The 1987 External Programme Review (EPR) made 37 recommendations, and the External Management Review (EMR) made ten. IRRI's response to the 1987 Reviews has been taken into account in appropriate sections of this Report. The Panel's assessment of the Centre's response is summarized in this Appendix, in three parts: I - Research Programmes, II - International Programmes, III - Management.
Of the 37 programme recommendations, IRRI has implemented 30 recommendations in full, and ten (recommendations 1, 7, 11, 12, 14, 18, 19, 21, 29, 35) partially; IRRI did not implement two (17, 30). With respect to the ten management recommendations, seven were implemented in full, and three (3, 8, 10) partially.
I. EPR RECOMMENDATIONS - RESEARCH PROGRAMMES
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Recommendation |
Implementation* |
Comments | |
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Organization |
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1. Organization |
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Recommendation 35a: IRRI should have a departmental organization based on major disciplines; organize its research in programmes and projects. |
FULL |
IRRI's research was reorganized into a matrix system at the beginning of 1990, as described in IRRI's Work Plan for 1990-1994. IRRI has four ecosystem-based and one cross-ecosystems programme and eight research divisions. All research activities are based on projects developed under one of the research programmes, and the allocation of funds (core, restricted core and special project) is project-based. The programme/project structure is interdisciplinary, with project staff coming from one or more research divisions. | |
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Recommendation 35c: Make programmes and projects the basis of funding. |
FULL |
In addition, working groups (such as the Pest Management Group, Biotechnology Group, Crop Modeling Group) hold regular meetings to discuss problems, research priorities, recent reports and techniques that cut across programme/project activities. | |
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Recommendation 3a: IRRI should continue inter-disciplinary approaches in addressing complex interactive problems of rice production systems. |
FULL |
The research consortia for rainfed lowland rice and upland rice are both interdisciplinary in approach and are planned, implemented, monitored and evaluated in partnership with national agricultural research systems (NARS). | |
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Recommendation 3b: Research should be conducted and financed through a project system. |
FULL |
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2. Staffing |
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Recommendation 35b. Ensure that departments have sufficient senior scientists for stimulating intellectual interaction. |
PARTIAL |
At the beginning of 1990, departments were merged into divisions to gain the desired critical mass of Internationally Recruited Staff (IRS), resulting in eight research divisions: | |
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Research Division |
Previous Departments |
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Two research divisions still do not have a critical mass of IRS: the Agricultural Engineering Division (effectively one IRS) and the Soil Microbiology Division (two IRS). The plan is to merge the Soil Microbiology and Soil and Water Sciences Division in 1993. Financial constraints do not allow for any expansion at this stage. | |
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B. Strategies for Selecting Research Priorities |
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Recommendation 2: IRRI should give more attention to the rainfed lowland environments while increasing the upstream and yield sustaining research for irrigated rice. In the less favorable deepwater and upland environments, research should continue to probe for opportunities to increase production without sacrificing long-term sustainability. |
FULL |
IRRI has strengthened applied and strategic research within its ecosystem-based programmes. More than 16% of programme resources are allotted to the Rainfed Lowland Rice Programme. In the Irrigated Programme there is emphasis on upstream research in the form of an improved plant type to raise the yield ceiling; a key thrust in yield-sustaining research is identifying the causes and possible solutions of the yield decline occurring in intensive systems. For the less favourable environments the research objectives encompass both increased production and sustainability. | |
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Recommendation 1: IRRI should be pro-active and make a more detailed analysis of the potential impact of new technology on production and sustainability of rice environments. |
PARTIAL |
IRRI, in collaboration with the Rockefeller Foundation, is engaged in country studies to collect information on ex ante analysis and research priority setting. It hosted a Research Prioritization Workshop 13-15 August 1991 to develop a methodology for setting priorities at the activity and project levels. A working paper on Research Priority Setting has been developed and a project on priority setting has been completed the Cross-Ecosystems Programme. | |
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Recommendation 5: IRRI should continue to collect and analyze information for making better estimates on technology payoff for varietal improvement and for crop management research in each rice environment, and that the Board of Trustees and the Director General reassess at intervals policy issues in relation to revised estimates, in setting priorities. |
PARTIAL |
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Recommendation 23b: Consult with appropriate national rice research leaders in IRRI's planning and priority-setting activities. |
FULL |
The national programmes participated in and contributed to IRRI's priority setting efforts and the development of its strategy and work plan. Establishment of the research consortia and the role of the consortium steering committees in setting their research agenda have reinforced cooperation and partnership between IRRI and the national systems. | |
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C. Germplasm Improvement |
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Recommendation 9: IRRI research to increase yield potential should be intensified with greater in-depth research in plant physiology, and integrated closely with genetics and plant breeding. In this regard, heterosis should also be explored in greater depth. |
FULL |
A new plant ideotype has been designed using process-based modeling with a target of increasing potential yields by up to 50%. Sensitivity analysis of the components of the ideotype has been conducted with plant models. The initial target is to raise the harvest index using non-tillering plant lines. These lines are in an advanced F4 stage. A recent major target is to maintain leaf N during grain filling through enhanced N levels in the leaves. A total of 2.65 person-years is being devoted to the new plant type project. The hybrid rice project was favorably reviewed in 1990 (see Report of the Peer Review Team on Hybrid Rice, ER-B-4). The panel identified seven areas for special emphasis, all of which are underway. | |
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Recommendation 8: IRRI's present involvement in genetic engineering and biotechnology be commended and, as needs and opportunities become apparent in the future, there should be further expansion at the expense of more routine breeding activities. |
FULL |
IRRI has increased its in-house capacity in genetic engineering and biotechnology by adding four additional IRS. The main responsibility of these staff members is tagging genes of economic importance with restriction fragment length polymorphism (RFLP) mapping. Research has been initiated to tag with RFLP markers the quantitative trait loci (QTL's) for salinity and drought tolerance, blast and bacterial blight resistance and the ability to stimulate nitrogen fixation in the rice rhizosphere. Once close linkages between RFLP markers and the QTL's are found, linked RFLP markers will be useful tools for selecting genotypes with desirable traits. One IRRI staff member shuttles between Cornell University and IRRI to ensure immediate application of new advances in this area. IRRI has regenerated plants from protoplasts of both indica and japonica rice and now has regenerated transformed plants of japonica. Collaborative linkages to work on the transformation of indica rice are being developed. IRRI expects to develop an in-house capacity for gene construct and transformation. The F1 anther culture technique was successfully used to develop donors and promising lines with better tolerance for low temperature and salinity. The genetics and mechanism of salinity tolerance have been determined, and research on mapping salinity tolerance genes by RFLP analysis has been initiated. Studies on the genetics of P and Zn efficiency are in progress. Innovative breeding techniques, such as recurrent selection, have been found suitable for developing improved varieties tolerant of complex soil problems. | |
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Recommendation 12: IRRI should continue its work on abiotic stresses with more of an upstream approach involving soil chemistry and physics, nutrition, plant physiology and genetics. |
PARTIAL |
With regard to soil stresses, IRRI has enhanced upstream approaches involving soil science, plant nutrition, physiology and genetics at IRRI. Collaborative research on salinity tolerance and tolerance for Fe toxicity has been established. Merging all soil stress research into one project within the Deepwater and Tidal Wetlands Rice Programme has strengthened multidisciplinary research on basic and strategic issues. However, in view of the staff shortages in the Soil and Water Sciences Division, IRRI has not fully implemented recommendation 12. | |
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Recommendation 7: IRRI should acquire skills to undertake more creative research towards the goal of developing disease and insect resistance that is durable and stable. A critical and continuing need is to reduce fluctuations in productivity and profitability caused by diseases and insect pests. |
PARTIAL |
Developing stable and durable resistance to pests is a major focus of IRRI's pest research and breeding efforts. Molecular analyses techniques are being used to analyze sources of resistance, including durable or quantitative resistance to blast and bacterial blight. Molecular markers also are being used to characterize populations of the blast fungus at Upland Rice Research Consortium key sites and to characterize populations of the bacterial blight pathogen and the brown planthopper, to ensure that pest strains used for screening reflect the diversity of natural populations. IRRI has also incorporated serological techniques, such as DAS-ELISA and ABC assay, into screening rice varieties for tungro resistance. These techniques are useful in differentiating the nature of resistance: varieties that are resistant to RTBV/RTSV infection, those that are resistant to RTBV/RTSV multiplication, and those that are tolerant of vectors. IRRI has induced mutation for breeding resistance to tungro as a method of determining the degree of resistance and susceptibility of promising lines to the disease under both field and laboratory conditions. Strains of Bacillus thuringiensis (Bt) that are active against two species of rice leaffolders and the yellow stemborer have been identified. Plans are to develop a transgenic rice plant that mimics the insecticidal action of the insect pathogen. | |
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Recommendation 6: IRRI should place less effort on perfecting finished varieties and give more encouragement to on-site breeding in national programmes in order to satisfy local needs, maximize genetic diversity and enable local breeders to be more successful. |
FULL |
To encourage more on-site breeding in national programmes, IRRI sends early generation materials, primarily the F2, to national programme scientists. They grow these materials under target environments. Selections for further evaluation are made jointly. New donors and breeding lines with specific traits are provided to maximize genetic diversity in national breeding programmes. Activities in the consortia are expected to also decentralize evaluation of breeding materials and shift strategic breeding activities to key sites. | |
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D. Socioeconomics |
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1. Impact Analysis of New Technologies |
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Recommendation 4: IRRI should undertake on-farm component research to improve and evaluate new technologies in the environment for which they are intended. Such research involves analysis of potential socioeconomic consequences for women and children, and for the sustainability of production systems. |
FULL |
IRRI has set up an international collaborative research project on rice research prioritization. Ex ante benefits and costs of new initiatives in rice research will be evaluated. On-farm component research evaluates new technologies in the environment for which they are intended. Diagnostic field surveys incorporate the perspectives of farmers, including those of women and children. | |
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Recommendation 19: IRRI should continue and expand as appropriate, analyses and programmes related to the impact of new technology on the role of women in rice production. |
PARTIAL |
The Women in Rice Farming Systems (WIRFS) sub-network involves collaborators in seven countries. They have tested and improved methodologies for specifying women's and men's role in agriculture and integrated that information into technology design, testing and assessment. To encourage the professional development of women scientists, IRRI initiated bi-annual awards for women in rice science. The first awards were made in 1990. | |
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Recommendation 17: IRRI should phase out its on-going macroeconomic analysis on the impact of rice technology in different regions of the world because, although excellent, it is now more appropriately undertaken by national and other international institutions. |
NO |
IRRI did not accept the recommendation to phase out impact studies. They felt that study of the impact of new rice technology in different regions should continue, to keep abreast of broader implications of technological change. IRRI, in partnership with the International Food Policy Research Institute (IFPRI) and with the support of the Japanese Government, has established an international research collaboration on Medium- and Long-Term Projections and Policy Implications of Rice Supply and Demand. The Fourth External Review Panel agrees with IRRI on this issue. | |
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2. Interdisciplinary Linkages |
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Recommendation 16: IRRI should concentrate on interdisciplinary work in socioeconomics research effort where it has a comparative advantage and which would serve the interests of rice-producing countries: resource management to generate methodologies for analyzing the economics of pest management. |
FULL |
IRRI's socioeconomics research looks at both biological and physical attributes of socioeconomic constraints to productivity. For example, IRRI is examining the effects of pesticide use on the health of farmers and developing methods to estimate the costs associated with potentially negative health effects. A monograph on the economics of pest control strategies, especially Integrated Pest Management (IPM), will be published in 1992. | |
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Recommendation 32: IRRI should consider appointing a social anthropologist to the Agricultural Economics to provide an input to any analysis of the social and economic factors influencing farming practices. |
FULL |
To initiate the study of social and economic factors influencing farming practices, a social anthropologist was appointed to the staff of the Social Sciences Division 1 January 1990. | |
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E. Soil, Water and Engineering |
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Recommendation 13: Since research on surface and floodwater hydrology lies outside the IRRI mandate, these activities should be phased out and the remaining soil-water-hydrology research should be integrated into the Soils Department removing the need for a Department of Water Management. |
FULL |
The needed research on water management and its interaction with the productivity of rice-based systems in each major rice ecosystem was prioritized in the work plan. In 1990, the relevant activities of the Water Management Department were merged into the new Soil and Water Sciences Division. IRRI collaborates with the International Irrigation Management Institute (IIMI) to address the irrigation and water management problems associated with the introduction of diversified cropping options for farms in irrigation systems designed and operated for a rice - rice cropping pattern. | |
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Recommendation 18: IRRI should continue its good work on agricultural engineering to address the needs of many Asian countries. |
PARTIAL |
Activities in agricultural engineering continue in three areas: Engineering to reduce drudgery and increase labor productivity; Engineered pest control; Post-harvest technology development. But the scale is being reduced. | |
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F. Biological Nitrogen Fixation |
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Recommendation 14: In view of the extensive research that has been undertaken on biological nitrogen fixation by Azolla, blue-green algae and other microorganisms, the work in this area should not continue beyond the completion of the existing special projects. |
PARTIAL |
IRRI does not accept fully the recommendation to discontinue work on biological nitrogen fixation. It has assembled, developed and characterized an important and valuable genetic resource. | |
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Recommendation 21: IRRI does not require a biofertilizer germplasm centre to prevent genetic erosion nor to store the small collections. |
PARTIAL |
A policy paper on "Biofertilizer Use in Rice Cultivation" prepared for the Board concluded that IRRI has achieved its major role of determining the potential and role of azolla and blue-green algae in Asian rice farming systems. Further research on these topics should be conducted by NARS. To meet NARS requirements, IRRI will maintain an active collection of azolla and blue-green algae. An appropriate institute to which to transfer the valuable germplasm collection for long-term conservation is being sought. | |
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G. Pest Management |
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Recommendation 10: IRRI should strengthen Us research on yield loss as affected by disease/pest intensity in relation to rice genotype and environment and give more attention to pathogen/pest microevolution in relation to development of resistance and deployment of different resistance genes. |
FULL |
Activities in two projects address the problem of yield loss due to pests and diseases. Several activities in irrigated rice relate to the genetic analyses of resistance to key pests, quantifying field losses caused by key pests in farmers' fields and development of field methodology to quantify pest intensity - yield loss relationships. One project in the Cross-Ecosystems Research Programmes devoted to pest-yield interactions has the following activities: (1) coupling the effects of blast and other pests to rice models, (2) insect X environment interactions and their effects on yield, (3) weed effects on rice, (4) effect of stemborers, leaffolders and brown planthoppers on rice, and (5) analysis of multipest crop losses using correspondence analysis. IRRI also collaborates on two modeling projects: Systems Analysis and Simulation in Rice Production (SARP) and the International Benchmark Sites Network for Agrotechnology Transfer (IBSNAT). Pest-crop models being developed will enable environmental-neutral loss prediction and improve understanding of the mechanisms of loss. Efforts in pest population dynamics are studying pest variability in relation to deployment of specific host genes for resistance. | |
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Recommendation 11: IRRI should vigorously pursue the goal of stabilizing pest populations below yield loss thresholds via all possible avenues. |
PARTIAL |
IRRI has used IPM to guide its research on pests since 1988. Several activities are directed at understanding the basis of yield losses in the context of action thresholds, at quantifying the impact of pests on yield at different rice growth stages and at developing simple thresholds to assist decision makers in the field. Knowledge on pest population variability is being addressed at morphological, chemical and genetic levels. Other work examines pest ecology, arthropod community structure and dynamics, and the mechanism of host plant resistance to key pests. While IRRI can generate the knowledge to stabilize pest populations below loss threshold, IRRI does not and cannot implement those strategies directly. IRRI developed a close working relationship with the FAO Inter-Country Programme on Integrated Pest Control in Rice, an implementation programme that can use this knowledge. IRRI has also initiated an IPM Network to facilitate sharing of IPM technology among national programmes. | |
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H. Farming Systems |
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Recommendation 15: The Department of Agronomy should assume responsibility for the closely related crop research currently undertaken by the Multiple Cropping Department, including agroecological and simulation modeling work. The remaining farming systems activities should only continue within the Asian Farming Systems Network, thus removing the need for a separate Department of Multiple Cropping. |
FULL |
The Multiple Cropping Department has been merged into the Agronomy, Plant Physiology and Agroecology Division. This division, including the simulation and modeling unit, will soon be housed in a new laboratory and office complex in the LTCC building. | |
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Recommendation 31: IRRI should act as a facilitator and catalyst to help the national scientists to develop effective trials and thus gain recognition for their efforts within their own national programmes. |
FULL |
To help national scientists develop effective trials, IRRI acts as a facilitator and catalyst by sponsoring monitoring tours, site visits and meetings/workshops. Within the Asian Rice Farming Systems Network (ARFSN), senior national scientists coordinate research in rice-animal, rice-fish and deepwater rice farming systems. | |
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Recommendation 30: The Asian Rice Fanning Systems Network should not expand further so that more time is available for interaction between IRRI staff and the national scientists to improve the quality of the programme. |
NO |
ARFSN continues to expand. | |
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I. Review Systems |
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Recommendation 36: 1RRI should conduct regular peer reviews for each department to achieve high scientific standards and quality research. |
FULL |
The peer reviews are guided by a list of IRRI activities that the Board of Trustees identified in 1989 as having potentials for review. A group of IRRI scientists determines the terms of reference and composition of a review team. They also summarize accomplishments of the project being reviewed. The review team itself is usually composed of three to five eminent scientists who have distinguished themselves in their fields of specialization. The team conducts the review within one week. If necessary, field visits and interactions with national scientists are arranged. Recommendations of the review panel are evaluated by a task force established to determine the applicability and feasibility of the recommendations, given the objectives of the work plan and resources of the Institute. The recommendations of the review panel and the evaluation are reported regularly to the Board. The following peer reviews have been conducted, 1990: INGER/IRGC, Women in Rice Farming Systems, Hybrid Rice, Tungro Virus, Sustainability Issues in Rice Production; and in 1991: Rice Grain Quality, Biotechnology, Training, Publications and Communication. | |
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Recommendation 23c: Encourage participation of involved national scientific leaders on a selective/rotational basis in internal programme reviews. |
FULL |
IRRI's internal review system has been in place since 1990. Policies ensure participation of national programme scientists on each review team. | |
* Full/Partial/No
II. EPR RECOMMENDATIONS - INTERNATIONAL PROGRAMMES
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Recommendation |
Implementation |
Comments |
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A. Cooperation with National Agricultural Research Systems |
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Recommendation 22: IRRI should develop strong collaboration between its scientists and capable partners in national programmes to help address priority problems of mutual interest. |
FULL |
IRRI's work plan emphasizes the development of strong collaboration between IRRI and national scientists. An important one in many way is the new concept of research consortia. Two research consortia, for rainfed lowland rice and upland rice, have been established. |
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Recommendation 23a: IRRI should facilitate the exchange of IRRI-based scientists with outreach staff and selected national scientists for periods of contractual arrangements. |
FULL |
To facilitate scientist exchange, IRRI's visiting scientists and postdoctoral fellowship programme has been modified to accommodate more national scientists. IRRI has also posted core-funded scientists away from headquarters. |
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Recommendation 25: IRRI should encourage those national agricultural systems with the appropriate capacity to take some responsibility, in partnership, to assist weaker national systems in building rice research. |
FULL |
NARS have increasingly assumed responsibility in training, networks and research consortia. In 1991, IRRI hosted a collaborative training workshop for key decision makers from selected NARS that have advanced rice-related research and training programmes, to discuss innovative opportunities to address national and regional training needs and responsibilities. A proposal has been prepared for submission to potential donors. |
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Recommendation 24: IRRI should continue to support national rice programmes and encourage direct donor support for the stronger national systems, thereby encouraging self-reliance. |
FULL |
IRRI also trains technical content experts in training methodologies through its Training and Technology Transfer Course. IRRI has trained scientists in many of the NARS that will be involved in national and regional training activities. IRRI is increasing its efforts to develop courseware (or training materials) packages to support NARS training activities. In training, additional funds are needed to help implement NARS-initiated regional training programmes. Several grant proposals for donor consideration are pending. Networks coordinated at IRRI are ecosystem-based. Two have decentralized coordination of their activities. The International Network on Soil Fertility and Sustainable Rice Farming (INSURF) has been organized into subnetworks with NARS scientists as coordinators. NARS scientists are coordinators of some ARFSN activities. The rice research consortia also expand and strengthen the research base for disadvantaged rice ecosystems by utilizing existing strengths in national programmes. The rainfed lowland rice consortium has eight key sites, one each in Bangladesh, Indonesia, Thailand, and Sri Lanka and two each in India and the Philippines. The upland rice consortium has five key sites, one each in India, Indonesia, and Thailand and two in the Philippines. IRRI provides small grants from short-term projects funded by different donors to carry out some collaborative research activities with NARS. Several donors also directly support some collaborative research activities. For example, the Swedish Agency for Research Cooperation with Developing Countries (SAREC) for the Sri Lanka - IRRI Collaborative Project consists of two funding components: one for Sri Lanka and one for IRRI. We are encouraging this pattern for other collaborative projects with national programmes. On the other hand, some donors appear to prefer direct IRRI participation in the management of funds to support rice research in national programmes, possibly reflecting confidence in IRRI's ability to efficiently and effectively use, disburse and account for funds. |
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B. International Programme Management |
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Recommendation 37a: IRRI should appoint a member of the directing staff to administer outreach programmes and to provide back-up support for outreach staff. |
FULL |
In January 1990, IRRI established the International Programmes Management Office (IPMO) headed by an IRS who reports directly to the DDG-International programmes, to coordinate technical and administrative support from IRRI to sites away from headquarters to strengthen the feedback mechanisms from outposted scientists to headquarters. |
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Recommendation 37b: Explore ways of ensuring that all outreach staff can visit headquarters regularly to interact with scientists and other colleagues. |
FULL |
To ensure regular interaction among outposted and headquarters staff, an annual meeting has been held since 1988. Outposted scientists are encouraged to visit IRRI headquarters at least two times in a year. |
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C. Germplasm Collection and Testing |
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Recommendation 20: IRRI should continue its work on the storage of germplasm with a more selective acceptance of new material into the collection (although importance should be attached to the assembling of further collections of wild rice species), include agroeco-geographical information in the passport data of accessions whenever possible, and conduct research relating to the germplasm collection. |
FULL |
To systematize the germplasm collection and storage, computer software has been developed to sort the databases for potential duplicates and to rationalize the collection. Newly received samples are carefully compared with the present collection; probable duplicates are compared in field plantings. Since 1987, we have added available information from files and library records on more than 10,000 accessions to the databases. A cultural type file that includes information from breeders is being developed. We have also helped develop core collections for evaluators and investigated methods for directed evaluation. A new species of Oryza has been described in the Botanical Journal of the Linnean Society. To date, 13 Asian countries have participated in the collection of wild relatives of rice and all known Oryza species have been collected. Since May 1987, 587 accessions of 22 wild rice species from 19 countries have been added to the germplasm collection and 411 incoming samples of wild rice are being evaluated. |
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Recommendation 33a: IRRI should review the IRTP with the aim of decreasing routine nursery screening of little relevance to national needs. |
FULL |
The International Network for Genetic Evaluation of Rice (INGER), formerly IRTP, has halved the number of nursery sets available for evaluation. This involved regionalization of testing, modularization of nurseries, preliminary hot spot screening, and increased emphasis on observational nurseries. The decision to evaluate specific nurseries rest with the NARS and nursery set distribution is based on their requests. With wide agroecological diversity and variation in biotypes and races of insects and pathogens, what is of little relevance at one location may be highly relevant at another. INGER is guided by the NARS scientists represented on its advisory committee. |
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Recommendation 33b: IRRI should review IRTP with the aim of increasing collaborative research between IRRI scientists and national scientists in projects on pathology, entomology, physiology and genetics within the IRTP framework. |
FULL |
INGER nurseries relating to different stresses are screened by pathologists, entomologists, physiologists and soil scientists from national programmes and from IRRI. Site visits or monitoring tours organized by INGER provide an important forum for interaction and collaboration among scientists. For example, during one such visit, pathologists and entomologists from IRRI and NARS exchanged information on their experiences in improving screening and scoring procedures for diseases (such as blast) and insects (such as brown planthoppers). Collaboration is underway to characterize blast populations from key INGER upland sites in Indonesia, Bangladesh, Brazil and Colombia. Other monitoring visits led to increased collaboration on cold tolerance and salt tolerance, and to identification of areas for future collaboration on insect biotypes. Another outcome was the establishment of a regional screening trial to identify suitable "boro" rice varieties |
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Recommendation 33c: IRRI should review the IRTP with the aim of considering whether IRTP staff posted in Latin America, the Caribbean, and East and West Africa could be appointed to the staff of CIAT and IITA, respectively, and thus be integrated fully into the rice teams of the institutes having responsibilities for rice research in those continents. |
FULL |
INGER staff positions in East Africa and the Caribbean were terminated in July 1989. INGER programmes in Africa and Latin America are being coordinated by IRRI Liaison Scientists on the staffs of IITA and CIAT. Their activities are fully integrated in the work plans of those institutes. INGER helps to identify research needs; follow-up requires collaboration among participating scientists. The network does not fund follow-up collaborative research. |
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D. Training |
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Recommendation 26: The training and fellowship programmes should be shaped to take into account the expansion of national educational training facilities of the national systems. To this end, greater emphasis should be given to PhD's. IRRI's training programme should move upstream, and, therefore, some programmes should be dropped and national institutions encouraged to take the responsibility for others. |
FULL |
In 1987 there were approximately equal numbers of MS and PhD scholars. By 1991 there were more than twice as many PhD scholars as there were MS ones. IRRI is developing more specialized upstream courses dealing with the application of new knowledge in biotechnology and environmental sustainability in different rice ecosystems. Some short-term training courses have been dropped. IRRI is moving away from an emphasis on applied production courses and is developing mechanisms to decentralize these to selected NARS. |
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Recommendation 27: Every effort should be made to maintain the highest calibre of fellows; to the extent possible encouragement should be given to those postdoctoral candidates who have thesis work in first-class universities. Fellowship selections should be made with a view to bringing fresh ideas to IRRI and sustaining vigor and dynamism of the Institute. |
FULL |
Efforts have been made to recruit well trained postdoctoral research fellows, particularly in such fields as biotechnology, geographic information systems and global warming. |
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Recommendation 28: IRRI should be more assertive about screening applications for its fellowship programmes; it should use its right to veto applications judiciously. |
FULL |
The IRRI Training Policies and Guidelines, approved by the Board of Trustees in 1990, includes selection criteria. In NARS where an IRRI liaison or representative scientist is posted, applications for training programmes are initially screened before forwarding those qualified to IRRI. IRRI senior scientists with the relevant disciplinary expertise screen applications against criteria established in the policies and guidelines document. The IRRI committee on MS, PhD and nondegree scholarships makes the final determination as to the suitability of candidates against the funding available. |
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Recommendation 29: IRRI should review the burden carried by senior scientists in their capabilities as researchers and educators to ensure that they are in a position to fulfill their functions adequately. |
PARTIAL |
Guidelines specifying that "each IRS is allowed to have no more than four MS/PhD advisers" have been adopted. Still remaining to be addressed is the reality that the resource persons (many of them IRS) often request a rescheduling of their lecture(s) (which affects the sequence of topics) or send poorly prepared last minute substitutes. IRRI is trying to address this by adding a component to the PAR form for NRS and IRS evaluation. |
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E. IRRI's Role Outside Asia |
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Recommendation 34: IRRI should concentrate its research and training in Asia and that it should only work elsewhere at the request of and in collaboration with CGIAR centres that have regional or continental responsibilities for rice. |
FULL |
Except for INGER activities in Africa and Latin America and the Madagascar-IRRI and Egypt-IRRI collaborative projects, IRRI has negligible research activities outside Asia. Plans for collaborative research in upland rice were developed at a January 1991 meeting of CIAT, WARDA and IRRI scientists. A tripartite agreement among IRRI, IITA and WARDA clarifying the division of responsibilities in Africa was signed in 1991. It gives IRRI the responsibility for developing a regional rice research programme in Eastern, Central and Southern Africa (ECSA), with emphasis on irrigated and rainfed lowland rice. The ECSA region is outside WARDA's mandate. Current allocations of responsibilities are being discussed by the Inter-Centre Rice Review Panel. From 1987 to 1991, more than 80% of the degree scholars trained at IRRI were from Asia. Trainees for short-term programmes from Asia ranged from 77% to about 95%. African and Latin American nominees for training at IRRI are selected after consultation with IITA, WARDA and CIAT. |
III. EMR RECOMMENDATIONS - MANAGEMENT
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A. IRRI's Legal Status and Governance |
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Recommendation 2: IRRI's Board elevate management considerations to a par with programme matters. |
FULL |
IRRI's Board of Trustees immediately created a Management Committee as a new standing committee of the Board, in addition to the Executive, Programme, Audit and Nominating committees in existence at the time. Membership on the Management Committee included the members of the Executive and Audit Committees. Arrangements were made for the participation of other Trustees and of adjunct consultants, as appropriate. A major result of the new Committee was to significantly increase the constructive attention given by the Board to human resources, finance and budget, and administrative issues. The major item on the agenda of the Management Committee's first meeting in August 1987 was action on External Management Review recommendations. In February 1989, the Board of Trustees combined two standing committees - Management and Executive - into one Executive Committee with five members. The rationale was that: - A major function of the Management Committee had been to respond to the recommendations of the External Management Review. By 1989, the majority of the recommendations had been implemented and the Director General had installed a monitoring system for follow-up, with regular progress reports to the Board. - It was difficult to differentiate the responsibilities of the Management and the Executive Comittees and to plan independent agenda. In September 1989, the Board created the Finance and Administration Committee to address policy issues related to human resources, finance and budgets, renovation and construction, and other administrative matters. In 1990, the IRRI By-laws were revised. The statement naming the Director General an ex-officio member of the Board and of all its standing committees was rewritten to read: "The Director General shall be an ex-officio member of the Board without voting rights and of all standing committees of the Board except the Audit Committee. Since 1987, the Board has emphasized electing some trustees with professional competence in economics, management and finance. In 1988, Dr. W. P. Falcon, Director of the Food Research Institute, Stanford University, USA, was elected a Trustee. In 1989, Dr. M. Yunus, Managing Director of Grameen Bank, Bangladesh, was elected. They are still serving on the Board: Dr. Falcon has been Chair since 1989, Dr. Yunus is currently chairing the Finance and Administration Committee. The Institute created a Liaison, Coordination and Planning Unit (LCPU) in 1990. One of its major responsibilities is to provide staff support to Board-related activities. Board procedures, including preparation of minutes and papers for discussion and approval, have been systematized. Supporting documentation is sent to Trustees 3-4 weeks before each Board meeting. The Deputy Directors General for Research and International Programmes serve as resource persons to the Board Programme Committee, the head of LCPU serves as secretary to the Nominating and the Finance and Administration Committees, and the Secretary to the Board serves as secretary to the Audit Committee. Board of Trustees relationships with IRRI staff have been strengthened by a newly-initiated review process. It includes reports to the Programme Committee of the Board at each semi-annual meeting. Staff members present reports of their work during those sessions. In addition, a staff seminar on key programme activities is held on the last day of each Board meeting, poster sessions with associated staff present to explain the issues are occasionally presented and visits of Trustees to experimental fields and laboratories are frequently organized. The practice of the Chair reporting to staff following each Board meeting has been continued. |
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B. Programme Planning and Review |
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Recommendation 1: IRRI consider the draft report of the Strategic Planning Committee only as initial input to the formulation of its long-term strategy. |
FULL |
In 1988, the Institute initiated an extensive review of its planning process and focus. The result was the formulation of a long-term strategic plan that had input from a wide cross-section of concerned parties. Its development involved the following activities: |
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Recommendation 9: IRRI review its short-term planning and review processes in the light of its strategic plan and the medium-term programme and budget review mechanisms initiated at the system level. |
FULL |
· Establishment of the IRRI Strategic Planning Group composed of IRRI staff, with an outside professional writer as resource person. The Strategic Planning Group received guidance and advice from the Director General on a regular basis and worked closely with him throughout the process. · Naming of working task forces of staff to assemble specific materials and review aspects of the plan as it developed. · Convening of several consultation panels involving world-renowned scientists, national agricultural research scientists, collaborators and administrators, host country scientists and representatives of non-governmental organizations with whom the Institute works, to provide strong, in-depth reviews of the draft plan. · Periodic consultation with the Board of Trustees and the Technical Advisory Committee (TAC) of the CGIAR. The IRRI Strategy takes a long-term view and specifies clearly the Institute's clients, goals, objectives, policies and priorities, programme thrusts and modes of collaboration, with the associated rationale. The strategic plan IRRI Toward 2000 and Beyond was approved by IRRI Board of Trustees, TAC, and CGIAR in May 1989. On the basis of that plan, the Institute shifted toward medium-term planning. Working groups of internationally recruited staff (IRS) and nationally recruited staff (NRS) were involved. Periodic consultation with the Board of Trustees and some key national agricultural research system (NARS) partners took place. The Work Plan for 1990-1994 was approved by TAC and the CGIAR Secretariat in October 1989. Yearly reviews of programme implementation are conducted by the Board of Trustees Programme Committee. Financial discipline is maintained through annual budget reviews with programme leaders and division/centre/unit heads and through internal and external audits. Strategically-oriented internal programme reviews had been conducted annually. In 1990, peer reviews were initiated, to add another dimension to the validating process. The peer reviews scrutinize the status of programmes/projects, constraints, opportunities and challenges, and suggestions to further refine and improve operations. Each year, topics are identified for in-depth peer review. A task force composed of IRRI scientists develops the terms of reference for each topic. Experts representing research, education and industry, and occasionally donor agencies, constitute each Review Panel. The panels are interdisciplinary and participation by national agricultural research system scientists is ensured. IRRI has developed and is implementing a comprehensive master plan for space allocation that involves the rehabilitation of existing facilities. |
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C. Organizational Structure |
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Recommendation 5: IRRI devise and implement a fair and equitable scheme for staffing the organization structure that emerges from the strategic planning process. |
FULL |
The Institute's organizational structure has been reviewed and revised, based on the new Strategy. The main features of the new organizational structure are: · In addition to the Director General, top management includes three Deputy Directors General-one for research, one for international programmes and one for finance and administration. Units and functions are clearly assigned to a particular DDG office. · A matrix management structure has been adopted for research. It aims to retain disciplinary strength, provided by the eight research divisions, and enhance multidisciplinary approaches with ecosystems focus and strategic/upstream research emphasis, through the five research programmes. · Support services are centralized, as illustrated by the Central Research Farm and the Analytical Service Laboratory and Pesticide Residue Laboratory. Support activities in Finance and Administration have been regrouped and streamlined. · Some support services (e.g., some aspects of food and housing, and security) are contracted to outside agencies. A critical evaluation of the advantages and disadvantages of contracting has been made. Those that show merit (such as security services) have been fully or partially contracted. Others have been found to be more efficiently handled in-house. · The organization has been made more lean. The total NRS work force has been reduced from 2,300 in December 1987 to 1,518 in December 1991. Through the Special Separation Programme and by not filling vacancies, IRRI abolished 728 positions. · On the IRS side, 41 IRS (core and special funding) left the Institute 1988 through 1991, 46 new IRS were hired. · New IRS personnel policies and guidelines were developed. The major change introduced fixed-term contracts, with clear indication that the Institute does not offer tenure. |
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D. Management of Research |
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Recommendation 4: IRRI consider the adoption of a project planning and management system with the aim of increasing the challenges, responsibilities and accountability of individual scientists. |
FULL |
IRRI adapted the Logical Framework for Planning Agricultural Research Programmes, used by several development agencies, in developing its five-year work plan. The approach is outlined in Schubert et. al. (IRRI 1991). The procedure resulted in clearly defined projects and linkages. Each project has a set of activities, leading to an objective based on constraints identified for a given rice ecosystem. Scientists are assigned to specific tasks in one or more projects. The project structure for each project has clearly defined objectives, inputs and expected outputs, and a specified time frame. Project-based budgeting, accounting and reporting systems for financial planning and monitoring and for controlling expenditures were later expanded to provide budget and expenditures by individual scientists. A project-based management system supports the matrix structure. Roles and responsibilities of project coordinators, programme leaders and division heads are clearly defined. The DDG-Research has overall responsibility for research direction and priorities, to ensure adherence to the strategy and work plan. The programme leader coordinates activities and budgets of all projects in a programme, to achieve the expected outputs outlined in the work plan. Division heads oversee staff support and scientific rigor in programme/project activities. Both programme leaders and division heads have joint responsibility for evaluating the performance of an IRS, with final evaluation done by the DDG concerned. IRRI's budget involves three major components: Personnel Services (salaries, benefits and allowances). General Operating Costs (field supplies, field labor, travel, etc.) and Capital (renovations, construction and equipment). The budgeting process is initiated at the project level. Each project coordinator determines resource requirements (human and financial) using predetermined parameters, planning figures and planning forms. Scientists allocate their time to projects in consultation with the project coordinators. |
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E. Human Resource Management |
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Recommendation 3: The Board and the incoming Director General give early and close attention to reforming IRRI's human resource management function. |
PARTIAL |
The Personnel and Legal Department (PLD) has been split in two: personnel was formed into the new Human Resources Department (HRD). HRD has been effective in developing job specifications, conducting salary surveys, preparing the NRS personnel manual and, especially, planning and implementing the Special Separation Programme. While the Centre has made major improvements, some challenges still remain as they affect NRS HRD. As part of the continuing process of upgrading the effectiveness of the HRD, an external review of its mission, goals and achievement has been undertaken. Personnel management has been and continues to be particularly challenging, and management hopes to fill the current vacancy of HRD Manager soon, with a person skilled in communication, human resource development, counseling and planning.* The Institute undertook an extensive analysis of the compensation system applicable to NRS in 1988. An external agency conducted a job evaluation study and wrote position descriptions. Those position descriptions were refined and have been used in developing an Institute-wide staffing table. This was particularly useful as job content changed and responsibilities increased following staff reduction in 1989. Job descriptions are updated periodically. Periodic reviews of the NRS salary structure are conducted and adjustments made as appropriate. IRRI participates in a number of salary surveys to assist this process. The Institute also has developed guidelines for NRS salary administration. While IRRI is struggling to reduce personnel costs, competition in national and international private sector for skilled employees is accelerating. Since 1987, considerable effort has been made to enhance training opportunities for all IRRI staff. For economic reasons, the Institute is retraining current staff wherever possible rather than recruiting new staff, and NRS are encouraged to participate in specialized training within the Philippines and abroad. The total number of NRS participating in training and total person-days in training, for the period 1988-1991 are shown below. These retraining efforts are linked with special efforts to familiarize new staff with the Institute. |
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Year |
NRS person-days |
NRS participants(number) |
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1988 |
372 |
93 |
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1989 |
1306 |
460 |
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1990 |
1901 |
835 |
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1991 |
309 |
176 |
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To help them understand their new work environment and the work of IRRI, new NRS participate in an orientation programme. Quarterly briefings given by the Deputy Directors General for Research and Finance and Administration, by Visitors Services and by the Human Resources Department cover such matters as personnel policies, employee services, and Institure facilities. An outside consultant has been working with IRRI to develop a Performance Management System training course to assist staff in developing problem-solving, objective-setting and planning skills. Complementing this is a Performance Appraisal training programme to assist NRS in receiving and providing feedback on individual performance. Participants' reaction to these programmes was not at the level desired and alternative ways to make such training more effective are being examined. The final draft of the updated NRS Personnel Policies and Guidelines Manual was reviewed by the Board of Trustees in April 1992. Major efforts to improve the management skills of IRS also are underway. Two groups participated in CGIAR management skills courses in 1989 and 1990, and in-house course involved about 20 IRS in 1991. The feedback thus far has been positive and training of this type seems to be improving basic management expertise across the Institute. A cross-cultural sensitivity programme for IRS and spouses is being initiated. Informal familiarization with the Philippine culture, especially of new staff, will ultimately have a positive effect on staff performance. IRS have participated since 1989 in a management by objectives performance appraisal. The process has been refined each year and appears to largely meet the need to objectively assess research output and at the same time provide staff with constructive feedback. IRS compensation is monitored regularly to insure internal equity. Salary ranges also are adjusted annually. |
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Recommendation 10: Personnel policies concerning outposted scientists be brought more closely into line with those that apply to headquarters-based staff. |
PARTIAL |
An IRS Policies and Procedures document was prepared in 1989 and updated in 1991. This compilation of policies and entitlements has been well received. While some refinements need to be made, outposted staff indicated in September 1991 that the policy framework essentially meets their needs. Several areas related to housing rental costs and outpost differentials are being reexamined now to determine needed changes. The IRS policy paper applies in principle to all IRS, irrespective of their contract status (core or special funding). |
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F. Financial Management |
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Recommendation 6: IRRI - study the implications of its heavy dependence on restricted funding (restricted core plus special projects) on future programme flexibility - reform the organization and staffing of the Accounting Department to enable it to carry out future responsibilities efficiently, and - place high priority on computerization and the formalization of financial systems and procedures. |
FULL |
Significant economic and political changes over the last four years have influenced the CGIAR and IRRI. Dependency on special funding will continue to be a necessity. IRRI has been successful in generating special project funds for a number of research projects it judges to be of high priority. With the adoption of a project-based management system, restricted funding can be used to support projects and activities within the approved work plan. This gives the Institute better control over the balance of resources allocated among projects and increased ability to assess the implications of funding on research plans. The extraordinary costs of the Special Separation Programme (above $2 million) and $3.7 million of the $15.6 million building rehabilitation programme had to come from core funds. Without special project funding, the latter programme would have been impossible. IRRI management has significantly strengthened and improved the Finance Department and the Institute's approach to financial management. Key steps included: · Introducing new financial control systems that provide better control of the balance of resources allocated among projects and better assessment of the implications of funding on research direction. · Completely reorganizing the Finance Department, with trained personnel equipped to serve the new project-based management system. · Bringing the Institute accounting practices into conformity with CGIAR accounting guidelines. · Developing comprehensive operating and procedures manuals for each section within the Finance Department. · Establishing a Materials Planning and Control section within Materials Management. The Property and Assets section also monitors and records inventory movement. With these in place inventory control and movement are receiving closer scrutiny. · Refocusing financial planning and budgeting to support the new project-based management system. · Strengthening Internal Audit with increased staff and upgrading of positions to reflect responsibilities. The Internal Audit Manager reports directly to the Director General and meets with the Audit Committee of the Board semi-annually. Computerization of financial management followed acquisition of a mainframe-based integrated financial and administrative software package that responds to requirements in Purchasing, Inventory Control, Accounts Payable, Payroll, General Ledger and Personnel. In addition, a project-based accounting system enables prompt submission of monthly reports on expenditures to project coordinators. Division/centre/unit heads, programme leaders and DDGs receive overall financial statements against budget figures. The Finance Department was reorganized in 1987, with the creation of four distinct sections: General Accounting, Cash Management, Budget, Financial Systems. Each Section is headed by an experienced and qualified manager, with an appropriate number of internal supervisors supported by accountants. A manual on the organization and functional responsibilities of the Finance Department produced in 1987 has been revised to include a new organizational structure and job descriptions. |
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G. General Administration |
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Recommendation 8: IRRI help staff at all levels understand more clearly what the Institute administrative policies are and how they are implemented. |
PARTIAL |
To improve communication to staff about IRRI's policies, an Administrative Handbook collating operating procedures by function was developed. Given its extensive coverage, a simplified employee handbook highlighting policies with cross reference to the Administrative Handbook is being developed. Staff are now better informed of IRRI policies and the standards to which they will be held. Broad dissemination of IRRI policies provides a basis for dealing more severely with instances of theft, corruption or impropriety. IRRI's efforts to retrain IRS, especially in-house, have helped enhance understanding among staff across the Institute. The recent appointment of the Director for Administration from the scientific staff is another effort to improve the Orientation of IRRI support units to their clients. Still needed are further continuing efforts to make administrative practices and policies transparent, and better understood. |
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H. Information Management |
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Recommendation 7: IRRI give high priority to bringing a new computer centre manager on board and, with his/her help, move with dispatch toward effective computerization of administration and research operations. |
FULL |
The Institute filled the position of Computer Manager in 1987. Since then, Computer Services have · Installed a relational data-base management system (Oracle) on a new hardware platform (Digital VAX). · Dedicated two mainframe computers (IBM and VAX) to support the needs of research and administration. · Made statistical analyses packages available to research staff using personal computers. · Acquired state-of-the-art databases for the Library to use in retrieving non-rice information. The major application that has been transferred to the VAX/Oracle platform is the Germplasm Bank database. A complete query system was developed together with utilities for data maintenance and reporting and a comprehensive user manual has been developed. Other systems that have been developed include the Rice Virus Data Base, the Physiology Data Base, the IRRI mailing list data base and the Centralized Farm Management system. Scientists access these databases through a Local Area Network (LAN). Currently, scientists in the Laboratory, Training and Conference Centre (LTCC), Nyle C. Brady Laboratory (NCBL), Chandler Hall and Biofertilizer buildings can connect their personal computers to the LAN; plans are to have all major buildings in the Institute connected by the end of 1992. An added advantage of the LAN is that IRRI researchers can draw upon people and information resources outside IRRI by means of the Institute's connection to a Wide Area Network (WAN). |
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* Pending the final selection of an HRD manager, an interim manager has been appointed.
