The document summarizes CGIAR reform efforts to create a more coordinated and impactful agricultural research system. Key points: - CGIAR previously had an increasingly complicated structure with multiple priorities; reform aimed to increase food security and poverty impact. - The new CGIAR model establishes a Consortium to provide leadership and coordination across 15 research centers and common programs. - Research is organized around a single Strategy and Results Framework focused on four outcomes: reduced rural poverty, improved food security, improved nutrition and health, and sustainably managed natural resources. - The Consortium will work to strengthen partnerships across sectors to deliver on its vision of alleviating poverty and hunger through agricultural research.

1. Experience with CGIAR reform

2. Since early beginnings, the CGIAR System had evolved to become increasingly complicated with multiple donors, center, crop and national priorities2

3. Desired outcome of CGIAR ReformFROMTOGreater impact on food security and poverty reduction3

4. In new CGIAR, partnership at all levelsCONSORTIUMFUNDStrategy and Results Framework CONSORTIUMBOARDFUNDERS FORUMIndependent Science and Partnership CouncilConsortium CEO and OfficeCGIAR Research ProgramsCommon ServicesFUND COUNCILPerformance AgreementsCentersFund OfficePartners and StakeholdersIndependent EvaluationArrangement4

5. CGIAR Consortium: who and where we areConsortium of 15 International Agricultural Research Centers that operate in over 150 locations world wideFormed in 2010 as part of reform of the CGIAR, this year celebrating 40 years, some centers 50Consortium Office established in Montpellier, France in March 2011

6. Our Centers and LocationsWorld Agro-ForestryBioversityICARDAICRISATIWMIWorld FishIRRIIFPRICIMMYTCIATCIPAfrica RiceIITAILRICIFOR

7. Our Common VisionTask : To reduce poverty and hunger, improve human health and nutrition, and enhance ecosystem resilience Through: high-quality international agricultural research

8. partnership and leadershipPhoto: CGIAR

9. 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 scaleA critical mass of leading scientists with multidisciplinary knowledge of key agro-ecosystems, especially for the poor and under-served areasExtensive global research network, including research stations with strong links to farmers and national agricultural research and innovation systems40 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

10. Purpose of the ConsortiumThe 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

11. 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; andIdentifying with the Member Centers and promoting opportunities to achieve gains in relevance, efficiency and effectiveness.

12. Delivering on the Vision:CGIAR Research ProgramsMain instrument for planning and conducting researchJoint Venture between the Funders and the Do’ersImplemented by a lead center with multiple partnersBuilt and measured on three core principlesImpact on 4 system-level outcomes, ensuring consistency between SRF and CRPreduced rural povertyimproved food securityimproved nutrition and healthsustainably managed natural resourcesIntegration across CGIAR core competencies, strengthening synergies and avoiding overlapsAppropriate partnerships at all stages of R&D

13. CGIAR Research Programs (2)Before it commences, each CRP sets out expected achievements

14. clearly defines risks and assumptions

15. provides verifiable targets and indicators for progress monitoringCRPs are approved on the basis ofStrategic coherence and clarity of objectives

16. Delivery focus and plausibility of impact

17. Quality of science

18. Quality of research and development partners, and partnership management

19. Appropriateness and efficiency of CRP management

20. Accountability and financial soundness

21. Efficiency of governanceFundamental changes to CGIAR researchFor the first time in the CGIAR history, the 15 centers have a common strategy to guide their researchThe CGIAR will function as a unified system based on research programsThe centers will collaborate with each other and with partners in pursuit of shared outcomes

22. Strengthening Linkages in AKSFocusing 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 sectorsFarmers and those that serve them (extension, SMEs)National Governments, NARS and regional research partnersCivil Society and NGOs that serve farmers, their communities and the environments they interact withPrivate Sector – large, medium and small, including entrepreneurs and local business serving the farmer. Multiple sectorsAcademic institutions of the North and South, including technical training of the trainers of adults and youthDonor funded research and value-chain initiativesShifting from supply driven to demand and value chain driven researchHolistic and participatory approaches, sensitive to diversity, society, environmentLeverage ICT and other collaborative tools

23. ComponentsPartnershipPartnershipPartnership

24. 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 2012Consortium 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 programsFocusing 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 societyChampion 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

25. Thoughts on principles we abide byStrong focus, prioritization on what is ‘mission critical’ for research supportExpertise and execution at CRP and Center level, coordination at Consortium and System levelCommunication with a purpose: influence, advocacy, fund raisingClear targeting, purpose and measures of activitiesMany voices in harmony around a common visiona well trained ‘orchestra’strength in diversity but complementary and consistent messaging at all levels collective communications becomes default behaviorInternal communications as important as external

26. Thank-you