3.1. Governance
3.2. Leadership and Organizational Culture
3.3. Organizational Structure
3.4. Research Planning, Management and Review
3.5. Management of Human Resources
3.6. Financial Management
3.7. Facilities and Services
3.8. Institutional Relationships
As part of the 1986 agreement with the CGIAR (described in Section 1.2 and Appendix VIII), the former Governing Council evolved into the present Council of Ministers. Under the revised Constitution of 1986 the Council of Ministers has the function of monitoring the strategic directions of WARDA's programmes, while the Board of Trustees is the policy-making body. The Council decides on the admission of new members of the Association, and it appoints the Director General on the recommendation of the Board. The Council meets every two years, normally for one day. In practice, most Member States have recently been represented at official rather than ministerial level. The meetings are prepared by a National Experts Committee, which also meets for one day. The Chairman of the Board of Trustees and the Director General attend the meetings of the Council and the National Experts Committee. The Director General acts as Secretary of the Council.
The existence of the Council of Ministers symbolizes the nature of WARDA as a regional inter-governmental organization. To some extent it makes it easier for the WARDA programme to achieve a close relationship with the NARS of the region - the countries feel a kinship with WARDA that they do not feel with other CGIAR Centres. The Council provides the framework within which Member States contribute to the budget of the Centre (see Section 1.4.2). And the Council provides direct access for WARDA to policy makers within the governments of the region.
The Council of Ministers played a key role in persuading the Government of Liberia to accept the transfer of WARDA from Monrovia to Bouaké.
All Members of the 1992 Board of Trustees, as well as WARDA management, have confirmed that there has been no attempt by the Council of Ministers to interfere in the functions of the Board. The aims of the 1986 transformation have thus been achieved, and WARDA has been effectively depoliticized. With the unique relationship between the Council of Ministers and the Board, the potential will always exist for conflict and this will have to be carefully watched by all concerned since it would undermine the confidence of donors, which WARDA has been working hard to build up. It is only fair to record the feeling of Member States that they have honoured the agreement of 1986 not only in the letter but also in the spirit, but that they have been disappointed in their expectation that the new WARDA would receive adequate and stable funding through the CGIAR.
It will be extremely important for the Board, Director General and senior management to bear in mind that under the Constitution, the Council is concerned with WARDA's medium and long-term programme of work, and in particular with ensuring that it is in conformity with the agricultural development policies prevailing in the region. Approval of the annual programme and budget is left to the Board of Trustees. The role of the Council is thus to provide orientation to the Board, which has the task of taking the operational decisions on WARDA's programme.
The existence of the Council of Ministers - unique among the CGIAR Centres - thus offers both advantages and disadvantages. On balance, the Panel takes a positive view. Indeed, the WARDA formula (ministerial-level oversight body plus contributions from countries towards a target proportion of the budget) might be worth considering for adoption in other contexts.
The Board of Trustees fulfils exactly the same functions as any other Board in the CGIAR System, except that it nominates but does not appoint the Director General.
Under the WARDA Constitution half the membership of the Board (including the Director General) are from the region. When established in 1986, the Board had 12 Members. This was increased to 14 in 1989, to allow for the election of a Board member from Côte d'Ivoire following the move of WARDA Headquarters to that country. Subsequently, the Board decided as an economy measure to reduce its own size to 12 Members from 1992, and 10 from 1993. For the governance of WARDA this appears a sufficient number. However, there is a great need to build up the confidence of actual and potential donors, and the limitation to five Members from outside the region may prove a handicap from this point of view. So far as the region is concerned, one member normally comes from the host country and the Director General accounts for one slot; this would leave only three slots for other Member Countries. The Panel feels the Board should not hesitate to keep the number at 12 if this is necessary to associate an adequate range of donors and countries of the region with the work of the Association.
Board Members are elected by a vote of the full Board. Members from the region are nominated by their respective Member States. Members from outside the region "may be nominated by the CGIAR or others". In practice, most non-regional Board Members have been CGIAR nominees.
The Board membership is carefully picked to provide expertise on both the scientific and the managerial fronts. It will be important to ensure that both sets of skills continue to be represented in a smaller Board. In 1992 the Board had one woman member, who was also Chairman of the Programme Committee (her term of office has now come to an end). In 1993 there is a new female Board Member from the region, and subject to the decisions of the Nominating Committee and the Board in January 1993 it is expected that there will be a second woman on the Board this year.
The Panel Chair and one Panel member attended the Board meeting in April 1992, and interviewed all Board Members individually.
The Board discussions were generally of a high quality. No political issues emerged, nor was there any impression that the Board was divided between Members from within the region and those from outside. Indeed, during the interviews no Board member could recall any occasion on which the Board had split between the regional and external membership. The standard of representation from the region was impressive. The membership of the Board since 1986 is shown in Table 3.1. It will be noted that the Chairman normally comes from outside the region, in recognition that under the WARDA Constitution the Director General is a national of a Member State.
A survey of Board Members was conducted in April 1992, on the basis of a questionnaire prepared by the CGIAR Secretariat and similar to that used for other External Reviews. The response rate was relatively low (seven respondents). The Trustees rated the Board's performance highest in establishing goals and a Centre strategy, and medium-term and annual programming and budgeting. They were very positive on Board-management relations, and also felt that there was a healthy dialogue with Centre staff. A majority of the respondents felt that the Board was effective in assessing the performance of the Director General. The most serious weakness detected by the survey was in the programme for orienting new Board Members. The results also suggest that the Board has not so far attempted to assess its own performance.
Table 3.1: WARDA Board of Trustees and their Terms of Office, 1987-1993
|
Name |
Nationality |
87 |
88 |
89 |
90 |
91 |
92 |
93 |
|
M. Toure |
Senegal |
* |
* |
|
|
|
|
|
|
W.R. Coffman |
USA |
x |
x |
x |
x |
x |
|
|
|
H.C. Weltzien |
Germany |
* |
* |
* |
* |
* |
|
|
|
M.S. Sompo-Ceesay |
Gambia |
x |
x |
x |
x |
x |
x |
|
|
B.B. Wudiri |
Nigeria |
x |
x |
x |
x |
x |
x |
|
|
L.O. Fresdo |
Netherlands |
x |
x |
x |
x |
x |
x |
|
|
D.N. Srivastava |
India |
x |
x |
x |
x |
x |
x |
|
|
A. Kouassi |
Côte d'Ivoire |
|
|
x |
x |
x |
x |
|
|
H. Carsalade |
France |
x |
x |
x |
x |
x |
* |
* |
|
S.Z. Morris |
Liberia |
x |
x |
x |
x |
x |
x |
x |
|
B. Traore |
Mali |
x |
x |
x |
x |
x |
x |
x |
|
R. Audet |
Canada |
|
x |
x |
x |
x |
x |
x |
|
T. Takeda |
Japan |
|
|
x |
x |
x |
x |
x |
|
M. Sedogo |
Burkina Faso |
|
|
|
x |
x |
x |
x |
|
H.E. Kauffman |
USA |
|
|
|
|
|
x |
x |
|
J. Faaland |
Norway |
|
|
|
|
|
|
x |
|
A. Sawadogo |
Côte d'Ivoire |
|
|
|
|
|
|
x |
|
R.N. Keita |
Mali |
|
|
|
|
|
|
x |
|
E.R. Terry |
Sierra Leone |
o |
o |
o |
o |
o |
o |
o |
|
Total number of Board Members |
11 |
12 |
13 |
14 |
14 |
13 |
11 | |
|
* |
Chairman of the Board of Trustees |
|
o |
Director General |
The Board has been facing two problems. The first has resulted from the illness and resignation of the Chairman late in 1991. Interim arrangements were made for 1992 and the first part of 1993, but thereafter the Board may find itself with a Chairman who has relatively little experience of WARDA. The second problem derives from the fact that a number of individuals who were associated with the transformation of WARDA are reaching the end of their permitted time on the Board. This is leading to a generational change in membership. It will be particularly important to ensure that newcomers are fully briefed on the history of WARDA, and on the respective roles of management, the Board and the Council of Ministers. The Panel urges WARDA to establish more satisfactory arrangements for the orientation of new Trustees.
The Board has three subsidiary bodies: the Executive Committee, the Programme Committee and the Nominating Committee.
The most important function of the Executive Committee is to act between Board sessions. The Panel suggests that WARDA review the need to hold meetings of the Executive Committee in conjunction with sessions of the Board, since this appears to cause some duplication, with the same subject being discussed on two occasions. The Panel understands that a new formula being tried out this year should permit savings in the time of all concerned.
The Nominating Committee (and the Board) have had some difficulties coping with the relatively sweeping changes that are taking place in membership. The Panel suggests that the new Nominating Committee examine the feasibility of preparing an informal roster of suitable Board Members from inside and outside the region, in order to avoid the risk of having to search for names under pressure of time when there are difficulties in filling a vacancy.
The Programme Committee conducted a thoughtful analysis of WARDA programs in 1992, but it was based essentially on the findings of Committee members who attended the In-House Review. The Panel feels that the functions of the In-House Review and the Programme Committee should be more clearly separated, and notes that the Executive Committee has advanced a recommendation to the Board in this sense. Individual members of the Programme Committee may be invited to attend the In-House Review, a practice that is widely followed in the CGIAR System, but the formal Programme Committee examination of WARDA activities should be conducted separately.
The Director General of WARDA, Dr. Eugene Terry, has shown remarkable qualities of leadership and has succeeded, in a short period of time and with the support of the very competent management team he recruited, to mould a new organization whose culture is one of openness, hard work and commitment to the Institution's success. Those who knew the old WARDA find staff in the present organization more motivated. Objectives are clearer, communications are better and there is, therefore, a much better understanding of what the Association is trying to achieve. Managers are generally found to be open and to encourage initiative.
Many, especially the internationally recruited staff, came to WARDA knowing full well the problems and reputation of the old WARDA but they were attracted by the challenge, by the quality of the new management team, by what some described as pioneering work and by the possibility of having a real impact. Overall, staff seem indeed pleased with interesting and challenging work and they are proud to be part of WARDA. Some claim to have turned down other jobs since they joined the Association.
It is significant how strongly WARDA staff feel about their organization and that, despite the difficult financial situation the Association is in, they would still encourage professional friends and colleagues to apply to WARDA vacancies (...but, as one staff member put it, "only if they are willing to work hard"!).
Also symptomatic of a positive organizational environment were the reactions of staff when asked about the one thing they would like changed in WARDA if their wish could be granted. Typical wishes called, for example, for the increase of WARDA's financial and human resources so that it can implement its programmes, i.e., wishes which would allow the Institution to do a better job rather than wishes which would directly benefit the respondent.
These traits of the organization's culture could be found in the out-stations as well as at Headquarters. The Panel also noted the good relationships between local and international staff, between research and administrative staff and between out-posted and Headquarters staff.
Also characteristic of WARDA's culture is its approach to dealing with the NARS, involving them in priority setting, project design, etc., in short treating them as full partners. Since this is highlighted in other parts of this report it need not be elaborated further here.
WARDA is a French-English bilingual organization and this has been an important factor in the effectiveness of its relations with the NARS. The Panel feels that, in practice, most scientists and senior staff have a reasonable degree of fluency in both languages but it nevertheless suggests that WARDA continue its efforts in this respect and ensure that all new staff have the required fluency.
WARDA's organizational structure (Chapter 1 - Figure 1.2) is straightforward with three divisions of very uneven size: Research (195 staff), Training and Communications (13 staff) and Administration and Finance (39 staff). Despite the imbalance in size between the divisions, the organization in three divisions is appropriate given WARDA's role and mandate.
In the Research Division, because there is only one Headquarters-based programme (continuum) and there will soon be only one out-station programme (Sahel), the Panel considered whether there is still a need for a Continuum Programme Leader in addition to the Research Director, both based at Headquarters. Considering the role of the Director of Research in dealing with the NARS, the CGIAR Centres and other cooperating research organizations, and considering WARDA's own approach and the Panel's recommendations for further cooperation with other research institutions, the Panel concluded that, indeed, both positions are needed at the present time.
Following the recent departure of the Director of Administration and Finance (DAF), and in view of its funding difficulties, WARDA is considering abolishing the position of DAF and having the Financial Controller position (as head of the finance function) and a new international position of Head of Administration report directly to the Director General. While some savings would thus be achieved, the Panel is concerned that this move could result in the Director General having to spend a disproportionate amount of time on administrative and personnel matters, especially since both the DAF and the Personnel Officer will have left. The Panel is also concerned that the abolition of the DAF position could be a risky economy measure which might affect donor confidence.
There is no right or wrong organizational structure and almost any structure can be made to work with the right people. The Panel also recognizes that WARDA has had trouble finding suitable candidates for the position of DAF, and needs to quickly appoint someone to head the administrative function. Nevertheless, the Panel urges WARDA to continue searching for a suitable person to fill the position of DAF.
Various committees exist in WARDA to supplement the established organizational structure. Organization-wide, the major committees are the Executive Management Committee, the Estates Committee and the Programme Management Committee. While time consuming, the committees allow information-sharing and consensus-building and result in better ownership of the major decisions taken. The membership, terms of reference and procedures governing the operation of each committee are stated in writing thus avoiding any ambiguity with respect to role and participation.
3.4.1. Overview
3.4.2. Planning
3.4.3. Management and Review
Many of the details of research planning and management are contained in the discussion of programmes in Chapter 2. Thus, this section relates primarily to the process.
The new WARDA has been active for too short a time to provide a full assessment of the resource planning, management and review processes. Current scientific staff have been in place only since 1990 and the full complement has been available for even less time. Furthermore, the WARDA approach (appropriately) has been to dedicate initial research effort primarily to characterization studies and State-of-the-Art papers. This will enable scientists and others to have comprehensive documentation of the region and existing knowledge pertaining thereto before engaging in priority setting and design of research projects. Thus, specific results from scientific investigations by the new WARDA are limited. Nevertheless, enough is known from the first, and especially the draft of the second, MTP and from discussions with administrators and scientists to garner appreciation of the processes being followed.
The new WARDA is an international research centre that has evolved and still remains a regional intergovernmental association with a single-commodity mandate. The focus for research planning may appear to be relatively simple. However, the diversity of farming systems and agro-ecosystems encompassed by WARDA's area of concern make the task much more complex than a superficial view would suggest. WARDA, wisely, has attempted to develop an ordered simplicity out of this diversity as it defines its programmes and, thus, its research projects.
First, it has elected to concentrate (from the standpoint of numbers of farms and production potential) on what it considers to be the three most important rice growing environments in West Africa: the upland/inland swamp continuum, the Sahel and the mangrove swamps.
Second, it has determined that primary attention will be given to increasing the sustainable production of rice while improving the welfare of resource-poor farm families engaged in rice-based farming systems. This decision accepts the belief that focusing solely on rice production is unlikely to yield results that are optimal from the standpoint of farmers, the environment or the societies of the Member States.
Third, it has accepted as an institutional ethic a commitment to work in close association with the NARS and other research organizations. This is done to:
· maximize the output from limited resources available for rice research in the region, by supplementing the research talent in WARDA and catalyzing the planning of regional research to achieve a more efficient allocation of research effort among NARS;· provide greater assurance that new knowledge will be applied by farmers, governments and others in the region to achieve WARDA's overall objectives; and
· enhance over time the capability of the NARS to perform independent rice research.
The above considerations along with a realistic assessment of resource availability have led to an organizational arrangement that significantly affects the research planning and management processes. WARDA has determined that the research effort will be effected through extensive reliance on a task force approach. This means that scientists from WARDA, the NARS of the region and other research centres will collaborate in:
· setting research priorities,· designing and evaluating research projects, and
· assigning to individual scientists specific activities intended to achieve agreed upon objectives.
Under the task force arrangement scientists from other organizations are more than just cooperators. They become full partners in the research endeavour.
In addition to the organization of much of its research through task forces, WARDA extends its vision as an 'open centre' even further by ensuring that collaborating scientists whose research objectives are compatible with WARDA's, not only will be welcomed, but will be encouraged to participate at a WARDA location. This further extends WARDA's limited resource base and provides the individual and organizational benefits that derive from interaction among scientists with varying specializations, training and background.
Research planning has been guided by the belief that characterization is generally an essential first step. Next, attempts are made to identify and prioritize constraints to increased rice production and improved income for the farm family. Consideration of these matters by task forces, by individual WARDA scientists and by management then leads to definition and prioritization of projects and sub-projects to be pursued within each programme category.
The results of this planning process for the period 1994-98 are summarized in the draft of the second MTP. Tables identifying projects and sub-projects for each programme are included (see i.e., Tables 2.3 and 2.4). The number of core scientists, adjunct scientists, centre-based collaborating scientists, and external collaborators expected to participate are listed by specialization for each project and sub-project.
Objectives for each sub-project are explicitly stated. It should be noted that although projects and sub-projects are almost always interdisciplinary in context, the responsibility for implementation of activities within sub-projects is most frequently assigned to individual scientists.
For each programme the new knowledge to be attained within expected timetables is identified as are anticipated production achievements in terms of potential yield and total production increases. In pursuing characterization studies WARDA has seen that a base against which to judge future accomplishments is available. It also has done some interesting work on assessing the impact of past research in studies such as those conducted of the Mangrove Swamp Programme.
The hierarchy used in planning the priorities and goals of WARDA's research - programme, projects, sub-projects and activities - also guides the research management and review processes. Specific objectives and timetables are established at each level of the hierarchy. Programme and project leaders are held accountable for their achievement.
As is true for most research, however, management of research within WARDA is largely in the hands of the individual scientists as they pursue activities to which they have been assigned. Progress is monitored informally for the most part, through discussions between scientists and their project or sub-project leaders and colleagues. More formal monitoring is achieved through annual in-house reviews and meetings of task forces and working groups.
Although written reports for specific activities are not now required the new performance appraisal form (see Section 3.5.1) will lead to written statements of objectives and annual evaluation of achievements within the context of those objectives for each scientist.
In line with the assignment of programme accountability, financial accountability for budgets and research expenditures within WARDA is maintained at the programme level. Management plans a modification to permit expenditures within established budgets to be managed at the project level. Consideration is being given to even further decentralization to the level of the activities of individual scientists. Given the serious financial constraints facing WARDA at this time, the Panel believes it would be wise to gain experience with budgetary control by project leaders before seeking further compromise between centralized expenditure control and individual scientist flexibility.
Task forces play a major role in monitoring and assessing research progress and results. Seven task forces will be active by the end of 1993 but at this time none has progressed to the point where a definitive appraisal can be made of the task force approach. However, formal reviews that have been undertaken by task forces, management and the Board of Trustees are encouraging. Perhaps most significant is the broad range of participation that is embodied in the review process.
An annual in-house review chaired by the Director of Research and including task force members from the NARS and other research institutions permits assessment of overall progress. It also generates the information utilized in published annual reports and in reports to the Programme Committee of the Board of Trustees. The Programme Committee advises the full Board on its evaluation of research progress and accomplishments and makes recommendations regarding changes in research policy or direction.
The draft MTP for 1994-98 is remarkably explicit in terms of criteria for review of research results as measured in terms of production response. It, understandably, is less precise in establishing criteria for measuring progress on such matters as sustainability of rice production, environmental preservation and welfare improvement of resource-poor farm families in rice-based farming systems. Review criteria for these research goals will need to be developed with greater specificity as more experience is achieved.
Individuals from the NARS play a special role in the review process since they are a primary source of feedback on the impact of WARDA research in the region. Among other things this enables reassessment of areas of emphasis or priorities that could improve adaptability of research to specific locations.
Reports from the annual in-house review in 1992 and the report from the Programme Committee to the Board suggest that the in-house review system is working well and will make a useful contribution to research during the next five years.
Despite the extensive in-house review process, however, it will be impossible in a centre the size of WARDA to achieve the level of interaction among scientists within specific disciplines necessary to ensure the continuing excellence of the scientific staff. There simply is inadequate representation from each discipline to do this, even when account is taken of the disciplinary representation from the NARS and other collaborating organizations.
WARDA has recognized a variety of means to overcome this problem by increasing scientists' interaction with disciplinary peers. First, attempts are made to increase the numbers in each discipline and the balance among disciplines in WARDA research programmes through extensive collaboration with universities and other research organizations around the world. Examples of this collaboration are cited in the research programme discussions and in Section 2.5.3.
Second, WARDA encourages publication in scientific journals and has a generous policy covering the payment of page and reprint charges.
Third, WARDA subsidizes the cost of membership in professional associations and encourages its scientists to participate in professional meetings. It will pay the full cost of attendance where the individual presents a paper, chairs a meeting or is a discussant.
Finally, WARDA conducts many meetings that include scientists from other organizations. These include a regular series of open scientific seminars which includes, but is not limited to, participation by IDESSA scientists.
Insufficient time has elapsed since the arrival of the new WARDA's scientific team to permit a meaningful assessment of the progress that can result from WARDA's research organization and procedures. However, the processes are in place, the quality of scientific staff is good and a minimal number of scientists are present to offer significant promise for the future.
One issue remains to which WARDA has given some thought. There is a need to engage the services of outstanding scientists to review the WARDA situation at strategic intervals. Such peer reviews are to be directed primarily at an objective assessment of the quality of the science and the disciplinary quality of the scientists at WARDA. Review of this nature is absolutely essential if WARDA is to retain the quality of scientific talent necessary to meet the challenge it has accepted.
3.5.1. Personnel Policies and Procedures
3.5.2. Compensation
3.5.3. Career Development and Training
3.5.4. Communications and Morale
3.5.5. Turnover
3.5.6. Authority vs Accountability
3.5.7. Nationality Distribution
3.5.8. Gender Distribution
Personnel policies for internationally recruited staff were established in 1988/89 and are updated as needed with the input of an International Staff Consultative Committee established in 1991. Policies and procedures with respect to local staff have been developed, in both French and English, but still need to be formalized in a Personnel Manual and distributed to staff. For an international organization the size of WARDA, these policies and procedures seem to be adequate, especially since local labour laws apply to local staff and need not, therefore, be covered by internal procedures. They seem sufficiently complete to allow proper personnel management by WARDA and to ensure fairness in the treatment of staff. The Panel has not heard of any significant complaint in that respect. Taking into account the specificities of local law, WARDA's personnel policies and procedures apply equally to Headquarters and out-posted staff, with the exception of WARDA local staff based in IITA. These former IITA staff have a contract with WARDA, but are administered by IITA for WARDA under standard IITA conditions.
One area of weakness in the personnel area, staff performance appraisal, is in the process of being improved. A new performance appraisal form and system have been finalized in 1992 and will be fully implemented in 1993 for all staff. While some of its fine points could be discussed, it is a substantial improvement over the previous, very simplistic, approach and it should allow a better and fairer assessment of individual performance though this will depend as much on how managers and staff will use it as on the quality and completeness of the form itself. This new performance appraisal system should help clarify objectives, expectations and the criteria upon which contract renewal would be based.
WARDA's staffing policy, in addition to keeping in line with funding limitations, has also been systematic in its efforts to upgrade quality. Following the move to Bouaké, the Board of Trustees instituted a policy requiring that all international positions be filled through an internationally competitive recruitment process. This effectively declared all of these positions vacant and subjected all incumbents to competitive examination to re-occupy their position. As a result, of the 18 professionals who where on board at the time of the Headquarters move to Bouaké, only five were retained following completion of the international recruitment exercise. Of the six support staff who moved from Monrovia to Bouaké only two remained as of the beginning of 1990. Furthermore, all new staff, whether recruited internationally or locally, are first hired for a two-year fixed term contract. Local staff, by Ivorian law, become regular staff after two such contracts (i.e., after four years). Internationally recruited staff are offered a three-year fixed term contract after their initial contract. Following a major review after these first five years, they may be offered a six-year fixed-term contract for a maximum of 11 years in WARDA.
The Panel has been favourably impressed by personnel management in WARDA and would simply suggest (a) that WARDA staff based in IITA, though on different contract and conditions, be followed by the Personnel Officer as are other out-posted staff and (b) that a system be put in place to facilitate the production of staffing data.
The Panel is concerned, however, by the upcoming departure of the Personnel Officer as a result of the recent salary reductions, especially as it happens while the position of Director Administration and Finance is still unfilled, and it urges WARDA to make every effort to find a suitably qualified replacement.
Although no comparative analysis was done by the Panel, it appears from discussions with WARDA staff and management that very few, if any, potential recruits turned down jobs in WARDA because of its compensation packages.
The compensation package for local staff was designed to be above public sector level and competitive with the private sector. In 1992, WARDA management felt that eleven positions were above market rates and, as mentioned in Section 1.4.3., decided recently to reduce their remuneration through downgrading. As a result, four of the eleven persons concerned decided to leave the organization (one of them being the Personnel Officer); two were apparently planning to leave for personal reasons irrespective of this change. Other than these recent cases, the Panel heard few recriminations with respect to compensation. A modified and extended salary scale, offering more flexibility, has been introduced for local staff in Senegal and will soon be introduced for Headquarters staff as well.
The broad outline of the compensation package for the internationally recruited staff was approved by WARDA's Board in March 1988 and refined by its management team during the following year. In defining the package, WARDA took into account practices at other CGIAR Centres, practices at donor agencies with overseas operations, and local conditions. The result is a reasonable and competitive package with no apparent frill or excess. Here again, WARDA has been prudent and cautious in its approach, avoiding, for example, such costly investments as the direct provision of housing or furniture for its staff or the provision of a second (family) car for international staff.
The Panel commends WARDA for its responsible approach to compensation.
Issues of career development and training have hardly begun to emerge at WARDA because of the short tenure of the present staff. They are nevertheless important, especially for scientists, given the small size of the institution (mostly one scientist per discipline) and its remoteness. Provisions in line with those at other centres have therefore been set up to allow scientists to keep up-to-date in their discipline, i.e.,:
· periodic internal scientific seminars;· attendance by each scientist, per internal policy, at one professional conference or seminar per year at which he/she is expected to either present a paper or participate actively, for example by chairing discussion panels; so far this policy has been implemented despite limited resources;
· one year study leave after five to seven years of service with the remainder of the service to follow;
· subsidized membership in professional organizations;
· encouragement to publish and a reasonably generous financial allowance to cover publications and reprint costs;
· contacts with advanced institutions in the framework of the research programmes.
For local staff, career prospects, in terms of advancement, are limited by WARDA's size and therefore by the small number of supervisory positions available. In terms of responsibilities, however, this same situation may offer staff the opportunity for more responsible assignments than they might be given in other organizations.
Training for non-scientific staff has been raised as an issue especially since, as per local law, WARDA contributes 0.75% of its taxable wage bill to the Fonds de Développement de la Formation Professionnelle (FDFP) for training. These funds can only be recovered through the reimbursement by the FDFP of the cost of training actions undertaken. It does not seem that WARDA has yet asked for such reimbursement. While noting that WARDA makes commendable training efforts for scientists, that language training is available for Headquarters support staff, and that scientific local staff can participate in WARDA group training courses, the Panel still puts forward the following recommendation:
Recommendation 3.1.
The Panel recommends that WARDA distribute its internal training effort more evenly between its international and local staff and that the managers, at all levels, be made responsible for providing appropriate training opportunities to the staff reporting to them.
The Director of Research for scientists and the Personnel Officer for other staff, should provide support to managers in the broad design of proposed training and should monitor implementation. The Training and Communications Division could provide support in the practical organization of the required training or in the identification of appropriate trainers and training institutions.
The institutional culture being one of openness, communications within WARDA are good. Objectives are understood and shared. In those areas where communication was previously insufficient, i.e., personnel policies and the performance appraisal process, remedial action has been taken with the preparation of a personnel manual and the introduction of a new performance appraisal process and form. Relationships between locally and internationally recruited staff are good and are fostered by the organization of social and sporting activities.
Overall, the Panel found the morale of WARDA staff still high but clearly more and more affected by the uncertainties pertaining to WARDA's funding. Morale was boosted by the recent move to the new facilities in Bouaké and Saint-Louis. Most staff would still encourage professional colleagues to apply to WARDA vacancies but there is evidence that, if WARDA's long term future is not clarified and if continuity of funding is not assured, this may not last much longer. If that were to happen it would have major consequences on WARDA's staffing in that (i) present staff may resign or decide not to ask for an extension of their contracts, and (ii) it would strongly decrease WARDA's ability to hire talented individuals to replace those departing.
Given WARDA's specific circumstances, turnover rates should be looked at with circumspection especially for international staff since their number is fairly low to start with. Figures prior to the 1988 Headquarters move to Bouaké are not readily available; 1988 and 1989 were transition years when the new programme was being set up; figures for 1990 and 1991 are somewhat distorted because of the internal reorganization leading to an almost total renewal of the scientific team and to a large number of replacements among local staff as well; 1992 would more closely resemble a normal year.
In the last three years, 1990 to 1992, 19 international staff left the Association; three of them resigned (one of whom, a translator, in anticipation of her position being abolished) and 16 did not have their contract renewed. Of these 19 departures, 8 corresponded to positions being abolished and therefore only the 11 who were replaced are counted as turnover. Hence, the average turnover rate for 1990-1992 was 15.5% compared to a 1990 average rate of 16% for the CGIAR as a whole. The year-by-year rate varies widely but, for the reasons mentioned above, is not very meaningful.
The present scientific team has come on board during the second half of 1990 and the beginning of 1991. The scientists have therefore just reached or will very soon reach the end of their first two-year contract. While this would have been an opportune time to leave if they wished, it is significant that only one of them has chosen to do so, for health and family reasons.
Delegated authority in WARDA is generally perceived as in line with delegated accountability whether at Director or Programme Leader level. Delegation and accountability also seems to be adequate in the Administration and Finance area.
As Table 3.2. shows, the nationality distribution of WARDA's international staff is remarkable in that 59% of international staff on board on 31 December 1992 are from Africa (10 out of 17) while 24% (four staff) are from Europe/USA and 18% (three staff) are from Asia. By contrast, in the CGIAR System as a whole, 57% of international staff are from developed countries while 43% are from developing countries.
According to WARDA management this is not due to a specific and conscious effort to recruit scientists from African. It is the result of the best candidates being selected after an internationally competitive recruitment process against a set of specific values and criteria (e.g., substantial experience in Africa and willingness to work with the NARS in an innovative mode).
The nationality distribution shows that Ivorians constitute 41% of local staff while most of the remaining 59% are nationals from Sierra Leone, Senegal and Nigeria (respectively 24%, 11% and 11%) where WARDA has out-stations.
WARDA does not do as well on gender distribution as it does on nationality distribution. There is no female scientist and, on 31 December 1992, only one of its international staff, the translator, was a female and she has since departed, her position having been downgraded from international to local. These low figures compare with an average of 12% women among the CGIAR's internationally recruited staff and 11% among the scientific staff. In 1992 WARDA was one out of two CGIAR Centres with only one internationally recruited woman and it now probably is the only Centre without one. In 1991, its share of the CGIAR's internationally recruited female staff (0.7%) was less than one-half of its share of total CGIAR internationally recruited staff (1.9%).
Some of the reasons for this low proportion of female international staff are common to all Centres as explained in Status of Internationally-Recruited Women in the International Agricultural Research Centres of the CGIAR - CGIAR Gender Programme - Working Paper No 1 - October 1992. For example: fewer women than men have Ph.D. degrees, they are disproportionately clustered in administrative and professional support positions and those who are scientists tend to be concentrated in more junior positions while WARDA international staff are mostly scientists with Ph.D.'s and in more senior positions. Another explanation is that one of the desired criteria in the recruitment of scientists at WARDA is a substantial experience in Africa which relatively few women scientists have.
This situation arose despite an effort to recruit women in 1990 when a large number of international staff were recruited. Women then represented 2.5% of the candidates (19 out of 751) but 6.2% of the people shortlisted (4 out of 65) following a conscious effort to shortlist more women, and 7% of the people selected (one out of 14). One of the women shortlisted withdrew her candidacy for one of the scientist positions because her husband could not have found employment in Bouaké.
Table 3.2: WARDA Staff Distribution by National
|
A - INTERNATIONAL STAFF* |
B - LOCAL STAFF |
||||||||
|
|
No. |
Total |
% |
|
No. |
Total |
% |
||
|
EUROPE/NORTH AMERICA |
|
4 |
24 |
COTE D'IVOIRE |
|
95 |
41 |
||
|
|
Germany |
1 |
|
|
OTHER AFRICA |
|
133 |
58 |
|
|
USA |
3 |
|
|
|
Benin |
4 |
|
|
|
|
AFRICA |
|
10 |
59 |
Burkina Faso |
11 |
|
|
||
|
|
Côte d'Ivoire |
1 |
|
|
Gambia |
1 |
|
|
|
|
Ghana |
2 |
|
|
Ghana |
5 |
|
|
||
|
Nigeria |
2 |
|
|
Guinea |
3 |
|
|
||
|
Senegal |
3 |
|
|
Mali |
1 |
|
|
||
|
Sierra Leone |
2 |
|
|
Nigeria |
25 |
|
|
||
|
ASIA |
|
3 |
18 |
Senegal |
25 |
|
|
||
|
|
India |
3 |
|
|
Sierra Leone |
56 |
|
|
|
|
|
|
|
|
Togo |
2 |
|
|
||
|
|
|
|
|
OTHER |
|
2 |
1 |
||
|
|
|
|
|
|
France |
1 |
|
|
|
|
|
|
|
|
U.K. |
1 |
|
|
||
|
TOTAL |
|
17 |
100 |
|
|
230 |
100 |
||
*Two positions were vacant at 31 December 1992
With respect to locally recruited staff, the situation is better and the proportion of women reached 11.7% at the end of 1992. It is interesting to note, also, that in August 1992, while women represented 13% of local staff at Headquarters, they represented 23% of the corresponding wage bill which means that, on average, they were occupying better paying positions than locally recruited males. However, with the departure of the Personnel Officer, there will be no more woman in a senior position in WARDA.
WARDA's Personnel Officer felt that professional and cultural factors could, at least partially, explain the situation. WARDA's recruitment requirements for most of its positions, including secretaries, are for bilingual staff with a good knowledge of Africa and substantial professional experience. Few local women fit this profile, hence recruitment is carried nationwide in the Ivory Coast but it is not customary for men to follow their spouses and there are few opportunities in Bouaké for those husbands who do (that would be even more true for internationally recruited women).
While WARDA is highly conscious of the problem, the Panel puts forward the following recommendation:
Recommendation 3.2.
The Panel recommends that WARDA make systematic efforts to recruit qualified women, especially for senior positions.
Responsibility for financial management in WARDA has been delegated to the Director of Administration and Finance (DAF). He supervises the preparation of budgets and other financial reports and, with the assistance of the Financial Controller and other financial staff, manages the expenditure of funds in support of approved programmes. Since the departure of the DAF in August 1992, the position has been filled in an acting capacity by the controller.
Budgeting is done in a 'top-down' manner but only after extensive consultation with programme leaders and other cost - centre budget holders. Allocations to individual cost centres are made in accordance with priorities established in the Strategic and Medium-Term Plans and anticipated resource commitments from CGIAR and other sources. Following consultation with the divisional directors the annual budget is approved by the Director General for recommendation to the Board of Trustees. Once budgetary allocations have been assigned, cost centre managers determine expenditures in accordance with their budget allocation and applicable financial policies.
Expenditure reports revealing current month and year-to-date expenditures and comparisons with budget are conveyed to each cost-centre manager within about ten days after the close of each month. These reports are routinely reviewed by both the DAF and the Controller and problematic situations quickly investigated.
Members of the Panel reviewed audit reports and a few of the monthly expenditure reports. The process appears to ensure both the integrity of the budget and effective compliance with financial policies and procedures. More importantly it keeps cost-centre leaders fully informed on the status of their budgets which helps to guide them in programmatic decisions throughout the remainder of the year. Obviously, budget adjustments can be made during the year when justified, but only after thorough review by research and financial administration. The continuing effectiveness of this procedure depends greatly upon commitment of cost-centre directors to the process, and vigilance in, monthly review of reports by the Controller and DAF.
Imprest accounts allow programme leaders at remote centres such as those for the Sahel and Mangrove Programmes to have slightly greater freedom relating to purchases, travel, etc., than do cost-centre managers at M'bé. Periodic visits by the DAF and/or the Controller provide assistance to these directors and their financial officers and help to assure accountability and compliance with centre policies.
A formal accounting procedures manual was published in 1992. It records existing policies and provides useful assistance to those responsible for expenditure of funds. Similar policy manuals for other administrative activities do not exist, although a personnel manual is nearing publication and many other policies are available in written form in various administrative memoranda.
There can be little doubt that organization and procedures adopted by the new WARDA have provided for effective and efficient performance despite persistent financial pressures. Although full documentation of procedures has not been completed, those of greatest importance, accounting and personnel, have been published and disseminated. They are of high quality and appear to have been appreciated by staff who have had occasion to use them.
The generally effective financial performance of the organization is further confirmed by reports of both the external and internal auditors. No significant deficiencies have been reported by the external auditor and only relatively minor suggestions have been made for procedural improvements. This impression was confirmed by attendance of two Panel members when the external auditors (Price Waterhouse) made their report to the Board of Trustees in April 1992, and by a brief visit to the responsible auditor at his office in Abidjan in August 1992.
In his 1991 report the internal auditor made some useful suggestions for improved managerial performance. Even though, the internal auditor position was eliminated because of financial constraints, WARDA was able to obtain some service from the former auditor in 1992 through arrangements (at no cost to WARDA) with his current employer. Although elimination of the position does not appear to pose an immediate threat to overall financial accountability nor to managerial effectiveness, its restoration when financial circumstances allow appears to be warranted.
There appears to be substantial evidence that the financial policies have contributed greatly to WARDA's financial integrity and the effectiveness with which it has coped with serious financial problems in recent years. In addition, the computerized accounting system has facilitated the preparation of numerous financial reports required by donors and others.
Financial controls at out-stations should receive continuing attention although no serious problems were revealed to the Panel. Individuals at both the Sahel and Mangrove stations were particularly appreciative of visits by financial personnel from Bouaké and would welcome more frequent contacts.
The new CGIAR requirement relating to depreciation accounting for capital assets is creating serious problems for WARDA, particularly in face of current funding constraints and the recent large acquisition of capital assets. The inability to accumulate the cash reserves to fully fund the depreciation account is understandable and, in light of the limited need for replacement purchases in the near future, not threatening to short-term performance. However, this action does represent a serious long-term problem that must be resolved. The suggestion made to the Executive Committee of the Board of Trustees in August 1992, that solutions to the problem would be undertaken as soon as the current deficit for the M'bé facility is resolved, should be implemented. Regarding the depreciation account, WARDA management should be complimented for what appears to be a realistic adjustment of depreciation schedules now under consideration. Actual experience should be closely monitored during the next five to ten years, however, and adjustments made if indicated.
Other changes undertaken to adopt a balanced budget for 1993 could have negative long-term consequences if not reversed in the relatively near future. Reference is primarily to the elimination or downgrading of key administrative positions. There can be no question that administrative staff numbers and competencies present at the start of 1992 were capable of supporting a much larger research and training programme than was possible under available funding. Nevertheless, this complement of administrative staffing now appears to be near the critical minimum below which effective administrative performance could not be assured. Thus, it is essential that when increased funding becomes available, WARDA management give consideration to budgeting for restoration of administrative staff numbers, and perhaps equally or more important, staff competencies, present in the early 1992 organization.
3.7.1. Research
3.7.2. Training and Communications
3.7.3. Administration
WARDA's new administrative and research centre is located on 700 hectares of land made available by the Government of Côte d'Ivoire in the M'bé valley, 35 km North of Bouaké. The soil and water conditions are well-suited to development of experimental plots typical of the rice growing conditions found in the continuum.
Immediately upon moving into temporary facilities in the town of Bouaké planning and development of the M'bé site were begun. Although the original plans envisioned a three phase development of the main building complex it soon became apparent that a single phase programme was all that could be accomplished under current and prospective funding. Thus, the second and third phases were deferred. Planning for permanent training, library and documentation facilities (Phase II) is included in the draft second Medium-Term Plan. Funding for construction will be sought from sources other than traditional CGIAR funding sources.
Before proceeding to bids on the first phase, it became apparent that minimal programmatic requirements would likely yield a building scope that exceeded available funding by approximately $2.5 million. The WARDA Board and management elected to proceed despite the financial complications involved. The Panel believes this was a wise decision.
Bids from Phase I were received in December 1990, and the new laboratories and administrative facilities were occupied, on schedule, in early 1992. WARDA programmes have already benefitted and will benefit even more during the next five year medium-term planning period. The laboratory and administrative facilities are adequate to accommodate existing needs with sufficient flexibility to handle growth that might be anticipated at least through the second medium-term planning period.
The buildings blend nicely into the surrounding environment and are placed to serve administrative requirements, the needs of scientists whose work varies between laboratories and field plots, and to accommodate visitors to the Centre.
The Panel is concerned that full utilization of a portion of the 700 hectare farm has been delayed because of a dispute between local villagers and the Côte d'Ivoire Government. The Panel was assured that resolution is expected shortly. Nevertheless, the continuing delay is obviously of concern to WARDA management and threatens the ability to secure the entire property effectively. Unfortunately, it is not feasible for WARDA to undertake resolution of the problem; this must be done by the Government of Côte d'Ivoire. The Panel was assured, however, that the fencing to surround the undisputed portion of the property is expected to be installed within the next few months.
The laboratory and associated service facilities are well-designed to serve the needs of WARDA and visiting scientists. Furthermore, the design incorporates sufficient flexibility to enable economical adjustment as programmatic emphasis or the needs of individual scientists change.
Development of field plots has been carefully programmed to meet the needs of the research programme for the continuum. By the year 2000, WARDA will have set aside approximately 34% of its experimental land to be managed in sustainable low-input systems, 21% in areas where experimental input levels can not exceed medium-input management (level of progressive farmers) and 45% of area in sectors on which high-inputs can be applied in more classical experiment station management. The objective is to ensure that during development and subsequent experimental use WARDA does not irreversibly modify the land base throughout the farm such that typical resource poor farmer conditions cannot be accurately simulated for specific experimental purposes in well designated areas. A summary of planned land use for the year 2000 is shown in the accompanying table (Table 3.3).
The Farm Manager is knowledgeable about the requirements for field research and works effectively in meeting the needs expressed by scientists. Adequate mechanical equipment and temporary labour pools are available to meet the varied needs of researchers. Administrative costs are minimized by utilizing the farm service unit to provide for development and maintenance of all grounds at the station.
Adequate back-up electrical generating capacity exists to protect against the significant loss that could result from failure of the national network to maintain continuing electrical service. Wiring to accommodate future computer networking was included in the utility programme.
Facilities for germplasm storage are minimal for the needs of the existing programme at Bouaké. The Tripartite Agreement between IRRI, IITA and WARDA signed in 1991 envisages that the germplasm collection will be moved from Ibadan to Bouaké as soon as WARDA develops a suitable capacity. New facilities will be needed to make this possible.
Table 3.3: Summary of Land Use (ha) - Year 2000
|
LAND USE |
LAND TYPE |
|||
|
UPLAND |
VALLEY LAND |
LOWLAND (IRRIGATED) |
TOTAL LAND |
|
|
WARDA EXPERIMENTATION |
20 |
18 |
16 |
54 |
|
INGER AFRICA |
4 |
- |
8 |
12 |
|
SEED MULTIPLICATION |
3 |
- |
5 |
8 |
|
INTERNATIONAL RESEARCH CENTRES CO-OPERATION |
8 |
3 |
2 |
13 |
|
ROTATIONAL FALLOW |
56 |
52 |
21 |
129 |
|
NATURAL VEGETATION |
Soil suitable for experiments |
180 |
||
|
NATURAL VEGETATION |
Soil NOT suitable for experiments |
149 |
||
|
INFRASTRUCTURE |
Buildings, lakes, roads and drains |
155 |
||
|
TOTAL |
700 |
|||
Facilities at the Sahel and Mangrove out-stations are much less extensive than those at M'bé. At both stations, however, laboratory and field facilities are believed to be adequate. There is evidence of imaginative use of local support staff to construct or modify facilities to meet programmatic needs at minimal cost; a particularly good example is the seed storage facility at the Sahel station.
Capacity to provide effective communication with the station at Rokupr is lacking. This is less of a problem for WARDA now that the Mangrove Research Programme is being closed but it could still pose difficulties in maintaining effective WARDA involvement with the ongoing network activity.
Because of funding limitations WARDA was forced to close the training facility housed in the former WARDA Headquarters site in Bouaké. Some space has been made available for training activities at M'bé but it is totally inadequate. The Panel urges that funds be obtained to construct temporary facilities that could serve training needs until permanent facilities are available from Phase II of the capital development programme. As noted earlier, the draft second MTP contemplates planning for Phase II during 1994-98.
A comprehensive Library and Documentation Centre focusing on rice science literature in Africa has been developed and is available for WARDA and NARS scientists. Permanent facilities for the library at M'bé had to be deferred to a later stage of the capital development programme. However, the Library and Documentation Centre moved to temporary facilities at M'bé in January 1993, a move which should improve its already excellent services to the scientific staff.
An outstanding rice science literature retrieval service from the world's major agricultural databases on CD-ROM has been created and is available to serve the needs, not only of resident scientists but also those of the NARS and other research agencies throughout the region.
Central administrative functions also are located in the M'bé facility. Communications are facilitated by a microwave link to the national communications facility in Bouaké. Some training programmes can be conducted at the facility but the primary classrooms for training activities are located in the former temporary Headquarters in Bouaké.
Overall capacity for accommodating the administrative functions at M'bé is clearly adequate for the foreseeable future. Having the administrative and scientific staff in close proximity makes a positive contribution to effective performance and to staff morale.
Administrative services such as word processing, purchasing, travel and communications are provided efficiently and effectively. The Purchasing Unit appears to have done an effective job of locating reliable suppliers at better than competitive prices from local and international sources. Travel policies are well documented and assure effective use of funds expended on travel. Care should be taken to ensure that in their zeal to gain cost efficiency and accountability, administrative staff not neglect their primary obligation to meet the needs of programme scientists promptly and effectively.
Automobiles and other equipment are available for programmatic and administrative requirements. Maintenance receives careful attention and is believed to extend the useful life of such capital equipment sufficiently to justify the recent adjustment in depreciation schedules.
3.8.1. National Agricultural Research Systems (NARS)
3.8.2. CGIAR Centres and Other International Programmes
3.8.3. Advanced Institutions
WARDA has established close collaborative relationships with NARS as a cost effective mechanism of generating and transferring rice production technologies to WARDA member countries. In this respect, WARDA considers the region's rice science and technology infrastructure "as an integrated and interdependent system". Responsibilities within the system should logically be apportioned on the basis of comparative advantage of the collaborating entities. In effect, WARDA envisages that the available resources of the system should be integrated to address rice research issues.
To operationalize this clearly commendable philosophy with respect to research, WARDA initially established two advisory working groups, namely the Varietal Improvement Research Working Group, and the Crop and Resources Management Research Working Group. The Working Groups were charged with advising WARDA on activities involving collaboration with NARS. Indeed, the Task Forces were created by the respective Working Groups.
At present, WARDA has five Task Forces on the following: mangrove swamp rice improvement, upland rice improvement, lowland rice improvement, Sahel rice improvement, and integrated pest management. In addition, two other Task Forces (one for problem soils in the continuum and another on economics of rice systems) are expected to be in place by the second quarter of 1993, while another two Task Forces will be created during the second MTP to work on continuum characterization and on sustainable cropping systems. Thus, by end of the 1994-98 MTP, WARDA would have put in place nine Task Forces.
Each of these WARDA Task Forces is essentially a collaborative research network managed by a Steering Committee (chaired by a NARS scientist) comprising representatives of NARS, WARDA, and appropriate regional/international organizations. WARDA's catalytic role includes provision of small research grants to NARS (to execute responsibilities specified by the Steering Committee) and logistic support for Task Force meetings, regional trials and monitoring tours. The Steering Committee sets network priorities and assigns responsibilities to members, based on their comparative advantage.
The Panel would like to reiterate its great admiration for this innovative mechanism which is now considered very much a part of the 'WARDA model'.
Another way by which WARDA has implemented its philosophy for collaborating with NARS was the establishment of the Training Working Group in 1990. The Working Group, comprising WARDA and NARS scientists, is charged with "definition of priority directions for the training programme" and specifying how best to satisfy the training needs of NARS. The Group has facilitated easier availability of feedbacks on WARDA's training activities. WARDA's training programme has been reviewed earlier in this report (Section 2.5) and the Panel has already expressed its appreciation for the activities of the Association's training and communications activities.
Besides evaluating the mechanisms for interaction between WARDA and the NARS, the Panel has also examined the day-to-day relations between WARDA scientists and the respective national programmes of the four countries (Côte d'Ivoire, Nigeria, Senegal and Sierra Leone) in which WARDA staff are located. The Panel has already recorded its satisfaction with the smooth working relationship that exists between the staff of the Rice Research Station, Rokupr (Sierra Leone) and that of the WARDA Mangrove Programme. The Panel also found that, since its inception in 1991, the WARDA Lowland Rice Programme at Ibadan has worked harmoniously with the Nigerian Rice Programme.
The Panel understands that there have been some frictions between WARDA and Côte d'Ivoire's IDESSA, also located in Bouaké. Some misunderstandings appear to have limited the interaction between the two programmes, at least initially. While noting that there has been a considerable improvement in the relationship between WARDA and IDESSA, the Panel encourages WARDA to continue to work towards further progress. WARDA is encouraged to ensure that it continuously takes into account the viewpoint of its host NARS, especially in view of its superiority in resources.
The Panel also notes that there have been some perhaps avoidable misunderstandings over WARDA's Sahel Programme with the Institut Sénégalais de Recherches Agricoles (ISRA), although relations are very good with the Société Nationale d'Aménagement des Terres du Delta (SAED). Fortunately relations with ISRA appear to have been improving, and there is a clear recognition on both sides of a mutual interest in maintaining a cordial working relationship between scientists of the two organizations. Here again, WARDA is urged to build on the progress that has been made, sharpening its sensitivity to the viewpoint of national scientists.
WARDA fully recognizes that other international and regional research centres possess comparative advantage in certain areas/disciplines that it can exploit to complement those available in WARDA and its collaborating NARS. WARDA considers that the actual execution of such collaborative research projects could be done either at one of its stations or at the collaborating institute or at both. The identification of the institutions and the projects is a continuous process and only a brief outline of WARDA's effort in this respect is presented below.
A Memorandum of Understanding (MOU), signed in September-October 1991 by WARDA, IITA and IRRI, apportioned responsibilities for rice research in Africa up to the year 2000 among the three Centres. Under it, WARDA was assigned full responsibility for all rice breeding in West Africa while it is expected to assume responsibility for maintenance of African rice germplasm from 1995. Earlier (January 1991), CIAT, IRRI and WARDA started work on the following five collaborative projects:
(i) characterization of blast populations and population dynamics using RFLP or the DNA finger-printing technique;(ii) identification of P-efficient and Al-tolerant germplasm to determine the mechanisms of Al tolerance and P uptake;
(iii) examination of root penetration and root structures in upland rice;
(iv) expanded germplasm exchange and the exchange of a common set of indicator lines for key site identifications; and
(v) exchange of literature.
Having signed the above MOU with WARDA and IRRI, IITA generously granted WARDA permission to use its rice research infrastructural facilities (developed lowland rice experimental fields, screenhouses, laboratories, germplasm storage facilities, and offices) at its Ibadan Headquarters. This greatly facilitated the work of WARDA's lowland breeder who has been located at Ibadan since early 1991. In the same year, WARDA entered into collaboration with IITA to characterize the continuum ecosystems of West Africa; this important work has also benefitted from the contributions of two Dutch institutions, namely the Agricultural University of Wageningen and the Winand Staring Centre.
WARDA's Sahel Programme also cooperates with IRRI. Thus IRRI assisted WARDA in reconstituting irrigated rice germplasm, some of which was lost during storage in Senegal between 1986 and 1990. In addition, the Programme has obtained from IRRI germplasm with tolerance to cold and salinity. IRRI has also trained WARDA research assistants in crop modelling and in methodology for screening for tolerance to cold and salinity.
Further, WARDA is actively pursuing discussions on execution of collaborative research projects with several other international/regional centres. Thus WARDA has recently signed an agreement with CIRAD, INRA and ORSTOM by which these organizations affirmed their desire to cooperate and specified the modus operandi for their cooperation. It is under this agreement that a CIRAD plant physiologist will be posted to Bouaké to work on mechanisms of tolerance to soil moisture stress. In addition, WARDA has initiated discussion with AVRDC for the latter to locate an agronomist to work on the role of vegetables in intensified rice-based inland valley cropping systems. Finally, negotiations are in progress for ILCA to station a scientist at WARDA (Bouaké) to collaborate with WARDA and NARS scientists in developing appropriate technologies for inland valley and irrigated rice systems.
The Panel commends WARDA for its efforts in establishing these mutually rewarding centre-to-centre collaborations; consolidation of present achievements is imperative, as is initiation of new ones.
WARDA has taken purposeful steps to explore and exploit areas for fruitful collaborative research with advanced institutions/laboratories. Already, a weed scientist from the Natural Resources Institute (NRI), U.K. has started work at Bouaké to develop low-cost, integrated weed control methods, with emphasis on upland rice cropping systems. NRI will also provide a team of scientists (a pathologist, an economist and an entomologist) to study impact of weed management on the intensity and biodiversity of rice pathogens, predators and pests; the team will be based in the U.K. Furthermore NRI, in collaboration with WARDA and International Institute of Parasitology, U.K., is preparing a project on nematode diseases of rice.
Another institute based in the U.K., CAB International (CABI), will locate an entomologist in WARDA to develop and evaluate control measures for the African gall midge, in collaboration with WARDA's IPM Task Force. Work on this project is expected to commence in 1993. Meanwhile, the WARDA entomologist has been receiving assistance with identification of insect pests of rice and parasites of stem borers from the International Institute of Entomology, London (UK).
WARDA is also seeking collaboration with universities in advanced countries. The collaboration with the Agricultural University of Wageningen in characterization of continuum ecosystems has been noted above. Another example is WARDA's plan to work with the University of Hamburg (Germany) on salt tolerance; field research will be conducted in the Sahel while laboratory analysis will be done in Hamburg. Agreement has also been reached with Catholic University, Leuven (Belgium) to post a scientist to the Sahel Programme to conduct an exploratory study that will synthesize secondary information on irrigated Sahelian soils and identify major research gaps to be addressed by a more detailed, follow-up project. Among the US universities collaborating with WARDA are Louisiana State University (on redox potential and nutrient availability in lowland soils) and Washington State University; the latter will provide WARDA with blast resistant germplasm from recurrent selection and double haploids.
Also being developed are projects that will address the human health problems in lowland and irrigated rice ecosystems. In this regard, WARDA intends to collaborate with the Danish Bilharzia Institute, Copenhagen for work on schistosomiasis and with the WHO and Institute Pierre Richet, Bouaké, for work on malaria. In addition, WARDA is in potentially fruitful contact with several research institutions in Japan.
The Panel applauds WARDA for its effort in initiating all these collaborative projects with advanced laboratories/institutions. WARDA is strongly encouraged to invigorate its drive for these types of collaboration to ensure their early fruition. In addition, WARDA should spread its net even wider in order to attract more collaborative projects since it is tackling many issues that will benefit from strategic research.
The Panel notes with satisfaction that WARDA's training and communications activities have greatly benefitted from collaboration with other IARCs and international/regional organizations. For example, strong collaboration in training has been established with several CGIAR Centres (e.g., IRRI, IITA, ICRISAT and IIMI) as well as with several regional/international organizations (e.g., SAFGRAD, CTA, and African Association of Science Editors). Similarly, the communication activities have benefitted from information exchange with several institutions such as IRRI, CTA and CABI. For example, the Training and Communications Division is involved in a major collaborative effort with CTA and ECOWAS with a view to strengthening agricultural information systems and to promoting the establishment of rice science information networks in West Africa.
