Institutional Learning & Change Initiative of the CGIAR Finding the CGIAR’s role in the 21 st century: developing new models of partnerships and science Javier M. Ekboir Institutional Learning and Change Initiative (ILAC) coordinator

Institutional Learning & Change Initiative of the CGIAR Content of the presentation Why are several stakeholders disappointed with the CGIAR? A brief comment on the dynamics of agriculture What characterizes the CGIAR? What type of organization is the CGIAR? How can effective change be implemented in the CGIAR?

Institutional Learning & Change Initiative of the CGIAR Why are several stakeholders disappointed with the CGIAR?

Institutional Learning & Change Initiative of the CGIAR They perceive that in the last two decades the CGIAR has not made an important contribution to poverty alleviation

Institutional Learning & Change Initiative of the CGIAR The CGIAR contribution Outside South Asia, no country has notably reduced poverty through increases in the production of staples But they have increased food security Led by the private sector, many high value markets emerged The CGIAR had little participation in these processes

Institutional Learning & Change Initiative of the CGIAR Weakening of agricultural research and extension in developing countries Most developing countries reduced their investments in agricultural research The CGIAR lost its main partners and has struggled to define new models of partnerships The CGIAR has failed to define a new vision for international agricultural research that takes into account the new dynamics of poverty and agriculture

Institutional Learning & Change Initiative of the CGIAR A brief comment on the dynamics of agriculture and poverty

Institutional Learning & Change Initiative of the CGIAR Three important trends in agriculture in developing countries Emergence of high value agricultural markets Differentiation of farmers Migration and remittances

Institutional Learning & Change Initiative of the CGIAR The emergence of high value (HV) agricultural markets Trade in agricultural products is expanding Urbanization and the “supermarket revolution”

Institutional Learning & Change Initiative of the CGIAR How do small farmers participate in HV agricultural markets? HV export markets are mostly supplied by large farmers HV domestic markets are mostly supplied by larger, better endowed small farmers Few small farmers can sell in these markets Many small farmers participate as laborers

Institutional Learning & Change Initiative of the CGIAR Migration and remittances Easier travel and improved financial services mean that people from rural areas can work in distant locations and send remittances back home In 2006, 150 million international migrants sent home US$300 billion The average remittance in LA was 300 US$/month

Institutional Learning & Change Initiative of the CGIAR Migration and remittances (2) Only a small proportion goes to productive activities, including agriculture But these families are still interested in the production of staples

Institutional Learning & Change Initiative of the CGIAR In short The rural socioeconomic environment has changed since the Green Revolution The Green Revolution research model has to be replaced by a new one that takes into account the greater differentiation of rural areas And new social needs

Institutional Learning & Change Initiative of the CGIAR What has characterized the CGIAR through its life? It has changed continuously It has engaged in different types of partnerships It has tried different research models But it has not learned from these experiences! It lacked leadership

Institutional Learning & Change Initiative of the CGIAR How has the CGIAR changed? The CGIAR started with two very focused breeding programs Other areas were later created to address agronomic problems (e.g. agronomy and entomology) New centers were created in the 1970s to address regional problems and research on new crops and new activities Economists were hired to study patterns of adoption

Institutional Learning & Change Initiative of the CGIAR Changes in the 1990s and 2000s The expansion of HV markets and the lack of a second Green Revolution highlighted the shortcomings of the traditional model of research in the CGIAR The NAROs were severely weakened The CGIAR lost its main traditional partners and it could not define a new model of research

Institutional Learning & Change Initiative of the CGIAR How has the CGIAR changed?

Institutional Learning & Change Initiative of the CGIAR Changes at the bottom The initial partnerships included several actors interacting in international breeding networks The new partnerships included other actors, new areas of research and new disciplines And new science models (non- experimental research, on-farm research)

Institutional Learning & Change Initiative of the CGIAR Change induced from the top Donors and other stakeholders started to ask for compelling evidence that the CGIAR was needed Many resources were invested in impact assessment Donors insisted on more focused activities Funding took different modalities Short term, well defined projects replaced long term financing

Institutional Learning & Change Initiative of the CGIAR In short, the changes included the system’s mandate, areas of expertise, research models, governance and financing

Institutional Learning & Change Initiative of the CGIAR What was the nature of change in the CGIAR? Most changes did not result from a deliberate plan that responded to the evolution of the agricultural sector and the dynamics of poverty Most reforms did not result from the analysis of previous experiences The changes were not given time to mature

Institutional Learning & Change Initiative of the CGIAR The CGIAR could not learn The system did not have a mechanism to learn from the different types of projects And to recognize them as different research models The innovative partnerships never became the dominant model of operation

Institutional Learning & Change Initiative of the CGIAR What type of organization is the CGIAR?

Institutional Learning & Change Initiative of the CGIAR The CGIAR has loose governance distributed decision making which means no leadership strong capabilities to explore new types of projects weak learning mechanisms

Institutional Learning & Change Initiative of the CGIAR How can effective organizational change be steered in such an organization?

Institutional Learning & Change Initiative of the CGIAR Building the Consortium’s leadership It will have to be respected for –its capacity to inspire –its ability to lobby for the centers and to convey to the centers the needs of the donors –its work with the Fund Council and the centers to harmonize responses to new needs and opportunities Donors will have to make sure they work together to strengthen the Consortium

Institutional Learning & Change Initiative of the CGIAR Creating a shared vision of the type of changes needed in the CGIAR, including understanding the new dynamics of poverty and science defining the role of science and the CGIAR in poverty alleviation identifying the system’s core capacities and strategic assets identifying new capabilities that need to be built and setting up strategies to do it

Institutional Learning & Change Initiative of the CGIAR Creating an effective management system to foster change Encourage the trial of new research and partnership models With new funding mechanisms and incentives that foster organizational change IA and evaluation approaches that tolerate calculated risk taking Using adaptive m anagement approaches

Institutional Learning & Change Initiative of the CGIAR Creating a centralized structure for learning attached to the Consortium office that would Support learning by the Consortium and the centers Provide information to support funding decisions Explore new partnership and research models Investigate new incentives for the centers and researchers Support organizational change in the centers

Institutional Learning & Change Initiative of the CGIAR Thanks