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Experience with CGIAR reform
18

Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

May 07, 2015

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Page 1: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

Experience with CGIAR reform

Page 2: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

Since early beginnings, the CGIAR System had evolved to become increasingly complicated with multiple donors, center, crop and national priorities

2

Page 3: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

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

Page 4: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

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

Page 5: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

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

Page 6: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

Our Centers and Locations

IFPRI

CIMMYT

CIAT

CIP

Africa Rice

IITA

ILRI

CIFOR

World Agro-Forestry

Bioversity

ICARDA

ICRISAT

IWMI

World Fish

IRRI

Page 7: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

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

Page 8: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

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

Page 9: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

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

Page 10: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

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.

Page 11: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

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

Page 12: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

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

Page 13: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

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

Page 14: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

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

Page 15: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

Components

CGIAR System Level

(e.g. Fund, Cons, ISPC, IEA)

CRP

Collective (Consortium)

Center

PartnershipPartnership

Partnership

Page 16: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

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

Page 17: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

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

Page 18: Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

Thank-you