The Generation Challenge Programme (GCP) was a 10-year CGIAR Challenge Programme hosted at CIMMYT that aimed to use genetic diversity and plant science to improve crops for food security. Major achievements included genetic resources for 18 crops, genomic resources, improved germplasm, and capacity building. An external review found GCP performed well and met most goals. Lessons learned included the importance of effective governance, monitoring, linking research to applications, strategic partnerships, and transition planning.
The African BioGenome Project (AfricaBP) is a pan-African biodiversity genomics initiative that aims to improve biodiversity and food systems across Africa through genomics.
Organization of animal health in Southeast Asia: Challenges and opportunities...ILRI
Presented by Jeffrey Gilbert at the Vietnam Initiative on Zoonotic Infections (VIZIONS) Pre-inception workshop, Ho Chi Minh City, Vietnam, 3 October 2011
The African BioGenome Project (AfricaBP) is a pan-African biodiversity genomics initiative that aims to improve biodiversity and food systems across Africa through genomics.
Organization of animal health in Southeast Asia: Challenges and opportunities...ILRI
Presented by Jeffrey Gilbert at the Vietnam Initiative on Zoonotic Infections (VIZIONS) Pre-inception workshop, Ho Chi Minh City, Vietnam, 3 October 2011
Thomas Berg, Presidents’ Group Chair
You have learned about dealing with difficult personalities, conflict resolution, and facilitating collaborative meetings. Now you will learn skills to move your ideas from 'No' to 'Yes'. Using scientific case studies and the power of Psychology this workshop will teach you vital tools to move your agenda forward and create buy-in along the way. This is...the Science of Persuasion
Kayley Schoonmaker & Sarah Clarke
Join Vice President Kayley Schoonmaker and Director of Government Relations Sarah Clarke to learn about the caucus process in Minnesota and how you can make a difference in your community by going to your caucus on February 4!
Science Forum 2013 (www.scienceforum13.org)
Plenary Session: Regional Perspectives on Nutrition and Health Outcomes
Fredrick Grant, Helen Keller International: case study presentation
Kayley Schoonmaker, MSCSA Vice President and Jessica Medearis
Do you know where MSCSA stands on the issues? Get familiar with MSCSA’s roadmap – our platform document – in this workshop. Review MSCSA’s positions on state, federal, campus, and system level issues that impact higher education and guide the association’s advocacy work. Then, lead your team to victory as we test your knowledge in “Platform Jeopardy!”
Science Forum 2013 (www.scienceforum13.org)
Breakout Session 9: Farm Size, Urbanization and the Links from Agriculture to Nutrition and Health
Ken Giller
Presented by Brayden Mann
Recruitment and retention is just one aspect of a senate’s presence. To have a name with administration, faculty and staff, students, and even the surrounding community can bring proactive collaboration and notoriety to the student population.
Presentation made by the GCP Director during the CGIAR Fund Council (FC) visit to CIMMYT (GCP's host), on the sidelines of the FC meeting in Mexico in May 2014.
Thomas Berg, Presidents’ Group Chair
You have learned about dealing with difficult personalities, conflict resolution, and facilitating collaborative meetings. Now you will learn skills to move your ideas from 'No' to 'Yes'. Using scientific case studies and the power of Psychology this workshop will teach you vital tools to move your agenda forward and create buy-in along the way. This is...the Science of Persuasion
Kayley Schoonmaker & Sarah Clarke
Join Vice President Kayley Schoonmaker and Director of Government Relations Sarah Clarke to learn about the caucus process in Minnesota and how you can make a difference in your community by going to your caucus on February 4!
Science Forum 2013 (www.scienceforum13.org)
Plenary Session: Regional Perspectives on Nutrition and Health Outcomes
Fredrick Grant, Helen Keller International: case study presentation
Kayley Schoonmaker, MSCSA Vice President and Jessica Medearis
Do you know where MSCSA stands on the issues? Get familiar with MSCSA’s roadmap – our platform document – in this workshop. Review MSCSA’s positions on state, federal, campus, and system level issues that impact higher education and guide the association’s advocacy work. Then, lead your team to victory as we test your knowledge in “Platform Jeopardy!”
Science Forum 2013 (www.scienceforum13.org)
Breakout Session 9: Farm Size, Urbanization and the Links from Agriculture to Nutrition and Health
Ken Giller
Presented by Brayden Mann
Recruitment and retention is just one aspect of a senate’s presence. To have a name with administration, faculty and staff, students, and even the surrounding community can bring proactive collaboration and notoriety to the student population.
Presentation made by the GCP Director during the CGIAR Fund Council (FC) visit to CIMMYT (GCP's host), on the sidelines of the FC meeting in Mexico in May 2014.
Dr Jean-Marcel Ribaut, IBP Director, gives the concluding lecture at the 5th International Conference on Next Generation Genomics and Integrated Breeding for Crop Improvement (NGGIBCI-V), which was held on 18-20 February 2015 at ICRISAT Campus, in Hyderabad, India.
See also:
the day in photos: https://www.flickr.com/photos/130732617@N02/sets/
Dr Jean-Marcel Ribaut presents the GCP case study during the session on Developing World Crops at the CROPS conference, organised in May 2015 by the HudsonAlpha Institute for biotechnology, in Huntsville, Alabama, USA.
Workstream 1: Technology Platform: Case StudiesHillary Hanson
Scientific and Technical Partnerships in Africa: Technologies, Platforms, and Partnerships in support of the African agricultural science agenda, Abidjan, Cote d'Ivoire, April 4&5, 2017
Africa imperatively needs to increase food and nutritional security to serve a growing population and reduce food importation costs (currently estimated at US$ 35 billion/year). There is considerable potential to raise agricultural productivity through the development of improved cultivars that lift yields, and respond to both local and global market demands. However, and despite decades of major investment in R4D, the impact in farmers’ field remains limited, especially for subsistence crops. Farmers still have difficulty accessing water, fertilizers and phytosanitary products, amongst others, and seed quality and distribution are a major bottleneck in most places. Even if improved germplasm with large genetic potential is available, it often lacks critical or specific local characteristics, or only performs well under optimal conditions. In the African context, some links of the crop value chain are either broken or missing, and only an integrated approach – from crop diversity to production in the field – can have a sustainable impact on agricultural productivity. Improvement toward sustainable change will include the implementation of a demand-led breeding practice, that is based on modern technologies aligned with local reality, and supported by a strong capacity development component (human and infrastructure). Stimulating entrepreneurial spirit to implement local/regional businesses at strategic points down the chain is also a must to succeed. The case for this vision builds on examples and lessons learnt from the Generation Challenge Programme and the Integrated Breeding Platform, after working in R4D, with and for African partners, for more than 15 years.
Agricultural Genomics Network (AGN): a much needed platform for the genomics ...ICRISAT
With the advancement in technology, several molecular breeding approaches like marker-assisted backcrossing (MABC), genotyping-by-sequencing (GBS), and genomic selection (GS) have been gaining popularity and are being adopted by researchers. In general researchers do not get clear idea which technology and/or which service provider will be cost-effective for the intended purpose.
25 Sep 2013
A short introduction to GEO governance, the GEO Work Programme and the GEO community for the FOSS4G audience. Contributions on GEOGLOWS, eShape and GEOHack19 from Julia Wagemann, Valentina Balcan and Diana Mastracci.
Delivering systematic information on indigenous farm animal genetic resources...ILRI
Presented by Tadelle Dessie at the National Institute of Animal Science (NIAS) Meeting on Development of Genomic Characterization Protocols for Rational Conservation and Utilization of Avian Genetic Resources, South Korea, October 2011.
Conducting the EvaluationAnbrasi Edward, PhDJohns Hopkin.docxmargaretr5
Conducting the Evaluation
Anbrasi Edward, PhD
Johns Hopkins University
The material in this video is subject to the copyright of the owners of the material and is being provided for educational purposes under
rules of fair use for registered students in this course only. No additional copies of the copyrighted work may be made or distributed.
Planning the Evaluation
3
Planning for the Evaluation—1
► Design instruments, pretest, translate,
maps, population data for selection of
clusters, identify trainers and supervisors,
develop guidelines for training, invitation
list for dissemination
► Survey dates: KPC surveys, participatory
evaluation, dissemination meetings
4
Planning for the Evaluation—2
► Select evaluation task team—invitation to
participants; logistics for evaluation;
organize additional data to be reviewed
during evaluation exercise
► Select external consultant to serve as
team leader; obtain donor approval
► Analysis
► Dissemination plan
5
Define the
Purpose of the
Evaluation
Summarize four to five objectives
► If the program met the
stated goals and objectives
► The effectiveness of the
technical approach
(soundness of the program
design and valid indicators
to measure results; use of
data for decision making)
► Capacity-building efforts
within the project and
among partners
(specifically those
enhancing sustainability)
► Lessons learned from the
program (emphasis is on
innovative activities—those
which are transferable and
contribute to sustainability
of achievements)
► A strategy for application
and communication of
these lessons both within
the organization and to
partners
► Provide recommendations
for follow-up or future
program implementation
6
Evaluation Methodology
► Team leader
► Facilitation skills, familiar with context, program (HSS, RBM, HIV, CHIS, etc.), culture,
language, advocacy or marketing skills, credibility with scientific community
► Team members (title and role)
► MOH, donor representatives: USAID, UNICEF, community leaders, other NGOs
► Data collection and analysis; observation checklist; interview guide
► Site visits (purposeful sampling)
► KPC survey
► Other surveys or questionnaires
► Feedback session and report
7
Selecting Sites
for Evaluation
8
Sample
Evaluation
Schedule
► Day 1: team leader meets with stakeholders to discuss
objectives for program evaluation
► Day 2: project site—debrief project staff, plan evaluation,
logistics, review data and project records
► Day 3–4: design KII/FGD guidelines, translate
► Day 5–6: teams conduct site visits
► Day 7–8: analyze information, make recommendations,
document lessons learned
► Day 9–10: report summary findings and key recommendations,
local and national stakeholders
9
Evaluation Costs
► Data collection (KPC survey or qualitative studies)
► Field visits to conduct observations, interviews
► Training venue, meals, accommodation for evaluation team, per .
Similar to Lessons Learnt from the GCP Experience - Jean-Marcel Ribaut (20)
Multi-source connectivity as the driver of solar wind variability in the heli...Sérgio Sacani
The ambient solar wind that flls the heliosphere originates from multiple
sources in the solar corona and is highly structured. It is often described
as high-speed, relatively homogeneous, plasma streams from coronal
holes and slow-speed, highly variable, streams whose source regions are
under debate. A key goal of ESA/NASA’s Solar Orbiter mission is to identify
solar wind sources and understand what drives the complexity seen in the
heliosphere. By combining magnetic feld modelling and spectroscopic
techniques with high-resolution observations and measurements, we show
that the solar wind variability detected in situ by Solar Orbiter in March
2022 is driven by spatio-temporal changes in the magnetic connectivity to
multiple sources in the solar atmosphere. The magnetic feld footpoints
connected to the spacecraft moved from the boundaries of a coronal hole
to one active region (12961) and then across to another region (12957). This
is refected in the in situ measurements, which show the transition from fast
to highly Alfvénic then to slow solar wind that is disrupted by the arrival of
a coronal mass ejection. Our results describe solar wind variability at 0.5 au
but are applicable to near-Earth observatories.
Earliest Galaxies in the JADES Origins Field: Luminosity Function and Cosmic ...Sérgio Sacani
We characterize the earliest galaxy population in the JADES Origins Field (JOF), the deepest
imaging field observed with JWST. We make use of the ancillary Hubble optical images (5 filters
spanning 0.4−0.9µm) and novel JWST images with 14 filters spanning 0.8−5µm, including 7 mediumband filters, and reaching total exposure times of up to 46 hours per filter. We combine all our data
at > 2.3µm to construct an ultradeep image, reaching as deep as ≈ 31.4 AB mag in the stack and
30.3-31.0 AB mag (5σ, r = 0.1” circular aperture) in individual filters. We measure photometric
redshifts and use robust selection criteria to identify a sample of eight galaxy candidates at redshifts
z = 11.5 − 15. These objects show compact half-light radii of R1/2 ∼ 50 − 200pc, stellar masses of
M⋆ ∼ 107−108M⊙, and star-formation rates of SFR ∼ 0.1−1 M⊙ yr−1
. Our search finds no candidates
at 15 < z < 20, placing upper limits at these redshifts. We develop a forward modeling approach to
infer the properties of the evolving luminosity function without binning in redshift or luminosity that
marginalizes over the photometric redshift uncertainty of our candidate galaxies and incorporates the
impact of non-detections. We find a z = 12 luminosity function in good agreement with prior results,
and that the luminosity function normalization and UV luminosity density decline by a factor of ∼ 2.5
from z = 12 to z = 14. We discuss the possible implications of our results in the context of theoretical
models for evolution of the dark matter halo mass function.
Professional air quality monitoring systems provide immediate, on-site data for analysis, compliance, and decision-making.
Monitor common gases, weather parameters, particulates.
Nutraceutical market, scope and growth: Herbal drug technologyLokesh Patil
As consumer awareness of health and wellness rises, the nutraceutical market—which includes goods like functional meals, drinks, and dietary supplements that provide health advantages beyond basic nutrition—is growing significantly. As healthcare expenses rise, the population ages, and people want natural and preventative health solutions more and more, this industry is increasing quickly. Further driving market expansion are product formulation innovations and the use of cutting-edge technology for customized nutrition. With its worldwide reach, the nutraceutical industry is expected to keep growing and provide significant chances for research and investment in a number of categories, including vitamins, minerals, probiotics, and herbal supplements.
THE IMPORTANCE OF MARTIAN ATMOSPHERE SAMPLE RETURN.Sérgio Sacani
The return of a sample of near-surface atmosphere from Mars would facilitate answers to several first-order science questions surrounding the formation and evolution of the planet. One of the important aspects of terrestrial planet formation in general is the role that primary atmospheres played in influencing the chemistry and structure of the planets and their antecedents. Studies of the martian atmosphere can be used to investigate the role of a primary atmosphere in its history. Atmosphere samples would also inform our understanding of the near-surface chemistry of the planet, and ultimately the prospects for life. High-precision isotopic analyses of constituent gases are needed to address these questions, requiring that the analyses are made on returned samples rather than in situ.
(May 29th, 2024) Advancements in Intravital Microscopy- Insights for Preclini...Scintica Instrumentation
Intravital microscopy (IVM) is a powerful tool utilized to study cellular behavior over time and space in vivo. Much of our understanding of cell biology has been accomplished using various in vitro and ex vivo methods; however, these studies do not necessarily reflect the natural dynamics of biological processes. Unlike traditional cell culture or fixed tissue imaging, IVM allows for the ultra-fast high-resolution imaging of cellular processes over time and space and were studied in its natural environment. Real-time visualization of biological processes in the context of an intact organism helps maintain physiological relevance and provide insights into the progression of disease, response to treatments or developmental processes.
In this webinar we give an overview of advanced applications of the IVM system in preclinical research. IVIM technology is a provider of all-in-one intravital microscopy systems and solutions optimized for in vivo imaging of live animal models at sub-micron resolution. The system’s unique features and user-friendly software enables researchers to probe fast dynamic biological processes such as immune cell tracking, cell-cell interaction as well as vascularization and tumor metastasis with exceptional detail. This webinar will also give an overview of IVM being utilized in drug development, offering a view into the intricate interaction between drugs/nanoparticles and tissues in vivo and allows for the evaluation of therapeutic intervention in a variety of tissues and organs. This interdisciplinary collaboration continues to drive the advancements of novel therapeutic strategies.
Introduction:
RNA interference (RNAi) or Post-Transcriptional Gene Silencing (PTGS) is an important biological process for modulating eukaryotic gene expression.
It is highly conserved process of posttranscriptional gene silencing by which double stranded RNA (dsRNA) causes sequence-specific degradation of mRNA sequences.
dsRNA-induced gene silencing (RNAi) is reported in a wide range of eukaryotes ranging from worms, insects, mammals and plants.
This process mediates resistance to both endogenous parasitic and exogenous pathogenic nucleic acids, and regulates the expression of protein-coding genes.
What are small ncRNAs?
micro RNA (miRNA)
short interfering RNA (siRNA)
Properties of small non-coding RNA:
Involved in silencing mRNA transcripts.
Called “small” because they are usually only about 21-24 nucleotides long.
Synthesized by first cutting up longer precursor sequences (like the 61nt one that Lee discovered).
Silence an mRNA by base pairing with some sequence on the mRNA.
Discovery of siRNA?
The first small RNA:
In 1993 Rosalind Lee (Victor Ambros lab) was studying a non- coding gene in C. elegans, lin-4, that was involved in silencing of another gene, lin-14, at the appropriate time in the
development of the worm C. elegans.
Two small transcripts of lin-4 (22nt and 61nt) were found to be complementary to a sequence in the 3' UTR of lin-14.
Because lin-4 encoded no protein, she deduced that it must be these transcripts that are causing the silencing by RNA-RNA interactions.
Types of RNAi ( non coding RNA)
MiRNA
Length (23-25 nt)
Trans acting
Binds with target MRNA in mismatch
Translation inhibition
Si RNA
Length 21 nt.
Cis acting
Bind with target Mrna in perfect complementary sequence
Piwi-RNA
Length ; 25 to 36 nt.
Expressed in Germ Cells
Regulates trnasposomes activity
MECHANISM OF RNAI:
First the double-stranded RNA teams up with a protein complex named Dicer, which cuts the long RNA into short pieces.
Then another protein complex called RISC (RNA-induced silencing complex) discards one of the two RNA strands.
The RISC-docked, single-stranded RNA then pairs with the homologous mRNA and destroys it.
THE RISC COMPLEX:
RISC is large(>500kD) RNA multi- protein Binding complex which triggers MRNA degradation in response to MRNA
Unwinding of double stranded Si RNA by ATP independent Helicase
Active component of RISC is Ago proteins( ENDONUCLEASE) which cleave target MRNA.
DICER: endonuclease (RNase Family III)
Argonaute: Central Component of the RNA-Induced Silencing Complex (RISC)
One strand of the dsRNA produced by Dicer is retained in the RISC complex in association with Argonaute
ARGONAUTE PROTEIN :
1.PAZ(PIWI/Argonaute/ Zwille)- Recognition of target MRNA
2.PIWI (p-element induced wimpy Testis)- breaks Phosphodiester bond of mRNA.)RNAse H activity.
MiRNA:
The Double-stranded RNAs are naturally produced in eukaryotic cells during development, and they have a key role in regulating gene expression .
2. Our Discussion Today:
Introduction to the GCP
Major achievements
External review
The transition strategy
Lessons learnt
The legacy
Perspectives and conclusion
4. GCP in Brief
A CGIAR Challenge Programme hosted at CIMMYT
Launched in August 2003
10-year framework (Phase I 2004–2008; Phase II 2009–2013)
About US$15–17m annual budget
Target geographies: drought-prone environments
Sub-Saharan Africa, South & South East Asia, L. America
Eighteen CGIAR mandate crops in Phase I
Nine CGIAR mandate crops in Phase II
Cereals: maize, rice, sorghum, wheat,
Legumes: beans, chickpeas, cowpeas, groundnuts
Roots and tubers: cassava
Strategic objective: To use genetic diversity and advanced plant science to improve crops
for greater food security in the developing world
GCP: A broker in plant science bridging the gap between upstream and applied science
www.generationcp.org
6. GCP Network
EMBRAPA
Brasilia
Brazil
CIP
Lima
Peru
CIAT
Cali
Colombia
CIMMYT
Mexico City
Mexico
Cornell
University
USA
Wageningen University
Netherlands
John Innes Centre
Norwich
UK
CAAS
Beijing
China
NIAS
Tsukuba
Japan
Agropolis
Montpellier
France
IPGRI
Rome
Italy
WARDA
Bouaké
Cote d’Ivore
IRRI
Los Baños
Philippines
ICRISAT
Patancheru
India
ICARDA
Aleppo
Syria
IITA
Ibadan
Nigeria
ACGT
Pretoria
South Africa
ICAR
New Delhi
India
BIOTEC
Bangkok
Thailand
INRA
Rabat
Morocco
CINVESTAV
Irapuato
Mexico
Instituto Agronomico per l’Oltremare
Florence
Italy
9 CGIAR
6 ARIs
7 NARS
ETH
Zurich
Switzerland
Partners
Consortium
8. Executive Board
+
GCP Director
Theme
Leaders
Product Delivery
Leader
+
Governance
ManagementTeam
Consortium
Committee(CC)
Scientific
Committees
Review and
Advisory
Panel (RAP)
Theme 1
Comparative &
Applied Genomics
Theme 2
Integrated Crop
Breeding
Theme 3
Crop Information
Systems
Theme 4
Capacity Building
Theme 5
Product Delivery
Research teams Research teams Research teams Research teams Research teams
Product Delivery
Coordinators
Advisory
(Operational
/Scientific)
Advisory
(Project
monitoring
/management )
Governance and Management – 2008
to the present
9. Actual Projection Total
('000 USD) 2003-2012 2013 2003-2013 %
Income - Donors
Austria 54 - 54 0
Bill & Melinda Gates Foundation 26,861 7,376 34,237 21
CGIAR Fund 11,021 5,500 16,521 10
DFID/UK 31,767 - 31,767 19
European Commission 49,150 8,000 57,150 34
Kirkhouse 15 - 15 0
Pioneer Foundation 210 - 210 0
Rockefeller Foundation 2,225 - 2,225 1
Sweden/SIDA 874 - 874 1
Switzerland/SDC 2,567 900 3,467 2
Syngenta Foundation 688 - 688 0
USAID 400 - 400 0
World Bank 17,756 - 17,756 11
Interest income 1,249 10 1,259 1
Total Income 144,838 21,786 166,624 100
Expenditure
Research Grants 137,342 86
Program Management 20,238 13
Transfer to Contingency Reserve 3,000 2
Total Expenditure and Transfer to Contingency Reserve 160,580 100
Total Net Fund 6,044
Plus Reserve 3,000
Generation Challenge Programme:
A 167 Million initiative
11. EPMR panel (2008) noted that the GCP community is
one of the Programme‟s most crucial assets. In their
words:
“Perhaps the most important value of GCP thus far, is the
opportunities it has provided for people of diverse
backgrounds to think collectively about solutions to complex
problems, and, in the process, to learn from one another.”
Linking upstream research with applied science
True partnership
Shared resources
In-kind contribution from most of our partners
Work as a team to find $ outside the GCP-funded work
Evolution of roles and responsibilities
Leaders became mentors
Trainees become doers and leaders
In 2013 about half of the PIs are from developing countries
There is no doubt a unique and tangible „GCP spirit‟
observable in the camaraderie at GCP meetings
Major Achievement: The GCP Community
12. Genetic resources
Reference sets for 18 crops (all CGIAR mandate crops)
Genomic resources
Markers for orphan crops
Informative markers
Drought, viruses and insect resistance
Genes/QTL
AltSB for Aluminium tolerance, Pup1 for P uptake efficiency, Saltol for
salt tolerance and Sub1 for submergence tolerance.
Improved germplasm
New bioinformatic tools (DM, diversity studies, breeding, etc)
Enhanced capacities for MAB in NARS programmes
Human resource capacities / Physical infrastructure / Analytical power
Ex-ante analyses on MB impact in developing countries
Product catalogue available at:
www.generationcp.org/impact/product-catalogue
Selected Major Research Outputs
14. GCP’s Integrated Breeding Platform
www.integratedbreeding.net
Providing resources and building professional networks for plant
breeding
Crop Information
• Crop databases
• Trait Dictionaries
• Marker information
Breeding
• Data mgt tools
• Trial Mgt Tools
• Data analysis tools
• Molecular analysis tools
• Breeding decision tools
• Protocols
• Breeding support services
Capacity building
• IBMYC & other training
courses
• Learning resources
• Infrastructure support
• Support Services
Communities
• Blogs & Forums
• News
• Publications
• Live chat
15. “Classic” Approach
Formal postgraduate training programmes
100+ MSc and PhD students embedded in research projects
Workshops, fellowship grantees, travel grants
Train the trainers for future regionalised capacity building sustainability
Communities of Practice
Rice in the Mekong; Cassava in Africa
IBP-hosted (both crop- and expertise-based)
Perhaps not so common – uniquely GCP
CB à la carte
Integrated Breeding Multi-Year Course: Breeding, Data Mgt, Data
Analysis
CB along the delivery chain (scientists, technicians, station managers
Technical support for infrastructure implementation
Some thoughts on who to train
Balance across generation-expertise
Capacity Building
17. The Overall Context
Recommended by the GCP MT and Executive Board
Under the leadership of the CGIAR Independent Evaluation
Arrangement (IEA)
A team of five
Paramjit S. Sachdeva (Team Leader)
Gregory O. Edmeades (Senior Technical Evaluator)
Rita H. Mumm (Molecular Breeding Expert)
Antoni J. Rafalski (Genetic Resources/Genomics Expert)
Christopher Bennett (Economist/M&E Expert)
Conducted 2 survey:
Programme evaluation: stakeholders
Governance and management: selected audience
We are at the stage of factual revision
Conclusion:
“The Review Team established that the GCP has performed
well, has met the majority of its genetic enhancement goals and
surpassed others, and will leave a formidable legacy of useful and
accessible products and information”
21. Transition Principles (2010)
Overall
GCP remains committed to the plan at its inception to end by 2013-14
In order that the programme is able to achieve its overall objectives
and for which activities are based on previous
investments, commitments and achievements, it will be critical that it
remain a coherent entity until 2013
Service
The Genomics and Integrated Breeding Service is designed to be
sustained past GCP‟s „sunset‟
Research
Working together with crop MP leaders, the research components will
be included and described in their MP proposals, and integrated in
their respective logframes
GCP research projects were hence included in the commodity CRP
workplans in Phase I (a bit artificial…..)
22. I Research
Genetic stocks: Almost Done
Management of the Genetic Stocks input on the Trust CRP
Genomic resources: Done
Revolution with what we called in the past the “Orphan crops”
Informative molecular markers: Done
Accessible, easy to use
Cloned genes: Done
Accessible, easy to use
Molecular breeding: Almost done
Improved germplasm to be converted into varieties
II Integrated Breeding Platform
III Capacity building services and Training Materials
IV Community and knowledge sharing
GCP scientific and social network
GCP institutional memory
Transition implementation (2012):
GCP Components
23. Each of the nine component-specific Position Papers is designed to
contribute to GCP‟s orderly closure in 2014 by considering the
following three questions:
1. What „assets‟ will be completed by the end of GCP‟s lifetime in
December 2014?
2. What „assets‟ can best continue as integral components of the CRPs or
elsewhere?
3. What „assets‟ may not fit within existing institutions or programmes and
may require alternative implementation mechanisms for completion and
perpetuation?
The papers were drafted in July–August 2012, externally reviewed by
stakeholders in September 2012, and endorsed by the GCP
governance bodies at the end of 2012.
The nine component papers plus one overall paper are available at:
http://www.generationcp.org/about-us/gcp-s-sunset/sunset-position-papers
Transition implementation (2012):
The position papers
24. Programme Closure Working Group 2013-
14: Terms of Reference
Propose a closure action plan for GCP, with respect to:
Pre- and post-closure communication to funders, partners and
collaborators
Ongoing operational activities
Transfer of research activities post-closure
Staff retention to closure
Post-closure legal obligations – IP, contracts with collaborators
and service providers
Management of assets
Post-closure financial obligations
Monitor the implementation of the closure action plan
Make appropriate reports to the Executive Board and
the GCP Consortium Committee
26. Key Learning Areas
Governance
Scientific Management
Monitoring and evaluation
Selecting research projects
Linking upstream research with
applied science
Partnership
Adoption and behaviour change
Research leadership
Product delivery
Programme closure and transition
27. Governance
Issue:
Dysfunctional governance for nearly half of GCP‟s life until
mid-2008, with governance body comprised of direct
beneficiaries of its own decisions
Solution:
Involvement of stakeholders („owners‟) and partners to
define the overall objectives and general direction, but
Separate independent body to approve workplan and
oversee implementation
Small group of complementary expertise (GCP EB works very well!)
with
Access to specific expertise when needed (e.g GCP‟s IP Committee)
Accountability must be clarified first!
28. Monitoring and evaluation
Issue:
Inadequate research management capacity early in GCP‟s life
due to part time appointments (attractive in theory, but difficult in
practice)
Lack of an M&E framework from the beginning (though this may
not have been required at the time)
Conflict of interest within the MT
Not the same skills
Options:
Full-time management team leaders
Separate the planning and implementation from
Stand-alone M&E component
Of course good management capacity and practices have a
cost and therefore efficiency needs to be considered carefully
29. Scientific Management:
Broker in plant science, the CP model
A management team that defines and implements, in
partnership and through grants, a workplan to achieve
overall objectives
Agile research management approach that allows to:
Bring new ideas on board and develop strong partnership
Increase research quality and efficiency
Adjust research activities based on external environment
New technology, partner, opportunity for synergy, etc
Allow easily to stop un-successful projects
But
Must be around a specific research topic
Can only exist with the support of well established Institutions
Ideally focused and time-bound
Excellent complement of core activities
30. Competitive grants
Do not necessarily fit well in your research priorities (dead-end projects)
Capture emerging opportunities, best ideas and new partners
Increase research quality
Commissioned projects
Not always good value for money, less transparent
Consolidates our research agenda
Very efficient when it builds on a successful competitive project
Different kind of research: the dynamics
Competitive
Commissioned
Services
10
years
$
31. From Cornell’s lab to African farmers’ fields with a stopover
in Brazil: a ten-year effort
Step 1: Competitive Project (initiated 2004)
Led by Cornell Univ, in collaboration with EMBRAPA
Plantlets screened under hydroponics – Alt1 Gene cloned
Magalhaes et al. 2007, Nature Genetics, 39: 1156-1151
Step 2: Competitive Project (initiated 2007)
Led by EMBRAPA in collaboration with Cornell
Favourable alleles identified – Improved germplasm for
Brazil
Caniato et al. 2011, PLoS One 6, e20830.
Step 3: Commissioned work (initiated 2009)
Led by NARS (Kenya, Mali and Niger) with the support of
ICRISAT in collaboration with EMBRAPA
Introgression of favourable alleles – Improved germplasm
Clear benefits from linking upstream
research with applied science
32. A possible model for some suitable
research activities within a CRP?
Competitive and commissioned approaches each have
pros and cons but to combine them over time to achieve
a specific objective can be extremely powerful!
Phase I (More competitive)
Build the community
Identify the flagship projects and the champions
Phase II (More commissioned)
Refine the agenda based on Phase I outputs
Do the balk part of the job
Phase III (commissioned and services)
Product Deployment
Support services
33. Be strategic in partnership development
The importance of people
People are first, and Institutions are second
Building on existing partnerships, maximising on personal relations
Be selective, and cautious
Can easily get out of hand, can be a distraction
Plan for it, and do not underestimate effort needed:
managing true partnerships takes time and resources!!!
But, if managed well:
One of the most efficient and effective ways to do business
One of the most rewarding components of the work
Creates a special group dynamic and bring new ideas
Cultivates public trust, with the resultant positive public image
Not every project is conducted most efficiently through partnership!
Partnership: important to keep in mind
34. The risk of being too inclusive!
Two extremely challenging projects:
1. Development and genotyping of references set collection
Too many partners involved (across and within teams)
Limited buy-in
Different technologies to produce comparable data
Poor quality data and ignorance of standards
Job done at the end through centralized service, under a single PI and with
close supervision on the development of genetic stocks
2. Coding of the IBP tools
Too many teams
Difference styles, with limited respect for the rules
Not the core competence of centres and universities
Delays in delivery, and often poor quality
Tasks eventually transferred to a professional service provider, Efficio
LLC, with good results
However, all these course corrections came at a significant cost in
both time and resources!
35. Most people are reluctant or resistant to change
Even people who are interested often do not allocate the time
and resources to do it
Even where there are clear benefits from making a change, this
is not sufficient incentive
Most changes can be implemented only by:
Strong bottom-up demand
Mandatory top-down decision
Need to persuade people to be ready to:
Get out of their comfort zone
Dedicate time to learning new things
Dedicate time to things that might not benefit their work directly or
immediately
Adopt a collaborative rather than competitive approach
Enforcement and implementation
Big difference between the private and public sector
Changing people’s behavior:
A real challenge in technology transfer
36. Leadership transfer: A challenging objective
Capacity-building vital for leadership transfer
Must be comprehensive – spanning entire spectrum from
human resources (PhDs, short-course training, technician
training) to equipment & infrastructure
Must be customised and goal-oriented:
One size does not fit all ‒ Phase I: open-call CB à la
carte; fellowships
But internal focus is a plus ‒ Phase II: project-based
graduate studies (as defined within the GCP-funded
project), IBMYC + assessment to determine if trainee
advances to the next year or not
That developing-country partners are now leading GCP projects, with CGIAR
and developed country partners in supporting roles, with corresponding budget
shifts has been a major achievement!
However, it is not desirable for all projects and/or with all partners and not
everybody wants to become a leader…..
37. Product Delivery
Research product delivery pathways
should be defined right at project
conception
Include clear identification of research
product users and impact assessment
parameters
Should also describe product
sustainability, access and dissemination
mechanisms
38. Other challenges
Operational
Keeping key partners aligned with the overall shared
objective(s)
Prioritization and resource allocation
The two bosses and part time boss syndrome
Communication (internal and external) – vital for a
distributed team
Recognition and ownership
Research
Germplasm exchange
Genetic stocks
Data management
Work quality standard
Inclusiveness vs efficiency
40. Research activities: Integration into CRPs
GCP Research Initiative CRP in which embedded
1. Cassava Roots, Tubers and Bananas
2. Rice
Global Rice Science Partnership
(GRiSP)
3. Sorghum Dryland Cereals
4. Legumes Grain Legumes (TLIII project)
5. Maize MAIZE
6. Wheat WHEAT
7. Comparative genomics (sorghum,
rice, maize)
Sorghum: Al tolerance in sorghum
embedded in Dryland Cereals CRP
Rice: Al tolerance in rice embedded in
Global Rice Science Partnership
(GRiSP) CRP
Maize: Al tolerance in maize
embedded in MAIZE CRP
♦ Some unfinished activities to be hosted in the CRP
♦ Promising project to be extended if there is a fit with the overall objectives
♦ CRP Directors involved in the transition process
41. The IBP will survive the GCP
A proposal currently under development to be submitted to
the Bill & Melinda Gates Foundation in a couple of months
Proposed project duration: 5 years (2014-2019), 12M US$
Overarching objective:
To improve the efficiency of plant breeding programmes in
developing countries by enabling plant breeders to access
modern breeding technologies, breeding materials and related
information in a centralised, integrated and practical manner
Integration in a larger initiative?
The Integrated Breeding Platform:
Moving into Phase II
42. BMS: THE Core Product of the IBP
10 crop-specific databases with historical data:
Bean, cassava, chickpea, cowpea, groundnut, maize, rice, sorghum, soya
and wheat
Up next will be: barley, lentil, potato and sweet potato
Empty DB available for all crops
Revised phenotyping DB schema: Chado Natural Diversity Module
The Breeding Management System (BMS)
Breeding Activities
Parental selection
Crossing
Population
development
Germplasm
Management
Open Project
Specify objectives
Identify team
Data resources
Define strategy
Project
Planning
Experimental Design
Fieldbook production
Data collection
Data loading
Germplasm
Evaluation
Marker selection
Fingerprinting
Genotyping
Data loading
Molecular
Analysis
Quality Assurance
Trait analysis
Genetic Analysis
QTL Analysis
Index Analysis
Data
Analysis
Selected lines
Recombines
Recombination
plans
Breeding
Decisions
Version 2 released in January 31, 2014
43. Tools&Services
Support Services: Genotyping, Sequencing, Omics, QA/QC, Logistics, Field
trials, Mechanization, Seed logistic Business plan, Financing
Capacity building – Social Networks
Analytical tools: Association, allelic mining, statistical, modeling, breeding decision,
Mgt.
Partners
Implemented
Breeding
QC & Seed
Production
Seed
Delivery
Pre-Breeding
Breeding
Diversity
Access
• Genebanks
CRP
• SEEDSEQ
• ARCAD
Phase 2
• Crop
Diversity
Trust
• NARS
GeneBanks
• Commodity
CRPs
• Seed of
Discovery
• Genetic gains
(Gates)
• IBP Central
Unit
• IBP Regional
Hubs
• Commodity
CRPs
• BeCA
• Multinational
• IBP Reg. Hubs
• System CRPs
• Commodity
CRPs
• BeCA
• AGRA/PASS
• Seed QC
SMEs
• System
CRPs
• Commodity
CRPs
• AGRA/PASS
• Planet
Finance
• ICRA
• SupAgro,
Sup Co
A Value Chain Support Service CRP
for Increased Seed Delivery
Data sharing: Data bases and data management
45. Programme Closure
Where possible and appropriate there
should be defined end dates for research
programmes – with a clear handover
plan for perpetuation and dissemination
of products
Engenders focus and urgency in the
performance of research tasks and
delivery of products
46. Conclusions
Difficult to measure impact at this stage but overall it seems that
GCP has been a successful venture!
Major achievements have probably been around:
Establishment of true partnership with cultural change on how to run
R4D projects
Several flagship projects
Enabling partners in developing countries to access modern
biotechnologies
We had also some clear shortcomings
Monitoring and evaluation were the biggest shortfalls in GCP
Several competitive projects were dead ends
The CP research model can‟t work in isolation, but is an attractive
model to complement core research activities
Lessons learnt from the CPs in general and GCP in particular can
positively inform the CRP operational and organizational models
IBP will survive GCP and can form the core part of a possible cross-
cutting initiative to support commodity CRPs