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Report of theTHIRD EXTERNAL PROGRAM AND MANAGEMENT REVIEWOF THE WORLDFISH CENTER

Science Council CGIAR







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    Report of the Third External Programme and Management Review of the World Agroforestry Center (ICRAF) 2007
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    The Report of the Third EPMR of ICRAF was discussed at the Fifth Meeting of the SC (April 10- 12, 2006) in the presence of Panel Member, Dr. Chris Harwood (on behalf of Prof. Jeffery Burley, Panel Chair, who was unavailable due to illness), the Chair of ICRAF’s Board of Trustees, Dr. Eugene Terry, and the Director General of ICRAF, Dr. Dennis Garrity. The SC thanks the Panel Chair and Members for a constructive, frank and thorough report offering a clear overview and assessment of ICRA F’s research, management and governance. The Panel clearly recognizes the seminal contributions ICRAF has made to defining and advancing the science of agroforestry and the importance to the CGIAR of developing and implementing a strategic vision for systemsbased integrated natural resources management (INRM) that fully involves both the biophysical and social sciences. The Panel notes, in particular, that the Center undertook nine CCERs in the intervening seven years, including four in 2005 alone, and that the Panel carefully reviewed each of these. In response to the 2nd EPMR (1998), the Center developed a new strategy document in 2000, has monitored and adapted its organizational arrangements to address its updated strategy, reorganizing programs and integrating the research and development-support aspects of its agenda within each global theme in 2003, ultimately leading to a new Vision and Strategic Planning Framework adopted in 2005. The Panel endorses ICRAF ’s vision, mission and goals and found them well-aligned with the new System priorities. Indeed, the Panel confirms that “ICRAF is well positioned to address the new CGIAR priorities…and can contribute to each of the five CGIAR system priority areas”. The Report of the 3rd EPMR makes 15 constructive recommendations: 2 concerning strategic research priorities, 4 on Regions and Systemwide programs, 6 on Governance and Management, and 3 on internal organizational changes. The EPMR Repor t offers as well 43 detailed suggestions for the Center and its Board to consider. The SC fully endorses all 15 recommendations. It is pleased to note that ICRAF agrees with and is already moving to implement 11 of these, and that it is committed to further analyzing in detail the remaining 4 recommendations. Given the nature of the recommendations and concerns these raise, the SC recommends that a smaller-scale, focused review be undertaken in 12 months’ time of ICRAF’s progress in ad dressing 4 of these recommendations, as enumerated below.
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    Report of the Sixth External Program and Management Review (EPMR) of the International Potato Center (CIP) - CGIAR 2008
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    During the last five years CIP has undergone a series of important changes that have affected significantly the life of the Centre. Soon after the 2002 EPMR, the Centre committed itself to produce the necessary changes to adapt to “corresponding changes” in its external environment. The high positive correlation between potato/sweet potato production areas and poverty assures CIP that by concentrating its research work on these two commodities, significant economic, employment, health and other beneficial impacts on the poor can be realized. Indeed, a recent exante impact assessment study conducted by CIP shows that the Center’s research agenda offers significant opportunities to contribute to the Millennium Development Goals (MDGs) over the coming decades. It has been quite evident to the Panel that CIP has a clear and relevant future down the road.
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    Report of the Sixth External Program and Management Review (EPMR) of the Centro Internacional de Agricoltura Tropical (CIAT) 2008
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    Two key findings from the review were the need to overcome governance and management shortcomings and to clarify CIAT’s future strategic research agenda. The Panel recommended improvements in seven categories: organization and planning of research, research management, specific research topics, regional organization of research, intellectual property, center management, and governance. The Council agrees with the Panel that the Center needs to quickly emerge from the most recent turmoi l and instability by rethinking its research strategy and by revitalizing its leadership. The SC concurs that this is a crucial time for CGIAR donors to invest collectively in CIAT’s turnaround, subject to program, governance and management changes detailed in the EPMR report.

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