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ILRI overview 2015
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Presented by Shirley Tarawali at the CIRAD-ILRI Workshop, Nairobi, 9 June 2015
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ILRI overview 2015
- ILRI Overview 2015 Shirley Tarawali CIRAD-ILRI Workshop, Nairobi, 9 June 2015
- SOME FACTS ABOUT THE LIVESTOCK SECTOR
- 4 of 5 highest valueglobal commodities are livestock FAOSTAT 2015 (values for 2013) 0 500 1000 1500 2000 2500 0 50 100 150 200 250 Production(MT)millions Netproductionvalue(Int$)billion net production value (Int $) billion production (MT) Cow milk has overtaken rice
- Economic opportunities in the livestock sector • The 4 billion people who live on less than US$10 a day (primarily in developing countries) represent a food market of about $2.9 trillion per year. • 37 billion domestic animals • Asset value $1.4 trillion • Employs at least 1.3 billion people
- Gains in meat consumption in developing countries are outpacing those of developed 0 100 200 300 400 500 600 700 800 1980 1990 2002 2015 2030 2050 Millionmetrictonnes developing developed developing at same per cap. as developed (hypothetical)
- Milk demand and consumption levels differ in developed and developing countries 0 100 200 300 400 500 600 700 800 900 1000 2005/07 2050 Demand for milk million t/annum Developing Developed 0 50 100 150 200 250 2005/07 2050 Milk consumption kg/capita/annum Developed Developing
- Huge increases over 2005/7 amounts of cereals, dairy and meat will be needed by 2050 From 2bn−3bn tonnes cereals each year From 664m−1bn tonnes dairy each year From 258m−460m tonnes meat each year
- % growth in demand for livestock products 2000 - 2030 8 0 50 100 150 200 E.AsiaPacific China SouthAsia SSA Highincome Beef 0 20 40 60 80 100 120 140 160 180 E.AsiaPacific China SouthAsia SSA Highincome Pork 0 100 200 300 400 500 600 700 800 E.AsiaPacific China SouthAsia SSA Highincome Poultry 0 20 40 60 80 100 120 140 160 E.AsiaPacific China SouthAsia SSA Highincome Milk FAO, 2011 Based on anticipated change in absolute tonnes of product comparing 2000 and 2030
- Provides food and nutritional security BUT overconsumption can cause obesity Powers economic development BUT equitable development can be a challenge Improves human health BUT animal-human/emerging diseases and unsafe foods need to be addressed Enhances the environment BUT pollution, land/water degradation, GHG emissions and biodiversity losses must be greatly reduced Opportunities and challenges in the livestock sector
- ILRI – member of the CGIAR consortium
- CIMMYT Mexico City Mexico IFPRI Wash. DC USA CIP Lima Peru CIAT Cali Colombia Bioversity International Rome Italy AfricaRice Cotonou Benin IITA Ibadan Nigeria ILRI Nairobi Kenya World Agroforestry Nairobi Kenya ICARDA Beirut Lebanon ICRISAT Patancheru India IWMI Colombo Sri Lanka IRRI Los Banos Phillippines World Fish Penang Malaysia CIFOR Bogor Indonesia CGIAR Research Centres: members of the CGIAR consortium
- CGIAR research programs Dryland Cereals Grain Legumes Livestock and Fish Maize Rice Roots, Tubers and Bananas Wheat Climate Change, Agriculture and Food Security Forests, Trees and Agroforestry Water, Land and Ecosystems Humidtropics Aquatic Agricultural Systems Dryland Systems Policies, Institutions, and Markets Agriculture for Nutrition and Health Genebanks
- Dryland Cereals Grain Legumes Livestock and Fish Maize Rice Roots, Tubers and Bananas Wheat Climate Change, Agriculture and Food Security Forests, Trees and Agroforestry Water, Land and Ecosystems Humidtropics Aquatic Agricultural Systems Dryland Systems Policies, Institutions, and Markets Agriculture for Nutrition and Health Genebanks More milk, meat, and fish by and for the poor Led by ILRI with CIAT, ICARDA and the WorldFish Center
- ILRI strategy and the CGIAR Consortium CGIAR consortium ILRI strategy Global livestock issues
- Mission and vision ILRI envisions a world where all people have access to enough food and livelihood options to fulfill their potential. ILRI’s mission is to improve food and nutritional security and to reduce poverty in developing countries through research for efficient, safe and sustainable use of livestock—ensuring better lives through livestock.
- Strategic objective 1 ILRI and its partners will develop, test, adapt and promote science-based practices that—being sustainable and scalable— achieve better lives through livestock.
- Strategic objective 2 ILRI and its partners will provide compelling scientific evidence in ways that persuade decision- makers—from farms to boardrooms and parliaments— that smarter policies and bigger livestock investments can deliver significant socio-economic, health and environmental dividends to both poor nations and households.
- Strategic objective 3 ILRI and its partners will work to increase capacity amongst ILRI’s key stakeholders and the institute itself so that they can make better use of livestock science and investments for better lives through livestock.
- SOME CHARACTERISTICS OF ILRI
- Establishment of ILRI • Merger of the International Laboratory for Research on Animal Diseases (ILRAD, Kenya) and the International Livestock Centre for Africa (ILCA, Ethiopia) in 1994 • ILRI Legal Character is based on: • Agreement on the Establishment of ILRI (21 September 1994) • Constitution of ILRI (21 September 1994) • Agreement is the instrument that created ILRI • Agreement signed by Denmark, Ethiopia, Kenya, Sweden, Switzerland and UNEP
- Livestock & Fish Tom Randolph (director) Research Methods Jane Poole Regional Reps Sikhalazo Dube Abdou Fall Steve Staal South Asia (vacant) Integrated Sciences Biosciences Drylands Polly Ericksen HumidTropics Tim Robinson PIM (Acting) Hikuepi Katjiuongua A4NH Delia Grace WLE Mats Lannerstad CCAFS Polly Ericksen CRP Focal Points Vaccine platform Vish Nene (director) Animal biosciences Steve Kemp Food safety and zoonoses Delia Grace Livestock systems & environment Polly Ericksen Animal science for sustainable productivity Siboniso Moyo Livelihoods, gender & impact Isabelle Baltenweck Policy, trade &value chains (Acting) Hikuepi Katjiuongua Feed and forage biosciences (Vacant) Genebank Jean Hanson BecA-ILRI Hub Appolinaire Djikeng (director) Institute and research management Institute Management Committee DG’s Rep Ethiopia Siboniso Moyo Director General Jimmy Smith DDG Integrated Sciences Iain Wright DDG Biosciences- Vacant Acting Vish Nene & Steve Kemp Chief Operating Officer Martin v Weerdenburg Dir. People and Organizational Development Stella Kiwango (Acting) Assistant Director General Shirley Tarawali Business Development Vacant Capacity Devmt. Iddo Dror IP / Legal Linda Opati* ILRI Comms Peter Ballantyne Susan Macmillan Josephine Birungi (Technology manager) *not IRMC
- BIOSCIENCES EASTERN AND CENTRAL AFRICA (BeCA-ILRI Hub) A strategic partnership between ILRI and AU-NEPAD. A biosciences platform that makes the best lab facilities available to the African scientific community. Building African scientific capacity. Identifying agricultural solutions based on modern biotechnology.
- ILRI resources 2015 • Staff: 700+ • Budget: nearly US$90 million • Senior scientists from 39 countries • 34% of internationally recruited staff are women --and 50% of the senior leadership team • Main campuses in Kenya and Ethiopia, and offices in 16 other countries around the world
- ILRI Offices Main campuses: Nairobi and Addis Ababa Offices in 16 other countries
- ILRI Graduate Fellowship • Graduate Fellows - MSc/PhD (6-36 months) 120 • Research Fellows (BecA-ILRI hub)- Non-degree related training in research (up to 18 months) 32 • Interns - Short-term, on-the-job training for young professionals (3-6 months) 19
- Addis Campus – A CGIAR Campus • ILRI • IWMI • IFPRI • CIMMYT • ICARDA • ICRAF • CIP • Bioversity • ICRISAT • CIAT • icipe • IFAD • BMGF
- ILRI Nairobi campus IITA CIP CIMMYT IRRI CIFOR At the foot of Kenya’s Ngong Hills ★
- Google’s view of the ILRI campus - laboratory and farm facilities Labs Farm and paddocks Mazingira House: environmental research
- The presentation has a Creative Commons licence. You are free to re-use or distribute this work, provided credit is given to ILRI. better lives through livestock ilri.org
Editor's Notes
- There MUST be a CGIAR logo or a CRP logo. You can copy and paste the logo you need from the final slide of this presentation. Then you can delete that final slide To replace a photo above, copy and paste this link in your browser: http://www.flickr.com/photos/ilri/sets/72157632057087650/detail/ Find a photo you like and the right size, copy and paste it in the block above.
- Figures from FAO’s Livestock’s Long Shadow (to 2030) updated to 2050 using population and per capita consumption estimates from Alexandratos N and Bruinsma J (2012) World Agriculture Towards 2030/2050. The 2012 revision. ESA Working paper No. 12-03. Agriculture Development Economics Division, FAO, Rome.
- Figures from: Alexandratos N and Bruinsma J (2012) World Agriculture Towards 2030/2050. The 2012 revision. ESA Working paper No. 12-03. Agriculture Development Economics Division, FAO, Rome. All types of food are needed – diversity of food Specifically, the world will need: 1 billion tonnes more cereals to 2050 1 billion tonnes dairy products each year 460 million tonnes meat each year
- FAO. 2011. Mapping supply and demand for animal-source foods to 2030, by T.P. Robinson & F. Pozzi. Animal Production and Health Working Paper. No. 2. Rome. High income countries include much of Europe. In fact, if one looks at individual European nations in many cases there is a DECLINE in demand (Switzerland for beef (-22%) and pork (-14%) for example)
- Mention who are decision makers What practices Metrics: Over a 5–10-year time period, livestock-related real income for 2.8 million people is increased by 30%, the supply of safe animal-source foods in ILRI’s target sites/countries1 is increased 30%, and greenhouse gas emissions per unit of livestock product produced are reduced. Simultaneously, in partnership with others, these results are scaled to tens of millions more people. Metrics: Within a 10–15-year time frame, the share of agricultural budgets invested in livestock in ILRI’s target countries are brought at least 20% closer to livestock’s contribution to agricultural GDP. Increased investor contributions to the livestock sector should drive greater representation of livestock commodities in development efforts. Metrics to assess the underpinning changes in attitudes and behaviour will be defined based on learning from taking pilot studies to scale in target countries. Metrics: ILRI has not previously articulated capacity at this level or covering such a diversity of engagement, spanning both institutions and individuals from farmers to local and global decision-makers. ILRI will therefore conduct a baseline assessment before specifying the exact metrics for this third strategic objective; the metrics will specify the number of individuals and key institutions to have developed greater capacity to make greater use of livestock research results—be it for better productivity on farms, improved environmental management or more strategic use of development resources ILRI’s use of the terms ‘practice’ and ‘decision-makers’ in this strategy encompasses a wide range of scales and groups. The following are examples of these wide ranges in livestock systems with high potential for growth and in those where increasing resilience rather than productivity is paramount. Where there exists high potential for economic growth in mixed crop-and-livestock systems of developing countries, ‘inclusive growth’ for poverty reduction and food security can often be achieved through the development of pro-poor livestock value chains. Here, improving practice refers to the uptake of technologies and institutional innovations that (1) increase on-farm livestock productivity in smallholder production systems as well as (2) efficiencies in their associated market channels, (3) improve the equitable distribution of benefits generated through more livestock employment and income, and (4) minimize livestock threats to the environment and public health. The men and women decision-makers who adopt these practices include not only the livestock keepers and market agents who handle livestock and their products, but also the individuals, businesses and government agencies that support the value chain through the products and services they supply such as feed, veterinary care and public health regulation. In dryland pastoral and agro-pastoral systems, where harsh and highly variable climates pose considerable risk of loss of livestock assets, both household income and food security can be protected against climate shocks by improved practices. In the case of drought, these might include making index-based livestock insurance available to livestock herders, conducting early de-stocking in conjunction with private traders, and making better use of functioning livestock markets. In the case of flooding, which can trigger outbreaks of economically important livestock and zoonotic diseases such as Rift Valley fever, better practice might entail more reliable predictive climate models used in conjunction with early livestock vaccination campaigns to prevent regional market closures able to devastate the livelihoods of livestock producers, traders and others. Changes in practice here would depend on choices made by decision-makers including local men and women livestock pastoralists and agro-pastoralists, market agents and slaughterhouse personnel as well as those at regional and global levels whose actions, policies and investment decisions impact small-scale dryland livestock systems and enterprises. Changes in practice thus spans a range of choices made by decision-makers at all levels, from livestock producers (men and women in both small scale and extensive production systems), to market agents and others intimately engaged with raising, selling and consuming animals and their products, through to those at local, regional and global levels whose development actions, policy and investment decisions impact the livestock sector.
- To achieve its three strategic objectives, ILRI must excel in five performance areas, referred to here as critical success factors, which were identified in an analysis of both the external environment (Appendix 2) and ILRI’s current strengths and weaknesses (Appendix 7) in relation to the mission and strategic objectives. The institute has excelled in many of these areas up to now, and has a solid foundation on which to build. The specific articulation of these performance areas as interacting and mutually supporting critical success factors recognises the need for ILRI as one of many players to respond to the challenges to be addressed if the institute is to achieve its aspirational strategic objectives. They also provide the institute with a structured way of planning and subsequently monitoring these key areas. The critical success factors provide a bridge between the institute’s three strategic objectives and the operational frameworks for each these (Figure 2). Below, each of the five critical success factors is defined with a brief description of why it is essential, what it involves and how it will be operationalized. The set of critical success factors provides the means for ILRI to focus every dimension of its operations on achieving the institute’s strategic objectives, as well as to oversee and monitor the whole institute. Partnership is key to all of these; Box 4 on page 28 sets out some principles for the way ILRI works with partners
- SADF = secure animal disease facility, operates at enhanced BSL2. Can accommodate cattle, pigs and small ruminants. Modern lab facility is ~6,000 sq meters that supports modern biotechnology research. Have BSL3 lab and green house facility.
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