PART I: OVERVIEW
The Report of the 1995 External Program and Management Review of CIAT is, in the view of the Center, thoughtful, balanced, and constructive. CIAT appreciates the care and thoroughness which the Panel has brought to its task. CIAT understands the Panel report as a call to continued evolutionary change that exploits both the advantages of inter-disciplinary teams, and the advantages of scientific competency groups.
The Panel proposes consideration of various alternatives for reorganization of CIAT in general, and of natural resource management research in particular. There is much merit in the Panel's discussion of different aspects of this issue, and CIAT accepts that organizational questions will be reconsidered after the arrival of the incoming Director General. CIAT will then seek a period of organizational stability to facilitate the focussing of the attention of scientists and managers to scientific rather than organizational issues.
CIAT is pleased that the Panel supports CIAT's continuing shift in emphasis towards more strategic research in response to changes in the institutional environment. The Panel also offers well considered recommendations for the further enhancement of its research. CIAT finds much of value in these recommendations.
CIAT agrees with the Panel that the allocation of resources between germplasm enhancement and natural resources management research as per CIAT's Strategic Plan is appropriate.
The Panel observes that CIAT's research is now being carried out with the minimum of necessary resources, and it made several recommendations to expand CIAT's efforts in different areas. CIAT is hopeful chat the revitalization of the CGIAR system will permit the realization of these recommendations. On the other hand, CIAT shares the Panel's view that any further decline in resources will require a fundamental reappraisal of the entire range of CIAT's programmatic activities.
The Panel recommends several adjustments in CIAT's scientific approach, and CIAT's responses to the Panel's specific recommendations are presented below. However, as the Panel states, many of the most immediate issues to be addressed relate to various institutional and management questions.
The Panel finds that CIAT's relations with NARS are generally good, noting in particular the excellent support offered by Colombia, its host country, and the vigorous promotion of networks managed by NARS' steering committees. CIAT agrees with the advisability of regular policy level contacts with major partners. CIAT is committed to assuring that its interactions with NARS are always characterized by genuine consultation.
The Panel finds that CIAT's Institutional Development support has successfully adjusted to changing circumstances. CIAT has strengthened subregional and national training capacity, and advanced the dissemination of scientific resources despite shrinking resources.
The Panel supports, with caution, CIAT's eager participation in CGIAR Systemwide initiatives. The Panel rightly observes that these undertakings entail significant new transaction costs for the Center. CIAT will exercise care to not involve itself in initiatives that are peripheral to its core mission.
CIAT welcomes the Panel's endorsement of the introduction of a project based system for research and financial management. CIAT recognizes that much remains to be done to fully operationalize a new management system. Moreover, CIAT agrees that the successful development and implementation of a project management system depends upon a team effort involving the good will and participation of scientists, research leaders, administrative specialists, and senior management. In this regard, the Panel commended the recent development of a systematic procedure for prioritizing projects that is transparent and involves scientists.
The Panel deserves credit for its acute sensitivity to me complexity and dynamism of the environment which CIAT faces, and the demands this imposes on CIAT for farsighted and inspiring leadership. Like many institutions, CIAT has recently undergone a difficult process of restructuring to adapt to a changing environment. There is little likelihood that external changes have fully run their course. Consequently, CIAT intends to enhance its internal capacity for change. This will indeed require vision, leadership, and skilled management that enlists the energies of all participants in the organization.
Although the external environment has been unusually dynamic in recent years, CIAT wishes to emphasize that it has consistently adhered to the vision and strategy set forth in the Strategic Plan of 1991. Despite necessary adjustments in the implementation of the Plan, and despite changes in personnel at the senior management level, commitment to the Strategic Plan continues to keep CIAT on a steady course.
CIAT is sincerely grateful for the dedication, integrity, and professionalism of the members of the review Panel. It would particularly wish to recognize the contribution of Mr. Declan Walton, who had the difficult task of assuming the chairmanship of the Panel in the midst of its deliberations.
CIAT welcomes the many reaffirmations by the Panel of the Center's current course, and can learn much from the Panel's suggestions for change. CIAT believes that the findings of this Panel will assist it to more effectively meet the challenges of the future. Detailed responses by CIAT to the specific recommendations of the Panel follow.
PART II: RESPONSES TO SPECIFIC RECOMMENDATIONS
Chapter 2 - Commodity Research Programmes
Recommendation 1.
The panel recommends that the Bean Programme give higher priority to research on nitrogen fixation and nutrient cycling in bean production systems, particularly in Africa.
RESPONSE: CIAT agrees in principle, but notes that research to date in the region suggests that phosphorus deficiency is the leading cause of poor biological nitrogen fixation (BNF). In 1992 CIAT began research on the interaction of P and BNF in cooperation with INRA, France, emphasizing genetic components of BNF in relation to P stress. Selection has begun for high BNF under low P. Non-nodulating lines and molecular markers for rhizobial inoculants are under development, and should be invaluable tools to study BNF including N cycling. Recognizing that sites with adequate low-N conditions are not available in Colombia, CIAT will begin BNF and N cycling in Costa Rica in 1995.
Any approach to strengthen BNF and nutrient cycling research in Africa should be based on interaction among scientists of African NARS, CIAT and other institutions organized through regional sub-projects of the existing African Bean Networks (RESAPAC, EABRN, SADC).
Recommendation 2.
The Panel recommends that CIAT undertake genetic and ecophysiological research to increase both yield and viability of the seeds of the most important tropical grasses and legumes.
RESPONSE: CIAT agrees. CIAT is seeking additional funding for a seed biology position from specific donors and to develop collaborative research for this purpose with other institutions. It is further anticipated that a strengthened seed industry in Latin America and some form of plant variety rights protection will stimulate research support for this activity.
Chapter 3 - Natural Resources Management Research
Recommendation 3.
In view of the limited resources available for CIAT's NRM work, the Panel recommends that:
· the number of research sites be reduced;· Board and Management consider the options for consolidating existing programme structures (Chapter 3.5);
· the Land Management SRG become either a programme or a unit depending on the orientation that CIAT considers more appropriate to its future (Chapter 3.4)
RESPONSE: CIAT fully agrees with the need to consider the questions raised in this recommendation.
The number of research sites for NRM research is, of course, not necessarily fixed and would depend on a variety of factors including the demands from NARS; the need for multiple observations in order to insure scientific reliability; and potential resource savings which may be less significant than implied by the Panel's report.
CIAT agrees with the Panel that options for organization in NRM research should be considered with care, and appreciates the wide latitude of alternatives that the Panel identified. CIAT also concurs with the Panel's recommendation to reconsider the status of Land Management research. Moreover, it agrees that any decision would have to be taken in the light of whether Land Management functions will be primarily those of supporting other CIAT programs, or addressing important land use issues at a fully regional scale. Any decision on reorganization would be taken by the BOT upon the advice of the incoming Director General and after consideration of the findings of the upcoming Internally Commissioned External Review of resource management research at CIAT (See also CIAT response to Recommendation 10).
Recommendation 4.
The Panel recommends that CIAT establish a Soils Unit, which should follow an integrated approach with emphasis on organic matter, soil biota and nutrient cycling. The funding of a Soil Biologist to be located in the Unit should be given a high priority.
RESPONSE: The setting up of a Soils Unit and the future addition of a Soil Biologist have been anticipated in CIAT's Action Plan of April 1994 and is projected for inclusion in CIAT's 1996 Budget Request for expansion of its core envelope.
Chapter 4 - Research Support
Recommendation 5.
A new head of the GRU should be appointed as soon as possible. Experience is needed in strategic thinking on genetic resources, as well as in marker technology and the computing aspects of population genetics/dynamics.
RESPONSE: CIAT agrees. CIAT proceeded to recruit for a head of the GRU in 1993 following the departure of the previous incumbent Recruitment was suspended because of severe budget constraints. Recruitment is to be resumed as soon as possible, a policy with which the Board of Trustees agrees. CIAT wishes to recruit a scientist of stature and eminence in the field of genetic resources who will be in a position to vigorously support CIAT's involvement in the Systemwide Program on Genetic Resources
Recommendation 6.
The Panel recommends that CIAT establish more biosafe greenhouse compartments for contained experiments, in line with its own biosafety guidelines.
RESPONSE: Budget constraints during 1993 and 1994 precluded the possibility to upgrade greenhouse facilities. During 1995 and in future years CIAT plans to provide capital funds to upgrade its containment facilities.
Recommendation 7.
The Panel recommends that CIAT should only undertake field trials with transgenic materials after obtaining approval from the government concerned.
RESPONSE: CIAT agrees. The Center's policy is to field test transgenic materials only with specific approval under formal national biosafety regulations.
Recommendation 8.
The Panel recommends that the VRU, in collaboration with relevant entomologists, devote greater attention to the epidemiology of major virus diseases of CIAT's mandate crops, as a prerequisite to integrated control of both viruses and their vectors.
RESPONSE: CIAT agrees. CIAT, in implementing its 1994 Action Plan, has established Scientific Resources Groups, one of which is on Pest and Disease Management. One of the major activities of this SRG is the development of IPM strategies part of which involves epidemiological analysis of major virus diseases.
Recommendation 9.
The Panel recommends that CIAT incorporate the Biometry Unit into a broader unit, headed by a senior scientist, to handle scientific data management and decision support systems.
RESPONSE: CIAT agrees with the view, expressed by the Panel in their report, that the capacity to handle complex data is of great importance. Implementation of this recommendation would depend both on the raising of new resources and on any decision with respect to other structural reorganization of the Center.
Chapter 7 - Research Management
Recommendation 10.
The Panel recommends adoption of the organizational structure depicted in Chapter 7, Figure 1, of which the main elements are:
· Establishment of a position of Associate Director for Research Support and Information Services in place of the existing post of Associate Director for Natural Resources Management;· The research support units and the units handling information systems and services should report to the new Associate Director.
RESPONSE: While the organizational structure recommended by the EPMR panel appears to have considerable merit, other alternatives appear to warrant consideration. CIAT Board and management would like therefore to reserve final judgement on this recommendation until the new Director General of CIAT is in place and has an opportunity to review the management, staff, and structure of the entire organization. One of his first charges will be to recommend an efficient and effective organizational structure to the Board of Trustees. This matter will clearly be high on the agenda of the new management.
Recommendation 11.
The Panel recommends the use of the matrix depicted in Chapter 7, Figure 2 to describe the conceptual interaction between competency groups (which include both SRGs and Units) that provide input and the research programmes that are essentially responsible for output. All research projects should continue to be implemented within Programmes or Units.
RESPONSE: This recommendation appears to be in line with the current thinking of CIAT's Board of Trustees and management. Placing the SRGs and research units on the horizontal rather than vertical axis in such future organizational charts may have merit. It remains CIAT's intention that programs and research units will be the management entities of project implementation.
Recommendation 12.
The panel recommends that management engage scientific staff in project definition and ensure that all programme heads and project leaders are fully aware of all aspects of project management and budgeting.
RESPONSE: CIAT agrees with the recommendation. To facilitate implementation, a policy has been designed to prioritize research projects through a process that includes participation of scientists and management. CIAT believes that it is important to conduct a series of internal workshops to enhance involvement of scientific staff in the development, understanding and implementation of project management, budgeting, and reporting.
Recommendation 13.
The Panel recommends that, in its consideration of candidates to fill the position of Director General, the Board carefully consider the importance of a leadership style that will reintegrate the CIAT community and encourage participation in the decision-making process by programme leaders and scientists.
RESPONSE: CIAT's Board of Trustees has placed a very high premium on a participatory leadership style in formulating its criteria for conducting the search and selection of the new Director General for CIAT.
Chapter 9 - Financial and Human Resource Management Recommendation 14.
The Panel recommends that the Operations and Programme Committee regularly monitor the adequacy of staff numbers in each research programme and discipline, and advise the DDG (Research) on any corrective measures needed. Such monitoring should cover not only the senior scientists but all other research staff as well.
RESPONSE: CIAT agrees with this recommendation in principle. Under its Policies and Procedures as revised on 1 September 1994, the Directors' Committee is charged with coordinating resource mobilization including adequacy of staff numbers in each research program. Both the Program and Operations Committee and the Scientific Resources Committee are empowered to make recommendations on adequacy of staff numbers both for Programs and for scientific competencies, respectively.
Recommendation 15.
The Panel recommends that the performance assessment system be suitably modified to improve the performance planning and feedback processes used by supervisors, and to strengthen the standard-setting and monitoring roles of the DDGs and Evaluation Committee.
RESPONSE: CIAT fully agrees with this recommendation. The move to a matrix planning and management system requires a substantial modification of the performance planning and evaluation system. A new system will be planned and implemented at the earliest opportunity.
Recommendation 16.
The Panel recommends that a strategic plan for the development and organization of information systems in CIAT should be formulated as soon as possible, for consideration by Management and Board. The emphasis should be on establishing a coherent Centerwide system, rather than on hardware and software problems.
RESPONSE: CIAT agrees that a strategic plan for the organization and development of information systems be formulated. The development of a strategic plan will provide CIAT the welcome opportunity to clarify the parameters of a Centerwide information system that is to be developed through the respective information domains, and will establish bench marks as well as resource requirements.
