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P. AnandajayasekeramAnnual Planning Meeting (APM)

Addis Ababa, Ethiopia16 April 2010

2010

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My Journey to Addis

My Journey Through CGIAR A shift in the research paradigmSome aspects have shifted along a continuum

Focused with long-term commitment Broader agenda with greater uncertainty Global public good Regional/national public goods with

potential for scaling up Best Practice Best Fit NARIs AIS

Some aspects have come full circleImpact Collaboration

Publish or Perish Competition

Other observations: Loss of autonomy of individual centers More players in the system, growing interdependency Image as a “trusted partner” has eroded, at times viewed as competitor

Human Capital One of the Prime Movers

• A critical constraint to development – New generation of change agents

• As a development input must always be present but context specific

• Viewed as a system – Focus at all levels

• CGIAR is a very small player

ClienteleClientele

Private SectorPrivate Sector

CBOCBONGONGO

Public SectorPublic SectorAET Systems

(Universities, Schools, Colleges and non-formal education organizations)

The AET System A sub-system of rural development system

• Individuals, Groups, Organizations

Current Status of Agricultural Research and Training Capacity

Erosion of staffSkewed age distributionWeak linkages – Tertiary education and R&D InstitutesPoor organization and management of existing capacityLack of systematic reinforcement

Constraints of the AET System

• Distorted enrollment pattern

• Isolated and fragmented AET institutes

• Obsolete and disassociated curricula from the economy

• Crisis in staffing

• Inadequate teaching facilities and out dated teachingmethods

• Others Quality Unsustainable expansion and pattern of expenditure Higher unemployment and lack of relevance of curriculum

Training in CGIAR –Evolution Started in 1962 at IRRI

Evolved from RF Experience in Mexico• Initial focus on Food Crops • Research alone is not enough• Skilled manpower is vital

Simple Strategy• Identify Crops and Livestock affecting Livelihood• Critical Mass of Scientists• Identify constraints• device ways to overcome constraints• Provide ample funds• International Public Goods

Research based

CGIAR - Trends in CS Decentralization

Informal and Short Training

25% of trainees are from SSA

% of degree training

% of women trained

Thematic areas covered expanded

Significant impact

Issues of ConcernCGIAR CS Activities

• Major reliance on project funds

• Incomplete and incompatible records (investment, volume,

type)

• Absence of systematic need analysis

• Weak quality assurance

• Unclear fit between training and poverty

• Reduced capacity to collect, adapt, translate and

disseminate existing training materials.

• Very little collaboration among CG centers in CS

Collaboration and Partnership in CS

Is not a choice but a must. But the reality is

• Voluntary groups of individuals

• Priority accorded is not the same Level of commitment by Senior management Structure, modalities of operation and resource allocation

• Lack of clear strategies and priorities

• Agenda dictated by what each center is doing

• “Reactive” rather than “Pro-active”

Change ProcessExperience from the region

• Largely externally driven

• Tension between structure and content Content dictates structure Structure dictates content

• New boxes but try to fit in the existing faces

• Repackaging existing projects / activities

• End result– same faces with new title– same agenda in a different format

• Business as usual same results

CS Platform

Contribute to:

Enhanced participation of national scientists in global

innovation system Effective participation of NARS in Mega Programs

Development and use of new ICT and knowledge

management tools

Greater engagement of Universities

Some Suggestions

Mega programs with explicit CS Components Context specific training needs assessment Activities, resources, outputs, outcomes and indicators

Coaching and mentoring Contribution to CS in staff performance assessment

Sustainability consideration – building capacity of

partner institute

Some Suggestions (cont)

Common capacity needs and soft skills coordinated

by the platform Open and competitive Fellowship Program Mechanism-record keeping, M&E, feed back, quality

assurance, best practices Providing input for bilateral and multilateral donor

programs Enhance co-ordination and linkages

Walk the Talk – Learning institutes

Where is ILRI - CS

• Has a Unique “Niche”• A Strong Foundation in Place

– A strategy in place– A Training Policy and Procedure manual– Completed two sets of training needs

assessments– Active engagement in recent consultative

processes– Working on a Need based M&E system

• But need innovative and strategic partnerships

Grateful to Africa

Giving me the opportunity to learn and serve

A comfortable home for my family

For treating me as part of the “family”

“We are what we repeatedly do. Excellence then is not an act but a habit.”

“We must learn to love change. It is the only thing that is certain.”

Thank You