Modalities of Collaboration Working Together Globally Fionna Douglas June 2002

Changing Contexts Strategic Alliances for Impact Existing Collaboration Opportunities

CGIAR’s unique niche Strategic alliance for the poor Ensuring that knowledge remains in public domain Agricultural research lies at the heart of concerns for growth, equity, social issues and the environment

CGIAR Partnership Global alliance Members: 22 developing and 21 industrialized countries Cosponsors: FAO, IFAD, UNDP, World Bank Membership poised to grow 8,500 scientists and staff in more than 100 countries $340 million budget

CGIAR-supported Future Harvest Centers

Quality Protein Maize (QPM) Has twice the amount of lysine, tryptophan – essential amino acids World Food Prize 2000 QPM planted on one million hectares, in 20 countries, boosting food, nutrition, health and income security In Ghana, record yields of 7 tons/ha achieved

Integrated Aquaculture/Agriculture (IAA) Aquaculture accounts for 30% of fish food production New Tilapia grows 60% faster, can be harvested 3 times a year In Malawi, IAA farms produce tons of fish/ha (avg. < 1 ton/ha)

Changing Contexts

Changing contexts Massive scientific change and exchange New partners, newer alliances needed Pace of change increasing Spiraling private sector investment Public sector remains dominant (60%) Intellectual property rights, environmental and social issues top development agenda Rapid changes in operating environment (strength of NGOs, strong NARS)

Growth rates, public investments in agricultural research, Developed Countries Sub- Saharan Africa Mid-East and North Africa Latin America Other Asia China Percentage per year Developing countries Source: Pardey and Bientema, IFPRI, 2001

Public-private spending on agricultural R&D, circa 1995 Expenditures Shares Public Private Total Public Private Total (billion 1993 international dollars) (percent) Developing countries Developed countries Total Source: Pardey and Bientema, IFPRI, 2001

Emerging issues Knowledge divide Under-provision of public goods Social, environmental, ethical issues Competition for funds Potential of new information communication technologies

Strategic Alliance for Impact

Rationale for CGIAR Reform Strengthening science and forging new alliances Increasing impact and relevance of CGIAR research Nimbler decision-making Designing new mechanisms to attract funds for innovative, effective research

CGIAR Reforms and iSC: Four Pillars Challenge Programs Executive Council Science Council System Office

CGIAR System Office The CGIAR Chair Cosponsor Representatives Investor Representatives CGIAR Director CGIAR Executive Council INVESTORS Countries International Organizations Regional Organizations Foundations COSPONSORS FAO, IFAD, UNDP, WB ADVISORY COMMITTEES Science Council GRPC PARTNERSHIP COMMITTEES NGOC PSC Future Harvest Foundation Science Council Secretariat Center Services CENTER COMMITTEES CBC CDC Centers CIFOR CIAT CIP CIMMYT ICARDA ICLARM ICRAF ICRISAT IFPRI IITA ILRI IPGRI IRRI ISNAR IWMI WARDA CGIAR Secretariat PARTNERS Civil Society Private Sector National Agricultural Research Institutes Advanced Research Institutes CGIAR Secretariat, January 2002 The CGIAR System

Challenge Programs Time bound, high impact, independently governed program of research Targets CGIAR goals in relation to complex issues of global or regional significance Requires partnerships among a range of institutions in order to deliver Will generate significant outputs and impact Open to all stakeholders

Challenge Programs Pilot 3 CPs – Genetic Resources, Biofortified Crops, and Water & Food – to advance to full proposal development stage Full proposals to be ready for iSC review by July 15, 2002 Process on website (

Regular Challenge Programs 13 themes identified Call for pre proposals on themes An open competitive process - not restricted to those who submitted original ideas No funds available for preparation - but possible for full proposal development Deadline August 31

Existing Collaboration

Joint Advocacy Expertise contracted for analysis Contribution to strategy development Winning of competitive grants funded by World Bank Bank loans and grants used by countries to contract CGIAR CGIAR contribution to capacity building complements national strategies

Opportunities

More complete inventory and analysis Build on success Mainstream collaboration Achieve more visible congruence of objectives Ensure input at entry Strengthen Knowledge Management Strengthen linkages - increase knowledge & resource exchange

Opportunities CG Centers as hubs Joint projects / design / evaluation Increase linkage with operations Rapid response Private sector partnerships Extend the partnerships anchored in the common good Better bridge the world of high science, the traditional wisdom of farmers, and the needs and concerns of society