Improving R4D at IITA
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The document discusses the need to improve research for development (R4D) at IITA by moving away from a linear model of agricultural development towards a more adaptable, multi-stakeholder approach that recognizes complex and heterogeneous contexts. It highlights the importance of focusing on food systems and value chains to enhance subsistence-based livelihoods and emphasizes the necessity of partnerships with various stakeholders for effective impact. Current strengths and weaknesses of IITA's R4D approach are analyzed, alongside suggestions for strategic focus and action-oriented interventions.
Improving R4D at IITA
- 1. Improving R4D at IITA Dr Dave Watson 20th September, 2007 Ibadan, Nigeria.
- 2. The Techno-policy model of agricultural development Linear model of science-technology-development Reductionist: Superior technology = adoption More profitable = adoption Improved management practices = adoption Enabling environment (research, development, policy, private sector, creditors, knowledge systems etc.): Corporatist policy communities Carrot (financial incentives) Stick (mandatory requirements) Well-defined and reasonably predictable impact pathways
- 3. What was deficient about this model? Nothing!!!!!!!!! – aside from significant environmental, food safety and animal welfare externalities etc. Incredibly successful in Western Europe, North America, Australia and New Zealand Successful in much of S. America and Asia
- 4. IITA’s traditional role A Linear Vision of Science: The traditional CGIAR paradigm (based on Ekboir, 2001) Formal research in established Development & Farmers CGIAR institutions (IITA) SSA? extension agencies Basic Strategic Applied research research research Technology development Adoption Knowledge flow
- 5. What happened to the Green Revolution in SSA? Key differences Complex heterogeneous development contexts: One size didn‟t fit all Disabling policy and institutional environment: Variable NAREs (some strong/some very weak) Agricultural taxes (outputs and inputs) Under investment in rural infrastructure Limited private sector involvement/development Limited access to credit and poor credit worthiness Bio-physical: Soil fertility, soil erosion, soil structure Low and erratic rainfall Diverse range of pests and diseases
- 6. The case of SSA Outcomes: Many „superior‟ CGIAR technologies and practices remained on-the-shelf Many „superior‟ CGIAR technologies were promoted but abandoned Did SSA simply lack long-term financial and political support for agricultural development?
- 7. Structural Problems Linear approaches to agricultural development were not easily transferable to SSA: 1. Inherently „superior technologies/practices‟ ……. Do not spontaneously diffuse Are not automatically adopted Do not always lead to predictable agricultural/livelihood impacts 2. Individuals/small groups do not have the power to determine a development/impact pathway
- 8. Changing rules of engagement Changing donor relations Demands for positive and quantifiable livelihood impacts Changing roles of traditional actors CGIAR Centres moved down-stream New actors entered (INGOs and LNGOs)
- 9. Impact and Accountability NAREs + Positive Formal research in INGOs and Farmers changes in CGIAR institutions (IITA) LNGOs etc. livelihoods Basic Strategic Applied Technology research research research development Adoption Impact Knowledge flow
- 10. Non-linear approaches to science and development Growing acknowledgement of: Complex problems with complex solutions Many potential solutions for heterogeneous contexts The need for multi-stakeholder partnerships Innovation systems Recognition that: Success was highly dependent on performance of CGIAR partners and the suitability of new technologies to local contexts
- 11. Non-linear Vision of Science Researchers Farmers & Positive & NAREs + INGOs in IITA communities negative changes and LNGOs etc. in livelihoods Greater focus on Innovation systems that develop, or fail to Impact applied research develop, solutions to identified context and knowledge specific problems ? brokering Knowledge flow Answers Questions
- 13. Why the need for R4D? What is R4D? Research focused on providing solutions for identified development needs R4D is: Demand (opposed to supply) driven Responsive to changing needs/contexts It evolves/adapts (new partners and approaches) Judged by outcomes and not products
- 14. Current Strengths of IITA’s R4D Approach Widely endorsed: FAO, World Bank, CGIAR, EPMR and many donors Crop improvement and plant protection in mandate crops using “conventional” breeding and biotechnology tools Yield potential P&D resistance Drought tolerance Nutritional quality High value crops Agro-food systems/value chain approaches Value-addition (processing and marketing etc)
- 15. Current Weaknesses of R4D Approach at IITA Neglect of many traditional partners (NARs) Biased towards development and the expense of research Lack of key expertise in key areas Focus on output markets at the expense of input markets Natural resource management (particularly soil fertility management and soil degradation) Analysis, synthesis and documentation of lessons learned from both past and present research activities Too many bases to cover
- 16. Improving R4D at IITA (1) Geographical Current focus on SSA is sensible: Diversity of crops (current & potential) Heterogeneity of development contexts Heterogeneity of food and livelihood systems Occurrence of poverty Focus of donor investment Africa wide focus for germplasm health and transfer Most populous countries? Greatest impact (numbers) Neglect some of the poorest communities
- 17. Improving R4D at IITA (2) What should IITA focus on? Key food systems/value-chains & improvements in subsistence-based livelihoods Systematic assessment (actual & latent opportunities) Proactive – rather than reactive – interventions Scaling-up successful pilot interventions Outcome Mapping and Case Studies Planning, re-adjustment and institutional learning (internal) Best practices and principles (external)
- 18. Improving R4D at IITA (3) Why focus on food system/value-chain activities? Development Greatest potential to unlock market-based opportunities Productivity & competitiveness of poor producers Value-addition Marketing Potential spill over into local economy Research Learning important lessons from pilot and up-scaling activities Sustainable natural resource management
- 19. Improving R4D at IITA (4) Why focus on subsistence-based livelihoods? Development Increased food security (quantity and quality) Improved natural resource management Research Learning important lessons Better understanding and characterisation of: Complex livelihood systems Vulnerability, poverty and food insecurity Sustainable natural resource management
- 20. Improving R4D at IITA (5) With whom? Strong multi-stakeholder partnerships with: ARIs – knowledge brokering The private sector: Knowledge brokering (corporate) Critical investments for sustainability (corporate and SMEs) Value-chain expertise (corporate - including monitoring & evaluation) Key in exit strategy (corporate and SMEs) INGOs, LNGOs, CBOs, producer, processor and retail groups – extension and PTD NAREs – R&D, extension and PTD Donors – (bi-directional alignment of IITA and donors‟ priorities) Policy-makers (bi-directional alignment of IITA and decision- makers‟ priorities)
- 21. Improving R4D at IITA (6) How to work with internal colleagues & partners? Action-research mode Innovative Partnerships (new partners and new ways) Learning Alliances (creating and brokering knowledge for innovation) Systems-based approaches Food & farming systems analysis (holistic-integrated-dynamic) Value-chain analysis Simultaneous (multi-partner and multi-node) interventions Innovation Systems Actor Network Theory (ANT) Understanding interactions and outcomes
- 22. Cassava Food Systems Interventions: An example What does IITA aim to achieve?
- 23. Policy Market-based Consumption advocacy Processed cassava Fresh cassava Donor Increased Value- Improved advocacy income for addition cassava commercial through processing cassava processing & Private processors marketing Sector Increased Increased Partners productivity, Food income for Security NARES commercial competitiveness, cassava profitability and Partners stability of producers ETC. cassava Subsistence Cassava production cassava IITA Breeding producers & the Agronomy displaced Biotechnology Sustainable NRM
- 24. Conclusions “Work with whoever it takes to get the job done!” What can be done and with whom? Strategic focus!! Opportunistic? How best to do it? Action research (food or livelihood systems framework) Experiment, learn, reflect and refine Communicate lessons (good and bad) Communicate principles and best practices
- 25. Thank You