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ICRISAT Eastern and Southern Africa – Team, Research and Relevance

  1. ICRISAT Eastern and Southern Africa – Team, research and relevance Said N Silim Director Eastern and Southern Africa
  2. Background • Creation of Regional Hubs  ICRISAT budgets was low and resources for research were in regions  EPMR 2003 and its recommendations  Hubs provided ICRISAT greater visibility in the region  Permitted staff in different disciplines and programs to work as a team to develop both regional and global public goods  Similarity of research agenda of ICRISAT’s former two regions  Improved efficiencies in research delivery and impacts
  3. Background: Factors considered in developing research portfolio • Reports of Ryan and Spencer. 2001. Future challenges and opportunities for agricultural R&D in the semi-arid tropics • Conference report Freeman et al. 2002. Targeting agricultural R for D in SAT of sub-Saharan Africa • Extensive dialogue with shareholders: ASARECA, SADC, FARA, NEPAD, Inter-Academy Council and other initiatives –MDG etc • CGIAR initiative on ESA integration • EPMR • DG commitment to devolution
  4. Governance and management • Devolution of authority to the region – Director and Assistant Director • Regional Coordination Committee – Meets biannually • Director (chair) • Assistant Director (secretary) • Regional Program Coordinators (four) • Country Representatives • DDG-R - RPD • Directors Finance and Human Resources
  5. Governance and management • Regional Coordination Committee Functions – Determines resource needs – Ensures programmatic alignment – Oversees risk management plans • Annual regional research review • Resource mobilization • Representation in Country and Regional Fora
  6. Research Focus • Develop and implement a research strategy focused on regional needs and build on our research strengths and identified priority areas • Partnership approach anchored on comparative advantage • Improve the overall delivery, efficiency and impact of research products • Forming effective teams with appropriate skill mix • In built self corrections through annual review meetings • Ensuring that our research agenda is informed by the institute’s vision and mission
  7. Research in the Region • Point of integration for ICRISAT’s four Global Research Programs and CRPs to achieve clear & measurable impacts • Point of production of international public goods (IPGs) to be applied locally • For raising visibility in the region • Obtaining feedback from partners for feeding into our research priorities and agenda
  8. Teams that work for common goal
  9. Main objectives of team building effort • Efficient use of limited human and financial resources • Strengthening resource mobilization efforts • Better integration of regional research
  10. Staffing • Total IRS staff in the region now risen to 21 • Benefitted from APO and CIM staff from Netherlands & Germany and PDFs • Postdoctoral Fellows and young scientists employed as part of succession plan • New recruitments include systems agronomist in Maputo, two economists and two breeders in Addis Ababa
  11. Communication and resource mobilization • Innovative channels and new communication tools – Strategic interpersonal communication (e.g., visits and participation in key meetings) – Focused media materials (flyers, WIT, SASA and one- pagers) – Institutional visibility through the global/national media – Improved website and expanded social media/electronic networks • All scientists involved in resource mobilization • Funding to create teams of scientists around opportunities • Stronger links to Strategic Marketing & Communications
  12. Resources : Mobilization and Utilization • Based on gaps, needs • Development of CN should be inclusive and transparent • Allocation of funds should based on Outcomes, Outputs and Activities • Should result in real Outcome and Impacts
  13. Resource allocations • Both operations and capital • Need historical information • Discussions with regions
  14. Responding to changes Implementing strategic and business plans ensuring alignment to: • Institute thrusts – Resilient Dryland Systems – Markets, Institutions, Policies – Grain Legumes – Dryland Cereals
  15. Responding to changes Implementing strategic and business plans ensuring alignment to: • Consortium Research Programs – CRP Dryland systems – CRP Market Institution and Policies – CRP Grain Legumes – CRP Dryland Cereals – CRP Agriculture for Improved Nutrition and Health – CRP : Water, Land and Ecosystems – CRP Climate Change, Agriculture and Food Security
  16. Regions vs Research Programs • There are three Regions and four Research Programs • Regions are where – Impacts occur – Scientists work across research programs – Partnerships beyond ICRISAT occur – Most window three fundings occur • Need shared responsibility between RD and RPD
  17. Partnerships • Move towards “strategic” partnerships • New CG partnerships through CRPs and Window 3 Funding • Greater involvement of NARS in program design • Partnerships are not born, but made • They require time, effort and resources to develop and sustain
  18. Finance HR and SM&C • Regular visits by Staff from Finance and HR to Regions • MG and RC to visit regions at least twice a year • HR and Finance need at least one global meeting a year • Strategic Marketing & Communications group to meet regularly
  19. Thank you! ICRISAT is a member of the CGIAR Consortium
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