Institutional Frameworks, Experience with CGIAR reform
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The document outlines the history and objectives of the CGIAR, which was established in 1971 to combat global hunger through agricultural research. It highlights the need for reform to address complex governance issues and enhance collaboration among various agricultural research centers. The CGIAR Consortium, comprising 15 international centers, aims to reduce poverty and hunger, improve nutrition, and enhance ecosystem resilience by leveraging partnerships and innovative research strategies.
Institutional Frameworks, Experience with CGIAR reform
- 1. Institutional Frameworks Experience with CGIAR reform Lloyd Le Page, CEO CGIAR Consortium OECD Conference on Agricultural Knowledge Systems
- 2. Background of the CGIAR • Formed in 1971 due to serious concerns about global hunger – India, Pakistan and other Asian countries teetered on the brink of famine. • Formed on the basis of convincing evidence that agricultural science was a powerful instrument for combating hunger. Dramatic increases in agricultural productivity possible through: – widespread adoption of new, high-yielding rice and wheat varieties, – Combines with increased use of fertilizers, irrigation and other inputs, in what came to be celebrated as the Green Revolution. • Humanitarian concern, mixed with science-based conviction, brought together the agricultural researchers and development donors who created the CGIAR. • Shared objective was to extend the early gains made possible by modern agricultural science by developing a workable formula for mobilizing resources to support research on a “long-term continuing basis”
- 3. Since early beginnings, the CGIAR System had evolved to become increasingly complicated with multiple donors, center, crop and national priorities 3
- 4. Why Reform ?
- 5. Desired outcome of CGIAR Reform FROM TO Clear vision with focused priorities that respond to Mission creep and trying to do everything global development challenges Duplicative mandate of the Centers without clear Centers that collaborate, work toward the System System-wide vision and strategy for impact agenda and priorities, and deliver impact Complex and cumbersome governance and lack of Streamlined and effective System-level governance accountability with clear accountability Static partnerships that are not enabling scalable Strong and innovative partnerships with NARS, the impact and research adoption private sector and civil society that enable impact Lack of coordination among investors Strengthened, coordinated funding mechanisms that are linked to the System agenda and priorities Declining core resources Stabilization and growth of resource support Greater impact on food security and poverty reduction 5
- 6. In new CGIAR, partnership at all levels CONSORTIUM FUND Strategy and CONSORTIUM Results Framework BOARD FUNDERS FORUM Independent Science and Partnership Council Consortium CEO and Office Common CGIAR FUND COUNCIL Performance Services Agreements Centers Research Programs Fund Office Partners and Stakeholders Independent Evaluation Arrangement 6
- 7. Who is the CGIAR Consortium?
- 8. 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
- 9. Our Centers and Locations IFPRI World Agro- CIMMYT Forestry CIAT Bioversity CIP ICARDA Africa Rice ICRISAT IITA IWMI ILRI World Fish CIFOR IRRI
- 10. Our Common Vision Task : To reduce poverty and hunger, improve human health and nutrition, and enhance ecosystem resilience Through: • high-quality international agricultural research • partnership and leadership Photo: CGIAR
- 11. 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
- 12. Delivering on the Vision: CGIAR Research Programs Main instrument for planning and conducting research Joint Venture between the Funders and the Do’ers Implemented by a lead center with multiple partners Built and measured on three core principles 1. 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
- 13. 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
- 14. Progression Center Consortium One Initiatives CRP Fund Voice Partners Center Past Current Future
- 15. Components CGIAR System Level (e.g. Fund, Cons, ISPC, IEA) Resources, Science Evaluation Partnership Partnership CONSORTIUM (Shared Voice) Strategy, Services Leadership Center CRP Research Focus Staffing, Partners Infrastructure Partnership
- 16. 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
- 17. 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
- 18. Thank-you