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Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

May 07, 2015



  • 1.Experience with CGIAR reform

2. Since early beginnings, the CGIAR System had evolved to become increasingly complicated with multiple donors, center, crop and national priorities
3. Desired outcome of CGIAR Reform
Greater impact on food security and poverty reduction
4. In new CGIAR, partnership at all levels
Strategy andResults Framework
Independent Science and Partnership Council
Consortium CEO andOffice
CGIAR Research Programs
Common Services
Performance Agreements
Fund Office
Partners and Stakeholders
Independent Evaluation
5. 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
6. Our Centers and Locations
World Agro-Forestry
World Fish
Africa Rice
7. Our Common Vision
Task : To reduce poverty and hunger, improve human health and nutrition, and enhance ecosystem resilience

  • high-quality international agricultural research

8. partnership and leadershipPhoto: CGIAR
9. 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 scientistswith 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
10. 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
11. 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 impactof 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 Centersfrom 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.
12. Delivering on the Vision:CGIAR Research Programs
Main instrument for planning and conducting research
Joint Venture between the Funders and the Doers
Implemented by a lead center with multiple partners
Built and measured on three core principles
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
Integration across CGIAR core competencies, strengthening synergies and avoiding overlaps
Appropriate partnerships at all stages of R&D
13. CGIAR Research Programs (2)
Before it commences, each CRP

  • sets out expected achievements

14. clearly defines risks and assumptions 15. provides verifiable targets and indicators for progress monitoringCRPs are approved on the basis of

  • Strategic coherence and clarity of objectives

16. Delivery focus and plausibility of impact 17. Quality of science 18. Quality of research and development partners, and partnership management 19. Appropriateness and efficiency of CRP management 20. Accountability and financial soundness 21. Efficiency of governance