Chapter 4 - Research Programmes
Recommendation 1
The Panel recommends that the Rainfed Lowland, Rainfed Upland and Flood-prone Programmes be combined into a single Rainfed Rice Programme, in which related lines of work can be brought together, emphasizing those where prospects for success are greatest.
We agree with the Panel's recommendation to combine into one Rainfed Program the three Programs that deal with rainfed rice. This will have main benefits of streamlining the management of IRRI research with one Program Leader for the three rainfed ecosystems.
However, we do not agree fully with the Panel's view on the opportunities to merge ongoing activities. Rather, we believe that each ecosystem should retain specialized groups of scientists at the Project Level for each of the rainfed ecosystems.
This is necessary for two reasons. One is related to our partnership with National Agricultural Research Systems (NARS); the other is related to the difference in the biophysical constraints that are unique to each ecosystem. Most NARS in Asia have recognized the need for specific programs to target each of the rainfed rice ecosytems. They have established their own research stations and programs for these ecosystems, and are members of the ecosystem-specific research Consortia. Thus, it is important that IRRI maintain a specialized group of scientists that can respond to specific needs and support the NARS.
The careful characterization of the rainfed systems into upland, rainfed lowland, and flood-prone is done to recognize the different adaptive processes of the rice plant for these important ecosystems and to target the science for impact at the local level. For example, rice growing in the uplands requires improvement in the mechanisms for the exploitation of water and nutrients under aerobic soil conditions. In this, it is the same as any other crop. But rice in the rainfed lowlands needs to exploit the soil for these elements under both puddled soil conditions with excess water and under water deficits in the same cycle. Thus, the basic mechanisms for rice adaptation to the uplands and the lowlands are very different. And even in the flood-prone ecosystem where rice is grown under conditions more similar to the rainfed lowlands, rice must adapt to excesses in water levels that are not found in the rainfed lowlands. We will examine the limited opportunities for streamlining the projects while maintaining the focus on the specific adaptive processes that are required for each of the ecosystems.
Recommendation 2
The Panel recommends that the research staffing in the Irrigated Rice Programme be reassessed with the aim of filling key positions, including an IRS agronomist with wide experience and certain skilled support staff in critical areas of work.
We agree fully with the Panel's recommendation and we plan to recruit an agronomist who can integrate the various new approaches for rice production in the Irrigated rice system.
The Panel recognized the important advances in new approaches for rice production. The yield frontier is being raised through conventional breeding with yield gains of 1.0% per year, through tropical hybrids with yield increases of 10-15%, and through the potential opportunity from the non-conventional and new approach of the New Plant Type. They also noted the increased efforts on integrated weed management - an important component for direct seeded rice. Moreover, direct seeding of rice, driven by changes in the cost and availability of labor, can also reduce water use - an issue of importance raised by the Panel. Thus, it is timely that the Panel has recommended the hiring of an agronomist with a capability to integrate these components into new technologies for the well-watered rice systems.
Chapter 5 - Research Divisions and Services
Recommendation 3
The Panel recommends that IRRI evaluate carefully the developments in bioinformatics with a view to determining IRRI's future in this area.
We agree with the Panel's recommendation and plan to strengthen our capacity in bioinformatics taking into consideration our comparative advantage and, at the same time, collaborating with ARIs.
IRRI's unique role in bioinformatics is in providing the phenotypic information that must be linked to molecular information to maximize the functional usefulness of biotechnology. IRRI, along with other centers, has developed a comprehensive data management system that can interlink germplasm information, nursery performance, pedigrees, and field performance of varieties. The key role now is to link this traditional data with that of the molecular data of the rice genome. Most of the genomic data (for rice) is with the ARIs, particularly in Japan and the USA. Increasingly, functional information for rice will become important for other crops. Thus, IRRI plans to provide an important linkage between the traditional and the genomic data sets and ensure that this functional information is shared with NARS.
Recommendation 4
The Panel recommends that: (a) a meeting of CORRA be convened with a specific agenda to design a high-quality INGER that meets NARS and IRRI breeders' needs and achieves scientific ends of value to all; (b) IRRI give the highest priority to running INGER according to this agreed programme: and (c) the vacant position of INGER coordinator should be filled as a matter of urgency with an energetic and respected rice scientist.
We are pleased that the Panel supports IRRI's earlier decisions to maintain a strong Program for impact built around Networks such as INGER and in training activities. And we appreciate the particular importance that the Panel has given to INGER and its role in the safe exchange of rice varieties to enhance the diversity of rice breeding programs worldwide.
INGER has been in existence for more than 20 years and has enjoyed special donor support. Its members realize that now it must find its own means as a mature and valued network. There is a joint commitment by all partners to sustain the core activities of INGER. IRRI is fully committed to support the primary function of INGER - the safe international exchange and evaluation of elite germplasm. At the same time, we aim to enhance the knowledge about the germplasm through research and training.
We can report that plans have already been made to hold a workshop during the first half of 1998 to assess the structure and operations of INGER in the light of the needs of NARS and the expected funding environment. The proposed meeting of CORRA will provide the forum to consolidate these ideas, reach agreement on the way forward, and have commitment from all interested parties. The recruitment of the INGER coordinator is already underway. We expect to fill this position by the third quarter of 1998.
Chapter 6 - Issues
Recommendation 5
The Panel recommends that IRRI, the donors, and the NARS convene to address potential problems related to IRRI's current private sector and intellectual property policies, after the reports of the CGIAR Panels on Biotechnology and Proprietary Science are published.
We agree with the Panel's recommendation of the need for IRRI to define its role as a provider of rice research products in a rapidly changing environment of IPR and access to modern technology, processes, and information.
But we believe that it is in our best interest to define our own policy, which will be unique for rice in Asia. We plan to do so in full discussions with our many stakeholders, and we will neither take unilateral steps that compromise the status of the rice germplasm collection under the agreement with FAO nor action that is not consistent with the Convention of the Biological Diversity.
We are planning such a stakeholders meeting of NARS, donors, NGOs, farmer groups, IPR specialists and members of the private sector. They will review and suggest policy and operational changes to safeguard our intellectual property while retaining our overall goal of the free availability of public goods for rice research. We agree with the Panel's assessment that there is much of IRRI's IP that is potentially valuable as collateral for exchange with others who possess patented technology that we need to fulfill our public mission.
We anticipate that the outputs from this stakeholders workshop will also contribute to CG-wide efforts toward developing realistic approaches for partnerships with the private sector and in evolving guidelines for Policy in Intellectual Property Rights for the Centers.
Recommendation 6
The Panel recommends that a strategic programme on soil carbon nitrogen dynamics in flooded soils should be designed and mounted in collaboration with appropriate centers of excellence.
We welcome and agree with the Panel's recommendation to strengthen our strategic research on understanding the processes governing carbon and nitrogen fluxes and balances in intensive irrigated rice systems.
We note that the Panel endorses the systematic manner by which we are examining the issue of Productivity Decline in Intensive Rice. The emerging information of declining yields at the same inputs in long-term experiments and the observations that farmers may require more inputs for the same outputs (yield) were raised by the previous (1992) EPMR Panel as the most important research issues for IRRI to address. We put experiments in place to monitor changes in farmers' fields and we posed and tested various hypotheses that enabled us to better define the factors required for maintaining yields in intensive irrigated rice systems. These studies now indicate the importance of the unique changes in soil carbon and nitrogen dynamics under intensification of flooded rice as the driving processes that affect nutrient supply for the crop. We are now in a position to focus our strategic research on these fundamental and critical soil processes.
Already, we have established links with ARIs such as Rothamsted to assist in this research and we will strengthen such collaboration with this and other institutes.
Chapter 7 - Organization and Management
Recommendation 7
The Panel recommends that the Board undertake annual self-assessments, and annual assessments of the DG, and that records be kept.
The Panel recommends a formal self-assessment of the BOT. The IRRI Board agrees that self-assessments are important, but believe that as Asian culture dominates the BOT, a rigid written formal system would be counter-productive. However, the current system will be evaluated at a future Board meeting.
The composition of IRRI's BOT is such that all requirements concerning balance in gender, North-South disciplines, etc., are fulfilled. In its aim to strengthen the support for IRRI in the region, the BOT has invited senior policy makers, such as Ministers and top business and NGO representatives to participate in the BOT. Their willingness to serve illustrates IRRI's ownership by the stakeholders in the region.
The Panel rightly stresses the importance of formal assessment procedures of the Director General and it is the intention of the BOT to employ such procedures with the new Management.
Recommendation No. 8
The Panel recommends that no major changes are made to the current organizational structure before the new DG has had time to consider whether changes are necessary.
IRRI is fully aware that changes in organizational structure should be done only when really needed. Structure follows strategy. It is for that reason that an IRRI Task Force carefully studied the organizational structure that is needed now that the new MTP has been accepted and is implemented. The proposals prepared by that Task Force will be used in an ex ante evaluation of future organizational structures.
IRRI's intention to strengthen the relation with its various partners, to increase the transparency of the research programmes and divisions, and to amplify public awareness and fund generation have to be taken into account in the organizational structures. Full implementation of a new structure at this moment is not the intention of IRRI. However, the filling of vacancies for the Directors of Finance, Administration and Human Resources, and External Operations is considered necessary. The DDG position for Partnerships and Liaison is vacant and will not be filled until the new DG is identified. In this way, it is possible to create maximum flexibility for the new DG and guarantee continuity and stability for the Institute.
Recommendation 9
The Panel recommends that a review be undertaken of management methods, including rewards for carrying managerial responsibility within the matrix; the efficient conduct of meetings; streamlining the interface between research, finance and administration; and appropriate delegation. This initiative must be seen to have the full commitment of the senior management team.
IRRI Management is fully aware that matrix management is a complex endeavor. In a world where financial resources, hence human resources, are unconstrained, a full hierarchical structure incorporating all relevant disciplines is easier to manage. Given the funding realities of the CGIAR System today, however, human talents must be shared and thus optimized. Some form of matrix management has become the norm in most modern research organizations, including those of the CGIAR System. As pointed out in the report under section 7.4, in the case of IRRI, "the matrix was adopted as a means of ensuring relevance of the research programs and projects to IRRI's goals, while maintaining scientific excellence".
IRRI agrees that better management could enhance performance. As recommended by the Panel, steps are being taken to further clarify and strengthen relationship between the finance and administration supporting units and the research projects. IRRI management is in the process of establishing responsibility/performance bonus premiums for Project Team Leaders. Substantial training has already taken place for staff on matrix management. Future training programs will emphasize efficient and effective ways to reduce transaction costs. IRRI senior management is fully committed to this effort.
Chapter 8 - Administration and Operations
Recommendation 10
The Panel recommends that IRRI prepare a current Capital Plan, and that IRRI management and the Board of Trustees decide the appropriate level of the Capital Fund, and that all future adjustments to the Operating Fund and Capital Fund be carefully and clearly documented.
It is our understanding that the Panel Chair checked with the CGIAR Secretariat and verified that the accounting methods followed by IRRI were consistent with the requirements of the CGIAR Accounting Systems Manual and that IRRI was not in violation of any such requirements. With regard to the existing Board-approved Capital Plan, IRRI plans to review and update it and present for Board approval any recommendations for revisions.
Recommendation 11
The Panel recommends that IRRI ensure that the internal audit function becomes fully effective in improving internal financial and operational controls, by reviewing the current level of skills available within IRRI for the Internal Audit function, deciding which skills it is necessary to have internally and which skills might be out-sourced, and implementing the organizational and staffing changes required.
The IRRI Board of Trustees and Management agree that the Internal Auditor function needs to be strengthened and are actively addressing this issue.
A report outlining alternative strategies is being prepared for consideration by Audit Committee and Board of Trustees. In the near future, concrete steps will be taken to strengthen the IRRI internal audit system.
17 February 1998
