-establish strong and innovative linkages along impact pathways with several key sectors– Farmers and those that serve them (extension, SMEs)– National Governments, NARS and regional research partners– Civil Society and NGOs that serve farmers, their communities and the
environments they interact with– Private Sector – large, medium and small, including entrepreneurs and local
business serving the farmer. Multiple sectors– Academic institutions of the North and South, including technical training of the
trainers of adults and youth– Donor funded research and value-chain initiatives
• Shifting from supply driven to demand and value chain driven research• Holistic and participatory approaches, sensitive to diversity, society, environment• Leverage ICT and other collaborative tools
Components
CGIAR System Level
(e.g. Fund, Cons, ISPC, IEA)
CRP
Collective (Consortium)
Center
PartnershipPartnership
Partnership
Formation of Consortium provides new opportunity to provide more holistic view and ‘voice of the system’
• Alignment of research around single Strategy and Results Framework and 4 SLOs.– Next SRF version could have an additional regional focus, engaging at high level
with regional economic communities in support of regional priorities – Action plan to developed in time for CGARD 2012
• Consortium can demonstrate leadership and engage with Donors, IO, RECs, and other sectors in capacity building for R4D support systems
– GIS, IP, Legal, Data and Knowledge management, Biotech stewardship,. Gender – Improved synergy across farming systems, eco-zones through multiple research
programs• Focusing on crossing the divide – between sectors, cultures, institutions, levels.
– Consortium already engaging in high-level discussion with apex organizations from private sector apex bodies (small, medium and larger), academic institutes, civil society
• Champion uniquely research and agriculture needs in the G20 and OECD dialogue.– Catalyze and stimulate dialog and partnerships with donors and other international
organizations, including discussions with BRICs
Thoughts on principles we abide by
• Strong focus, prioritization on what is ‘mission critical’ for research support– Expertise and execution at CRP and Center level, coordination at
Consortium and System level• Communication with a purpose:
– influence, advocacy, fund raising– Clear targeting, purpose and measures of activities
• Many voices in harmony around a common vision– a well trained ‘orchestra’– strength in diversity but complementary and consistent messaging
at all levels – collective communications becomes default behavior
• Internal communications as important as external
Thank-you