TAC expresses its thanks to the Panel for a balanced, well written report, and particularly to Declan Walton for taking over as Chairman at short notice and completing the Review on time. The Report shows that CIAT, after a good deal of turbulence due to programme and management reorganization, aggravated by downsizing and insecurity, has begun to move into a calmer, more constructive period. Here TAC recognises the important contribution of Robert Havener, the Interim Director General. It also recognises the effectiveness of the Board in handling the programmatic aspects of downsizing and the management crisis in a humane way. TAC endorses, in general, the recommendations of the Panel. It is also pleased to record the Panel's view that the Centre has remained an exciting place to work, and can make a significant impact during the years ahead, both in its new and traditional fields of research. TAC offers the following commentary, prepared with inputs from the CGIAR Secretariat, to supplement the Panel's Report.
Research Focus
The 1991 Strategic Plan of CIAT aimed to rebalance its portfolio towards natural resource management research over the decade 1991-2000. Despite the subsequent financial downturn, the Centre made a heroic commitment to build up its Natural Resources Management (NRM) research capacity. Even with the transfer of resources from commodity research, the NRM programmes remain understaffed. The Panel encourages CIAT to focus the resources invested in NRM and recommends a reduction in the number of sites being studied as a means to this end. TAC agrees that the effectiveness of the multidisciplinary ecoregional approach will be jeopardized by spreading scarce resources too thinly even when working in partnership, at each site, with scientists from other organizations.
In this context TAC endorses the Panel's recommendation to establish a Soils Unit made up of existing staff. TAC acknowledges that there may be a need for a soils biologist in the Unit to complement existing specialists and that such capacity might be obtained by the redeployment of existing posts as vacancies occur.
Social Science
TAC notes that the Review was unable, because of the resignation of the original Panel Chair, to give the social sciences as much attention as warranted. It is the view of the Committee that the comprehensive, integrated nature of NRM research demands a high social science input, and consequently TAC emphasises that the way in which CIAT's social scientists are deployed will be important to the success of the NRM programmes.
Genetic Resources
Given the heightened profile of genetic resources in the CGIAR and the wider role to be assumed by genetic resources units (GRU) at the IARCs, TAC strongly endorses the recommendation of the Panel for the urgent recruitment of a leader for the GRU. If the Centre is to play a full role in the Systemwide Genetic Resources Programme it is in its own interest, and in the interest of the Group, that this position is filled as soon as possible.
TAC gives high priority to continuing the long-term conservation and improvement of tropical forages germplasm. It is TAC's hope that the capacity of the Tropical Forages Programme for work in Asia and Africa would be fully weighed in the course of establishing global priorities on feed resources through the Systemwide livestock initiative coordinated by ILRI. TAC appreciates the importance of the work of the Tropical Lowlands Programme in the use of crop rotations to enhance the recovery of degraded pastures on acid soils.
Partnerships
TAC welcomes the setting up of the Fondo Latino Americano para el Arroz de Riego (FLAR), an initiative supported by farmers' and private sector organizations from five LAC countries, to fund research on irrigated rice in the region. It provides an opportunity not only to widen the financial resource base for research in LAC, but also for encouraging alternative suppliers, as appropriate, for other CIAT commodities.
The Panel identified the lack of consultation on downsizing as a factor aggravating CIAT's relations with some NARS. There was criticism of the reduction in training opportunities during 1992/3 and here TAC commends the Centre on recovering its level of headquarters training in 1994. The accelerated devolution of networks and withdrawal of technical support also prompted a reaction from NARS, which highlights the distinction between 'devolution and divorce'.
The IARC role as a bridge to NARS for science from advanced research institutions will be a continuing part of CIAT's role in LAC even though the region has some strong NARS. The increased demand for training based around the CIAT Biotechnology and Virology Units demonstrates how the Centre is able to play this role. In the future it will be important that CIAT's pioneering work in NRM also acts as a catalyst to NARS reinforced by training.
Centre Management
TAC notes the Panel's commendation of the general administrative procedures of the Centre and of the efficient progress made in scientific information despite a reduced budget. The increasing sophistication of information technology demands a coherent approach to this function, not only within each centre, but across the System as a whole and with the System's institutional partners. TAC endorses the Panel recommendation that CIAT develop an information strategy for the Centre as a whole. TAC strongly believes that information needs should be research driven and, consistent with this, endorses the need to relocate the central information unit within the research management line at CIAT.
The challenge provided by the Systemwide and ecoregional initiatives is closely linked to that of rejuvenating the CGIAR System. Yet TAC sees the centres as the continuing anchor points for international agricultural research. In this context it is important to balance the attention of CIAT management between Systemwide and Centre needs. The long list of various initiatives in Annex 6 of the Review Report prompts TAC to echo the Panel's worries over external activities preoccupying management at a time when the Centre's internal needs require particular attention.
CIAT
Centro Internacional de Agricultura Tropical
International Center for Tropical Agriculture
Teléfono: (57-2)445-0000
Fax: (57-2)445-0273
Correo electrónico (E-mail): [email protected]
Dirección postal (Mailing address): A.A. 6713, Cali, Colombia
16 February 1995
Dr. Donald Winkelmann, Chair
Technical Advisory Committee
Consultative Group on International Agricultural Research
FAO
00100 Rome, Italy
Mr. Alexander von der Osten
Executive Secretary
Consultative Group on International Agricultural Research
World Bank
1818 H Street N.W.
Washington DC 20433, U.S.A.
Dear Dr. Winkelmann and Mr. von der Osten,
It is our pleasure to transmit to you CIAT's response to the Report of the Fourth External Programme and Management Review of the International Center for Tropical Agriculture (CIAT). CIAT recognizes and appreciates the great effort made by the EPMR Panel members both to gather all relevant information and also to arrive at a judicious assessment.
It is a challenging task to prepare for and undergo an External Review, but in this instance CIAT has found it a rewarding and learning experience. The Center sees much of merit in the report, both where it confirms CIAT in its present course, and also where it suggests that CIAT consider adjustments.
As a first step in acting upon the Panel's recommendations, the CIAT Management, the Board of Trustees Program Committee, the Audit and Operations Committee, as well as the full Board of Trustees, have all carefully reviewed the Panel's report, and considered CIAT's response. Upon careful and diligent deliberation, the attached response was approved by the full Board of Trustees.
As can be seen by the full response, CIAT agrees with the thrust of the bulk of the Panel's recommendations, and has no fundamental difference of principle with any of them. Nonetheless, specific actions on many of the suggestions, in particular those related to organizational issues, need to be preceded by further detailed study and discussion under the leadership of the incoming Director General.
CIAT looks forward to the future with optimism and shares the sense of revitalization in the entire CGIAR system. CIAT has clearly defined objectives and a strategy to reach them that we believe can enable it to make a meaningful contribution to poverty alleviation, environmental sustainability, and food production.
Sincerely,
Robert D. Havener
Director General
Lucía de Vaccaro
Chairman Board of Trustees
