Transformation of the CGIAR

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Transformation of the CGIAR

• SLU-CGIAR workshop
• Uppsala, September 23, 2008
• Emile Frison, Chair, Alliance Executive

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Table of Contents
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The CGIAR needs to change to provide a
high-impact response to the food crisis and its
long term impact
External Issues World Crisis
Internal Issues

• Increase in food prices, energy crisis, emerging
  climate change issues
• Declining yield growth of main crops
• Slow increase in world food production

Threat to poor people livelihoods
Urgent need for new technologies, and
policy insights
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Table of Contents
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Our recommendations are focused on revitalizing
aspects of the System that will enable greater
impact
FROM
TO
Greater impact on food security and poverty
reduction
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We have developed three strategic objectives for
the System that will create greater CGIAR focus
A world free of poverty and hunger, supported by
healthy and resilient ecosystems.
Global Vision
To reduce poverty and hunger, improve human
health and nutrition, and enhance ecosystem
resilience through high-quality international
agricultural research, partnership and leadership.
CGIAR Vision
FOOD FOR PEOPLE Create and accelerate
sustainable increases in the productivity and
production of healthy food by and for the poor
ENVIRONMENT FOR PEOPLE Conserve, enhance and
sustainably use natural resources and
biodiversity to improve the livelihoods of the
poor in response to climate change and other
factors POLICIES FOR PEOPLE Promote policy and
institutional change that will stimulate
agricultural growth and equity to benefit the
poor, especially rural women and other
disadvantaged groups
CGIAR Strategic Objectives
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The six core functions of the CGIAR
Conserving core collections of germplasm and
related knowledge
Conducting Research for Development
Catalyzing research and innovation
Raising Awareness, including anticipation and
foresight
Support for policy and decision making
Capacity Development
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We have developed a design checklist
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Based on those, we have identified nine key (and
mostly new) attributes that will enable delivery
on the Strategic Objectives
Integrated Reform Model
Principally program financing with window for
institutional financing
Create a Fund that provides multi-year
financing
Create a Consortium of
Centers that is a legal entity with Board CEO
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Performance Contracting
Programs to be defined based on agreed
Strategic Framework
Effective Partnerships and
Positioning
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Recast
Key Founding Principles
Independent Science and
Partnership Council
Independent Evaluation Arrangement at System
level
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Table of Contents
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The Integrated Reform Model separates the doers
from the funders and uses Performance Contracts
at two levels to establish accountability
Donor Contributions
Oversight
Center Performance Agreements
Center Performance Agreements
Management Layer
Bilateral Project Financing
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The Integrated Reform Model and looks to the
Conference and a 5-year Strategy and Results
Framework to connect the Consortium and the Fund
Conference for Agricultural Research for
Development
CONSORTIUM
FUND
5-year Strategy and Results
Framework
CORE FUNDERS SUMMIT
BOARD
Consortium CEO
FUND COUNCIL
Common Services
Fund Mgmt Unit
Centers
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What is the Fund
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• The Fund is a simple, efficient multi-year
  unrestricted funding mechanism
  to ensure appropriate support to priority
  agricultural research areas through
  mega-programs
• The Fund is designed to harmonize funding
  decisions
• The Fund ensures accountability through Program
  Performance Contracts established with the
  Consortium
• The key decision making body is the Fund Council
• Core Funders Summit is organized every other year

Although bilateral financing (restricted
funding initiatives) continues outside the Fund,
going forward full cost recovery will apply
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The key decision making body is the Fund
Council
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• Allocates funds to mega-programs
• Enters into performance contracts with the
  Consortium
• Approves contracts based on scientific quality,
  impact potential (development relevance) and
  value for money
• Ensures explicit rationale for partnership
  arrangement, including external partners
• Joint donor/partner membership 12 members
  total
• Six donors 4 largest, 2 voted on (500K
  minimum) by all other donors to the Fund
• Six partners 4 representatives of different
  regional fora, one of the BRICs countries and one
  of GFAR

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Illustrative Fund Allocation Process
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Donor Contributions
Window 1 Food for People (100 m)
Window 2 Environment for People
Window 3 Policies for People
Window 4 Center
Institutional Support for Programs ( 15 panes)
Program C, etc Other Window 1 Programs
Program B Gene Banks (20 m)
Program A Food Crop Improvement (80m)
Improved varieties for specific and changing
environments Example outputs (a) aluminum/acid
tolerant crops (b) drought tolerant crops (c)
disease-resistant rice (d) striga-resistant
maize/sorghum/millet (e) rust-resistant wheat
(f) high-yield varieties
Science Milestones or each specific crop and
region combination
Gene evaluation CGIAR, ARIs, Priv. Sector
ID of candidate genes CGIAR, NARS, ARIs
Breeding CGIAR, NARS
Variety selection release NARS, CSOs, etc
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Consortium Principles and Roles
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• Legal entity with professional Board and CEO
• Provides a system Voice on key international
  agricultural research for development issues
• Principal role in international agriculture
  development as honest broker
• Position CGIAR System and develop effective
  partnerships
• The Consortium Board has three major functions
• Strategy Role
• Management and Oversight Role
• Risk Management and Compliance Role

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Changes in Responsibilities of Center Boards
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Current functions of Center Boards
Future functions of Center Boards
Responsibilities transferred or granted
to the Consortium

• Develop Center strategy
• Set Center policies on HR, Finance,
  Communications, research support, etc.
• Fiduciary responsibility for management of Center
  finances
• Monitor delivery of Center strategy
• Appoint and assess performance of DG
• Ensure appropriate stakeholder involvement

• The choice of systems that shall be common to
  centers (through all shared services)
• The power to set policies in areas of common
  interest to all Centers
• The power to decide on mergers and clustering of
  Centers
• In addition, Center Boards accept the supremacy
  of the Consortium Board on all issues concerning
  the legal and fiduciary powers needed to
  operationalize the consortium.

• Contribute to developing Consortium strategy
• Ensure implementation of policies set by
  Consortium
• Fiduciary responsibility for management of Center
  finances, with monitoring by Consortium Board
• Monitor delivery of Performance Contracts
• Appoint and assess performance of DG with input
  from CEO
• Ensure appropriate stakeholder involvement

In case of WARDA, the power does not reside
with the Center Board, but with the Council of
Ministers
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Performance contracts work on two levels
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• Performance contracts for each of the large
  programs are signed between the Fund and the
  Consortium
• Core Funders Summit approves the strategic
  priorities and program results-framework plan
  every 5 years
• Specifies performance targets (incl. indicators)
  to be reached by the Consortium, and the rewards
  or penalties for good or poor performance
• The Consortium Board is accountable to the Fund
  Council for their performance, and provides
  reports to the CGIAR Core Funders Summit
• Reporting requirement/review takes place every
  two years
• The Consortium then signs separate performance
  agreements with Centers and partners
• Centers are accountable to the Consortium Board
  for their performance with performance
  contracts in place

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The Strategy and Results Framework Development
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• Every 5 years
• The Consortium coordinates the development of the
  common Strategy and Results Framework through
  close collaboration between Centers and partners
  and with advice from the Science and Partnership
  Council. Mechanisms will include
• Regular interactions between Centers and partners
  in building the elements of the strategy
• The Conference for Agricultural Research for
  Development is a platform for formal interactions
  between all stakeholders (without decision
  rights)
• The Strategy and Results Framework is then
  discussed and agreed upon with the Core Funders
  Summit

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Building in Partnerships at all Levels
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• Fund NARS Partners are members of the Fund
  Council
• Strategy Partners are involved with Consortium
  in the development of the overall strategy and
  results framework
• Conference Every other year GFAR organizes a
  Conference on Agricultural Research for
  Development (CARD) providing a platform for
  interaction between all categories of
  stakeholders
• Implementation Performance contracts explicitly
  include involvement of partners in research
  implementation and are evaluated on this basis
• Development Partners Centers, donors and
  partners interact to ensure an effective outcome
  delivery
• Partnership Culture The Consortium establishes a
  mechanism to promote a culture of partnership for
  innovation and lesson learning

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Independent Science and Partnership
Council
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• Core functions
• Scientific advice
• Promotes quality and relevance of science
• Contributes to system strategy and priorities
• Program-level impact assessment
• Partnership facilitation and effective networking
• Position the CG in the international agric
  research for development community
• Catalyze the mobilization of science
• Promote effective innovation systems for agric
  development
• Contribute to the Conference
• It reports to the Consortium Board and the Core
  Funders Summit

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Independent Scientific Advice and Evaluation in
the new model
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CONSORTIUM
FUND
5-year Strategy and Results
Framework
Independent Evaluation Arrangement
BOARD
CORE FUNDERS SUMMIT
Science and Partnership Council
Consortium CEO
FUND COUNCIL
Annual Monitoring
Common Services
Fund Mgmt Unit
Centers
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Recast Key Founding Principles
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Table of Contents
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And finally how existing bodies will change
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As we all know, over the past 30 years the CGIAR
System has become increasingly complex
1971
TODAY
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Our model aims to reduce the complexity
TOMORROW
TODAY
Conference for Agricultural Research for
Development
Strategy and Results Framework
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