ICRISAT Eastern and Southern Africa – Team, research and

relevance

Said N Silim Director

Eastern and Southern Africa

Background

• Creation of Regional Hubs

ICRISAT budgets was low and resources for research were in regions

EPMR 2003 and its recommendations

Hubs provided ICRISAT greater visibility in the region

Permitted staff in different disciplines and programs to work as a team to develop both regional and global public goods

Similarity of research agenda of ICRISAT’s former two regions

Improved efficiencies in research delivery and impacts

Background: Factors considered in developing research portfolio

• Reports of Ryan and Spencer. 2001. Future challenges and opportunities for agricultural R&D in the semi-arid tropics

• Conference report Freeman et al. 2002. Targeting agricultural R for D in SAT of sub-Saharan Africa

• Extensive dialogue with shareholders: ASARECA, SADC, FARA, NEPAD, Inter-Academy Council and other initiatives –MDG etc

• CGIAR initiative on ESA integration

• EPMR

• DG commitment to devolution

Governance and management

• Devolution of authority to the region – Director and Assistant Director

• Regional Coordination Committee – Meets biannually

• Director (chair) • Assistant Director (secretary) • Regional Program Coordinators (four) • Country Representatives • DDG-R - RPD • Directors Finance and Human

Resources

Governance and management

• Regional Coordination Committee Functions

– Determines resource needs

– Ensures programmatic alignment

– Oversees risk management plans

• Annual regional research review

• Resource mobilization

• Representation in Country and

Regional Fora

Research Focus

• Develop and implement a research strategy focused on regional needs and build on our research strengths and identified priority areas

• Partnership approach anchored on comparative advantage

• Improve the overall delivery, efficiency and impact of research products

• Forming effective teams with appropriate skill mix

• In built self corrections through annual review meetings

• Ensuring that our research agenda is informed by the institute’s vision and mission

Research in the Region

• Point of integration for ICRISAT’s four Global Research Programs and CRPs to achieve clear & measurable impacts

• Point of production of international public goods (IPGs) to be applied locally

• For raising visibility in the region

• Obtaining feedback from partners for feeding into our research priorities and agenda

Teams that work for common goal

Main objectives of team building effort

• Efficient use of limited human and financial resources

• Strengthening resource mobilization efforts

• Better integration of regional research

Staffing

• Total IRS staff in the region now risen to 21

• Benefitted from APO and CIM staff from Netherlands & Germany and PDFs

• Postdoctoral Fellows and young scientists employed as part of succession plan

• New recruitments include systems agronomist in Maputo, two economists and two breeders in Addis Ababa

Communication and resource mobilization

• Innovative channels and new communication tools

– Strategic interpersonal communication (e.g., visits and participation in key meetings)

– Focused media materials (flyers, WIT, SASA and one-pagers)

– Institutional visibility through the global/national media

– Improved website and expanded social media/electronic networks

• All scientists involved in resource mobilization

• Funding to create teams of scientists around opportunities

• Stronger links to Strategic Marketing & Communications

Resources : Mobilization and Utilization

• Based on gaps, needs

• Development of CN should be inclusive and transparent

• Allocation of funds should based on Outcomes, Outputs and Activities

• Should result in real Outcome and Impacts

Resource allocations

• Both operations and capital

• Need historical information

• Discussions with regions

Responding to changes Implementing strategic and business plans

ensuring alignment to:

• Institute thrusts

– Resilient Dryland Systems

– Markets, Institutions, Policies

– Grain Legumes

– Dryland Cereals

Responding to changes Implementing strategic and business plans

ensuring alignment to:

• Consortium Research Programs

– CRP Dryland systems

– CRP Market Institution and Policies

– CRP Grain Legumes

– CRP Dryland Cereals

– CRP Agriculture for Improved Nutrition and Health

– CRP : Water, Land and Ecosystems

– CRP Climate Change, Agriculture and Food Security

Regions vs Research Programs

• There are three Regions and four Research Programs

• Regions are where

– Impacts occur

– Scientists work across research programs

– Partnerships beyond ICRISAT occur

– Most window three fundings occur

• Need shared responsibility between RD and RPD

Partnerships

• Move towards “strategic” partnerships

• New CG partnerships through CRPs and Window 3 Funding

• Greater involvement of NARS in program design

• Partnerships are not born, but made

• They require time, effort and resources to develop and sustain

Finance HR and SM&C

• Regular visits by Staff from Finance and HR to Regions

• MG and RC to visit regions at least twice a year

• HR and Finance need at least one global meeting a year

• Strategic Marketing & Communications group to meet regularly

Thank you!

ICRISAT is a member of the CGIAR Consortium