Highlights

This is the fifth in a series of updates on CGIAR Change Management from Katherine Sierra, CGIAR Chair, and the leaders of the Change Steering Team, Rodney Cooke, IFAD, and Jonathan Wadsworth, DFID. This update is being circulated to CGIAR Members, partners and Center staff in order to promote awareness and dialogue. Please circulate this update to friends and colleagues who may be interested.

The Consultative Group on International Agricultural Research (CGIAR) has launched a change management initiative designed to introduce reforms to enhance the CGIAR's effectiveness and efficiency. It is our belief that transformation is necessary to enable the CGIAR to adjust to the rapidly changing external world and better achieve its mission.





A New Way Forward Now in Sharper Focus


The need for the CGIAR to respond effectively to today's global agricultural challenges is growing ever more urgent with the addition of the financial crisis to the food and energy crises of 2008. There is no doubt that the CGIAR can and must do more to provide innovative solutions to the challenges facing agriculture and sustainable development. The good news is that the momentum for change across the CGIAR is building and the way forward is now becoming clear.

The October Executive Council Meeting in Lisbon, Portugal, marked a key milestone in the change journey. The Executive Council endorsed the "Integrated CGIAR Reform Proposal". Drafted by the Change Steering Team (CST), the proposal built on the foundation pieces for a reformed CGIAR that emerged from the Los Baños stakeholder consultation <http://www.cgiar.org/changemanagement/pdf/CM_retreat_stakeholderconsultation_SummReport_Sept18_2008.pdf> . Integrating the findings and recommendations of the Change Management Working Groups and the Independent Review Panel, the proposal represents the consensus built over the course of the 2008 change initiative. Now, a finalized proposal - "A Revitalized CGIAR - A New Way Forward" - will go forward to the CGIAR Members for their consideration at the Annual General Meeting (AGM) in Mozambique in December. Click here for the proposal. <http://outlook.cgiar.org/exchange/changeupdate/pdf/agm08/agm08_reform_proposal.pdf>

"A Revitalized CGIAR - A New Way Forward" is an achievement and we would like to thank all those who have contributed to getting us to this stage by engaging in the change process as members of the working groups, participants in stakeholder consultation events, and as active voices on change through the blog and virtual forum. We now have a clear vision of the change that will bring about the revitalized and strengthened CGIAR, the "new variety" that the world needs. However, the change journey is only just beginning. Moving from vision to action will take all of us working together to navigate the terrain of transition and transformation that lies ahead.

In this edition of Change Update, you will find an overview of how the new CGIAR will work and what will be different. There is also some description of the initial plans for the transition. Most importantly, there is more information about how you can deepen your engagement in this journey toward a revitalized CGIAR.







Fleshing out the Foundation Pieces


The foundation pieces identified at the Los Baños stakeholder consultations provided the basic components for constructing the new CGIAR. Subsequently, the CST fleshed out the pieces and assembled them to craft a model wherein the whole is greater than the sum of its parts. The foundation pieces and how they fit together are described below.

The Foundation Pieces

* A new Fund: The new Fund will be an efficient, multi-year funding mechanism designed for agricultural research. It will fund "Mega Programs" through four windows, one each for the three strategic objectives (Food for People, Environment for People, Policy for People) and another for institutional support to Centers. It will harmonize funding decisions, ensure accountability through Program Performance Contracts with the Consortium, and provide full cost recovery. A Fund Council will serve as the key decision making body with a biennial Funders' Summit. Restricted and attributed funding may continue outside of the fund on a bilateral basis subject to full cost recovery and with the Consortium reviewing these flows to ensure that they are in alignment with the broad strategy.



* A Consortium of Centers: The Centers will form a Consortium that is a legal entity. This new arrangement will yield new efficiencies by harmonizing reporting systems and providing common services such as human resources, information technology and procurement across the system. At its helm, there will be a CEO who will provide a system "voice" on key issues and play an advocacy role in international agricultural development. The Consortium will have a professional Board to guide and approve the Consortium's strategy, oversee management, and ensure compliance and manage risks.



* A Strategy and Results Framework: A Strategy and Results Framework to deliver on the Strategic Objectives will be developed by the Consortium in close collaboration with partners. The Strategy and Results Framework will align with development targets on a regional or production system basis and create a program portfolio. A biennial "Conference on Agricultural Research for Development" will inform their development.



* Program financing with some institutional financing: The new model emphasizes program financing with some provision for institutional support to the Centers. Funds will be allocated on the basis of "Mega-Programs" that reflect priority research areas in line with the strategic objectives. For example, such Mega-Programs could address the nutritional quality of food, the efficiency of water use or genetic resource management. Restricted and attributed funding may continue outside the Fund on a bilateral basis, subject to review by the Consortium.



* Program Performance Contracts: Mega-Programs will be implemented on the basis of "Program Performance Contracts" between the Fund and the Consortium. In turn, the Consortium will contract with the Centers and partners through "Performance Agreements". Introducing contracts will increase accountability and transparency.



* A New Culture of Partnerships: Effective partnerships are fundamental to the success of a revitalized CGIAR, and partners will be engaged throughout the spectrum of activities from strategy development to implementation.Partners will be eligible for funding through such contracts. The Independent Science and Partnership Council (ISPC) will also play a key role in facilitating partnerships.



* An Independent Science and Partnership Council (ISPC): An ISPC, reporting to the Funders Summit, will provide core scientific advice relating to strategy, priorities and assessment of scientific quality and impacts of research. Working in partnership with GFAR, the ISPC will build partnership networks with national research and development programs, advanced research institutes and the private sector for greater impact and to catalyze the mobilization of international agricultural science.



* Evaluation and monitoring: Evaluation and monitoring will take place at the Center, program and System level. The Consortium will put into place a common and strengthened performance management system that will replace other systems, thereby reducing overlap and costs. Performance contracts for 'Mega Programs' will include a results management framework for annual monitoring. Periodic independent program evaluations will be arranged by the Fund Council every 4-5 years. Implementation of the Strategy and Results Framework will be reviewed every six years at the system level.

Putting the Pieces Together

So, how do all of these pieces fit together? The Strategy and Results Framework brings the consortium and the funders together, and provides the basis for system coherence. All stakeholders play a role in developing and implementing the strategy, with the Consortium taking the lead and engaging partners throughout the process. The ISPC provides guidance for strategy development and the Fund endorses it. Then, the Mega-Programs are delivered through performance contracts and agreements. Evaluation and monitoring at the different levels keeps everything on track to make sure the strategic objectives are met.

The Integrated Reform Model separates the "doers" from the "funders" and uses Performance Contracts at two different levels to establish clear accountability









What has Changed

So, what has really changed? While building on the competencies and successes of the past, the revitalized CGIAR has new and improved traits:

1. Results-oriented research agendas directed toward significant and compelling challenges . Funding will shift from fragmented and restricted project and Center-based programming to funding against major research areas.



2. Clarified accountabilities, with clear but distinct roles for "doers" and "funders". The complex overlay of reporting and funding relationships will give way to clearer roles for those who implement research (doers) and those who fund research (funders).



3. An open CGIAR system which values dynamic partnerships. Partnerships will be built into the development of the research agendas and performance contracts from the outset.



4. An exciting research environment, which attracts, develops and supports the best scientists. Funding procedures and reporting requirements will be simplified, thus releasing scientists to focus on research with incentives to keep their eye on results.



5. A cost effective CGIAR. The new Consortium will reduce costs and enhance managerial effectiveness by addressing overlaps and providing common services for human resources, information technology, financial policies, and procurement systems.



From Here to There - Managing the Transition

Throughout 2009, the CGIAR will be in a stage of transition. Our first priority during this time will be to ensure that ongoing programs continue with the funding and other support they require without interruption. Some uncertainty can be expected while we shift into new relationships and ways of working together, however we must keep an eye on our destination - a revitalized CGIAR with greater relevance and increased funding to carry out our work. During the transition, both funders and the Alliance must move quickly to establish the new Fund and the Consortium, informed by the discussion at the AGM. A transition management team (TMT) will be defined and established at AGM, led by the CGIAR Chair to provide leadership and effective management of the transition phase.

Stakeholder Engagement

Throughout October, several regional agricultural research associations - the Forum for Agricultural Research in Africa (FARA), the Association of Research Institutions in the Near East and North Africa (ARINENA) and the Asia Pacific Association of Research Institutions (APARI) - met and included sessions on the CGIAR reform, providing an opportunity to hear from NARS from the region. At a recent meeting of the CGIAR Private Sector Committee in Washington, change also featured prominently on the agenda. Feedback received at these events has informed the proposal - "A Revitalized CGIAR - A New Way Forward" - and will help guide our transition.

In the coming months, change advocates will continue to reach out to stakeholders - please let us know of opportunities to engage by sending an email to This email address is being protected from spambots. You need JavaScript enabled to view it..



Change at the Annual General Meeting 08

As you know, change will be on the agenda at the upcoming Annual General Meeting in Mozambique in December. On December 2nd, the Alliance and GFAR will organize roundtable discussions and other sessions with partners to provide an opportunity for dialogue about how best to deliver development impact in the new system. If you plan to attend AGM, please come ready to engage. If you won't be at AGM, you can engage virtually. Live blogging on location will allow you to stay up to speed with the debate and to share your reactions in real time.

Ways to Engage

Your involvement in the process remains important, so don't forget that the Blog <http://changemanagement.cgiar.org/> is open to all to express their views and opinions. Remember that you can post comments anonymously if you wish by providing only a valid email address and writing "Anonymous" in the Name field. You can also express your views and opinions via email by sending a message to This email address is being protected from spambots. You need JavaScript enabled to view it. <mailto:This email address is being protected from spambots. You need JavaScript enabled to view it.> . Also, the Change management website <http://http:/www.cgiar.org/changemanagement/index.html> continues to be a resource for information about the change process.


Katherine Sierra, Rodney Cooke, Jonathan Wadsworth