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Experience with CGIAR reform<br />
Since early beginnings, the CGIAR System had evolved to become increasingly complicated with multiple donors, center, crop...
Desired outcome of CGIAR Reform<br />FROM<br />TO<br />Greater impact on food security and poverty reduction<br />3<br />
In new CGIAR, partnership at all levels<br />CONSORTIUM<br />FUND<br />Strategy and                    Results Framework <...
CGIAR Consortium: who and where we are<br />Consortium of 15 International Agricultural Research Centers that operate in o...
Our Centers and Locations<br />World Agro-Forestry<br />Bioversity<br />ICARDA<br />ICRISAT<br />IWMI<br />World Fish<br /...
Our Common Vision<br />Task : 	To reduce poverty and hunger, improve human health 	and 		nutrition, and enhance ecosystem ...
partnership and leadership</li></ul>Photo: CGIAR<br />
What is the comparative advantage of the CGIAR to address these challenges?<br />Primary organization with a global public...
Purpose of the Consortium<br />The purpose of the Consortium shall be to provide leadership to the CGIAR system and coordi...
Purpose cont….<br />through such means as:<br />Fostering a more conducive international environment for agricultural rese...
Delivering on the Vision:CGIAR Research Programs<br />Main instrument for planning and conducting research<br />Joint Vent...
CGIAR Research Programs (2)<br />Before it commences, each CRP <br /><ul><li>sets out expected achievements
clearly defines risks and assumptions
provides verifiable targets and indicators for progress monitoring</li></ul>CRPs are approved on the basis of<br /><ul><li...
Delivery focus and plausibility of impact
Quality of science
Quality of research and development partners, and partnership management
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Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

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Experience with CGIAR Reform by LLoyd le Page, CEO CGIAR

  1. 1. Experience with CGIAR reform<br />
  2. 2. Since early beginnings, the CGIAR System had evolved to become increasingly complicated with multiple donors, center, crop and national priorities<br />2<br />
  3. 3. Desired outcome of CGIAR Reform<br />FROM<br />TO<br />Greater impact on food security and poverty reduction<br />3<br />
  4. 4. In new CGIAR, partnership at all levels<br />CONSORTIUM<br />FUND<br />Strategy and Results Framework <br />CONSORTIUMBOARD<br />FUNDERS FORUM<br />Independent Science and Partnership Council<br />Consortium CEO and Office<br />CGIAR Research Programs<br />Common Services<br />FUND COUNCIL<br />Performance Agreements<br />Centers<br />Fund Office<br />Partners and Stakeholders<br />Independent Evaluation<br />Arrangement<br />4<br />
  5. 5. CGIAR Consortium: who and where we are<br />Consortium of 15 International Agricultural Research Centers that operate in over 150 locations world wide<br />Formed in 2010 as part of reform of the CGIAR, this year celebrating 40 years, some centers 50<br />Consortium Office established in Montpellier, France in March 2011<br />
  6. 6. Our Centers and Locations<br />World Agro-Forestry<br />Bioversity<br />ICARDA<br />ICRISAT<br />IWMI<br />World Fish<br />IRRI<br />IFPRI<br />CIMMYT<br />CIAT<br />CIP<br />Africa Rice<br />IITA<br />ILRI<br />CIFOR<br />
  7. 7. Our Common Vision<br />Task : To reduce poverty and hunger, improve human health and nutrition, and enhance ecosystem resilience <br />Through: <br /><ul><li>high-quality international agricultural research
  8. 8. partnership and leadership</li></ul>Photo: CGIAR<br />
  9. 9. What is the comparative advantage of the CGIAR to address these challenges?<br />Primary organization with a global public mandate and funding for scientific research to find solutions eradicating poverty and hunger at global scale<br />A critical mass of leading scientists with multidisciplinary knowledge of key agro-ecosystems, especially for the poor and under-served areas<br />Extensive global research network, including research stations with strong links to farmers and national agricultural research and innovation systems<br />40 year track record in addressing R4D issues <br />Guardian of collections of genetic resources for agriculture held in trust for the worlds current and future generations<br />
  10. 10. Purpose of the Consortium<br />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<br />
  11. 11. Purpose cont….<br />through such means as:<br />Fostering a more conducive international environment for agricultural research for development and increasing CGIAR relevance and effectiveness within the institutional architecture for international development;<br />Enhancing the impact of Member Center research through common strategic objectives, programmatic convergence, concerted action and fostering innovation;<br />Together with the CGIAR Fund Council, expanding the financial resources available to the Member Centers to conduct their work;<br />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;<br />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<br />Identifying with the Member Centers and promoting opportunities to achieve gains in relevance, efficiency and effectiveness. <br />
  12. 12. Delivering on the Vision:CGIAR Research Programs<br />Main instrument for planning and conducting research<br />Joint Venture between the Funders and the Do’ers<br />Implemented by a lead center with multiple partners<br />Built and measured on three core principles<br />Impact on 4 system-level outcomes, ensuring consistency between SRF and CRP<br />reduced rural poverty<br />improved food security<br />improved nutrition and health<br />sustainably managed natural resources<br />Integration across CGIAR core competencies, strengthening synergies and avoiding overlaps<br />Appropriate partnerships at all stages of R&D<br />
  13. 13. CGIAR Research Programs (2)<br />Before it commences, each CRP <br /><ul><li>sets out expected achievements
  14. 14. clearly defines risks and assumptions
  15. 15. provides verifiable targets and indicators for progress monitoring</li></ul>CRPs are approved on the basis of<br /><ul><li>Strategic coherence and clarity of objectives
  16. 16. Delivery focus and plausibility of impact
  17. 17. Quality of science
  18. 18. Quality of research and development partners, and partnership management
  19. 19. Appropriateness and efficiency of CRP management
  20. 20. Accountability and financial soundness
  21. 21. Efficiency of governance</li></li></ul><li>Fundamental changes to CGIAR research<br />For the first time in the CGIAR history, the 15 centers have a common strategy to guide their research<br />The CGIAR will function as a unified system based on research programs<br />The centers will collaborate with each other and with partners in pursuit of shared outcomes<br />
  22. 22. Strengthening Linkages in AKS<br />Focusing on crossing the divide – between sectors, cultures, institutions, levels. Partnerships are critical. Communications and Governance key in partnering.<br />Working to strengthen and re-establish strong and innovative linkages along impact pathways with several key sectors<br />Farmers and those that serve them (extension, SMEs)<br />National Governments, NARS and regional research partners<br />Civil Society and NGOs that serve farmers, their communities and the environments they interact with<br />Private Sector – large, medium and small, including entrepreneurs and local business serving the farmer. Multiple sectors<br />Academic institutions of the North and South, including technical training of the trainers of adults and youth<br />Donor funded research and value-chain initiatives<br />Shifting from supply driven to demand and value chain driven research<br />Holistic and participatory approaches, sensitive to diversity, society, environment<br />Leverage ICT and other collaborative tools<br />
  23. 23. Components<br />Partnership<br />Partnership<br />Partnership<br />
  24. 24. Formation of Consortium provides new opportunity to provide more holistic view and ‘voice of the system’ <br />Alignment of research around single Strategy and Results Framework and 4 SLOs.<br />Next SRF version could have an additional regional focus, engaging at high level with regional economic communities in support of regional priorities <br />Action plan to developed in time for CGARD 2012<br />Consortium can demonstrate leadership and engage with Donors, IO, RECs, and other sectors in capacity building for R4D support systems <br />GIS, IP, Legal, Data and Knowledge management, Biotech stewardship,. Gender <br />Improved synergy across farming systems, eco-zones through multiple research programs<br />Focusing on crossing the divide – between sectors, cultures, institutions, levels.<br />Consortium already engaging in high-level discussion with apex organizations from private sector apex bodies (small, medium and larger), academic institutes, civil society<br />Champion uniquely research and agriculture needs in the G20 and OECD dialogue.<br />Catalyze and stimulate dialog and partnerships with donors and other international organizations, including discussions with BRICs<br />
  25. 25. Thoughts on principles we abide by<br />Strong focus, prioritization on what is ‘mission critical’ for research support<br />Expertise and execution at CRP and Center level, coordination at Consortium and System level<br />Communication with a purpose: <br />influence, advocacy, fund raising<br />Clear targeting, purpose and measures of activities<br />Many voices in harmony around a common vision<br />a well trained ‘orchestra’<br />strength in diversity but complementary and consistent messaging at all levels <br />collective communications becomes default behavior<br />Internal communications as important as external<br />
  26. 26. Thank-you<br />

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