ANNEX V - ASSESSMENT OF CIAT'S RESPONSE TO THE RECOMMENDATIONS OF THE 1990 EXTERNAL PROGRAMME REVIEW (EPR) - AND THE 1989 EXTERNAL MANAGEMENT REVIEW (EMR)

The 1990 External Programme Review (EPR) of CIAT made 25 recommendations. CIAT's response to these recommendations has been taken into account in the appropriate sections of the Report. The Review Panel's assessment of the Centre's response is summarized in this Annex.

I. EPR RECOMMENDATIONS

Recommendations

CIAT's 1994 Progress Report

Panel's Comments

Implemented

1. That a greater effort should be made in the Bean Programme, with the GRU, to increase germplasm screening activities and to speed up the processing of backlogged materials.

In 1989 there was about 25,800 accessions in the Phaseolus collection and about 9,000 accessions held in backlog. After review, the backlog was reduced to some 5,000 accessions.
In the period 1990-1994, the GRU received 1,545 new accessions which were selectively introduced. Between the Bogota facility and greenhouses in CIAT, a total of 2,225 accessions of Phaseolus were processed.
Total accessions pending analysis are now 4,500. As to screening of germplasm, more than 20,000 accessions have been evaluated for several important diseases.

The Centre has achieved a significant increase in screening activity and in the processing of the backlog of materials.

Full

2. That CIAT take steps to assemble information on the occurrence and distribution of major constraints to bean production in Africa.

The Bean Programme completed an extensive survey of constraints for production regions in Africa. The survey includes definition of production environments based on edaphic and climatic data and extensive information on cropping practices.
Estimates of importance were stratified by major regions to provide researchers with a more strategic view of constraints. The information is being made freely available to NARS and other institutions through the publication 'African bean production environments: their definition, characteristics and constraints'.

The Panel commends CIAT for its work in identifying constraints on bean production in Africa. It believes the survey information on soil conditions, including soil quality, will need strengthening.

Full

3. That the Rice Programme pursue more actively the use of population improvement methodologies like recurrent selection.

CIAT agrees, as evidenced by the fact that the Rice Programme recently recruited a breeder with such an expertise. The Programme has also developed male sterile lines for recurrent selection in the uplands and is transferring this character to the irrigated lines.

A recurrent selection programme to increase the yield potential of lowland rice started in 1993. Several gene pools created by CIRAD and EMBRAPA are being evaluated.

Full

4. That, since the yield trials have frequently shown rather poor statistical precision, the Programme make a serious effort to explore the reasons.

The Programme has responded by increasing the size of its experimental plots, the number of replications and the sampling methodology.
From 1990 onward bigger plot sizes were used and the observed CV in the yield and agronomics trials were around 15 to 20%, considered acceptable to detect the differences between treatments.

Finds the CVs mentioned adequate.

Full

5. That the GRU should intensify the effort to have experts decide on a manageable core collection consisting of a limited number of accessions that contain an appropriate amount of genetic variability.

CIAT agrees on the need to create core collections. At the moment, however, consensus within the scientific community as to what precisely constitutes such a grouping is lacking.
By 1994 a core collection of Phaseolus vulgaris has been compiled based upon a model combining historical, morphological and agroecological data.
The world collection of Manihot esculenta, maintained at CIAT, consists of over 5,000 accessions representing the diversity of nearly all cassava producing countries of the world. Experience with the seven agroecological zones established to orient cassava research, and parameters of geographic origin, morphological diversity and isozyme patterns, were used to define a core collection of cultivated cassava.

A first step has been taken to create core collections based on agroecological zoning and passport data.

Full

6. That, considering the increased activities necessary for the tropical pastures and cassava collections and its great genetic variability, CIAT seek resources for adequate staffing for the Genetic Resources Unit.

The Head of the GRU who resigned in late 1992 has not yet been replaced because of budget cuts. The Programme Committee of the Board of Trustees in 1994 also urges that this anomaly be addressed. Recruitment for this position will be initiated in the first quarter of 1995.
In 1994 in a joint effort between CIAT and IPGRI, a senior scientist on genetic diversity was appointed in order to provide input and coordinate the development of a Latin American consortium on plant genetic resources and agrobiodiversity.

Given the widening interest in genetic resources and the progress of the Convention on Biological Diversity the Panel is concerned at the delay in filling this post.

No

7. That CIAT considers duplication of the collection and the maintenance of a collection of sexual cassava seeds, as insurance against the possible loss of the living cassava collection maintained in tissue culture.

True seed does not appear to be a viable mechanism of safe duplication, as a large proportion of the collection does not produce seed under the conditions of its field maintenance.
Two candidate institutes, FCRI in Thailand, and EMBRAPA, Brazil, have been identified as recipients of safety duplicates of the living cassava collection. Negotiations are beginning with FCRI, but the issue of financial support has prevented a commitment from EMBRAPA.
A project is being prepared for funds to continue research in cryopreservation of cassava at CIAT in collaboration with ORSTOM, France.

Cryopreservation and the duplication of the Cassava collection still merits greater attention. There are promising CIAT initiatives with Thailand.

Partial

8. That even greater efforts be made to find special funds and other resources to allow the BRU to expand.

Seeking special project funding to carry out on priority topics is a continuous effort of the BRU. As a result the amount of complementary funds for the BRU in the last two years has equaled the funds allocated from CIAT core funding.

The Panel commends the BRU for its success in attracting extra funding.

Full

9. That an internal biosafety committee be established very quickly.

A CIAT Institutional Biosafety Committee was established in 1990-91; and the CIAT Biosafety Guidelines were approved by the BoT in 1991.

The Panel emphasizes the need for greater biosafety greenhouse capacity.

Full

10. That CIAT management give greater attention to clarifying the role and future responsibilities of the AESU.

The resources of the unit were incorporated in the newly formed Land Use Programme. A new agenda of research was developed covering aspects of land use in resource management research. The support services previously provided to the commodity programmes by the AESU were continued under the mandate of the new programme.

The Panel urges the Centre to decide whether the Land Management SRG should be a programme or a unit.

Partial

11. Increased attention to the needs of programme experiments in decisions on commercial cropping by Station Operations.

The Field Operations Unit gives priority to all the services requested by the programmes or to research from the point of view of the land preparation, planting, cultural labours, irrigation, etc. No services are given to the commercial production if the same have to be provided to research.

Research needs are given the highest priority but better interaction between the Programmes and station operations is still needed.

Full

12. Integrated strategies across CGIAR Centres in dealing with national programmes, particularly in non-mandate specific activities such as management training, on-farm research and networking, and in areas of overlapping mandate such as the maize/bean intercropping so important in Latin America, the Caribbean and Africa.

CIAT had already initiated such efforts as shown by the agronomy trials training course held in Ethiopia in conjunction with CIMMYT, the joint training courses on grain legume research held in Africa in conjunction with IITA, and the Central America regional training programme in on-farm research (also with CIMMYT).

Much progress has been made in the coordination of inter-centre activities. The new emphasis in the CGIAR will ensure this progress continues.

Full

13. Being selective in responding to the broad range of demands that have come out of NARS consultations.

CIAT agrees that it cannot respond equally to all requests or suggestions that result from our constant interaction with NARS. It needs to strike a balance between being responsive and saying 'no' when appropriate.

CIAT has made progress in evolving a transparent priority setting process. The move towards regional groups of NARS will bring clearer articulation of regional needs which will help CIAT respond more effectively.

Full

14. That, commending CIAT's effective development of the steering committee model and network activities in Africa and Latin America, the Centre continue its support for these efforts.

The Steering Committee remains the crucial management entity that oversees both research and training activities undertaken within regional networks. In some regions, the coordination of the network is being assumed by national scientists, with increasing emphasis on the identification of scientists as regional leaders in specific disciplines.

The transfer of network management to NARS remains CIAT's policy and practice. NARS have complained that downsizing has led to devolution sometimes being accompanied by the withdrawal of technical support.

Full

15. That in view of CIAT's success in working out a model for collaboration with EMBRAPA in Brazil, in cooperation with IITA, in relation to the Cassava Programme for the semiarid parts of Africa, the Centre continues to work toward similar outreach plans with highly developed national systems.

In 1990 a 5-year project (financed by IFAD, Rome, Italy) was initiated in cooperation with EMBRAPA and IITA for the development of cassava, germplasm for semiarid and subtropical ecosystems.
The Cassava Programme is currently preparing a proposal for extending and expanding these activities in Africa, northeastern Brazil and the northern coast of Colombia. During 1992/93 two projects were initiated and financed by non-core resources. These two projects are:
a) an integrated soil/crop management project in Southeast Asia funded by the Sasakawa Foundation of Japan; b) an integrated pest management project in northeastern Brazil (EMBRAPA) and Africa (IITA) funded by UNDP. These projects are now fully implemented.

The Centre is continuing to implement this policy effectively.

Full

16. That CIAT headquarters reinforce the efforts of its staff in Africa for Inter-Centre collaboration in training and research.

Wide Inter-Centre collaboration is evolving in Africa in both research and training. Training is coordinated across all Centres, with ICRAF and IITA leading this initiative.

IITA and ICRAF lead efforts to fully integrate CGIAR Centres' training schedules in Africa. In 1994 an integrated across-Centre training programme was published.

Full

17. That CIAT pool its knowledge and experience with others, including ISNAR, for the training of research managers.

CIAT recently contributed its unique experience in the development of teams of trainers to jointly implement a training programme in research management with ISNAR.

The Panel commend CIAT for collaborating in this Inter-Centre initiative.

Full

18. CIAT contact with other Centres for an integrated approach on sustainability.

A number of Inter-Centre activities in the sustainable improvement of productivity have materialized over the last 3 years following the CIAT initiative. CIAT is involved in three of these; a) Alternatives to Slash and Burn; b) A Central American Consortium for Research in Hillside Areas; c) with CIMMYT in agropastoral systems in the savannahs.

Since the last EPR there has been a wave of initiatives in the sustainable improvement of productivity. CIAT has been an innovator in convening and implementing these with a range of partners.

Full

19. That CIAT systematize its ongoing inventory of national programme training needs and its schedule for filling them. This will require consultation not just with leaders in commodity research programmes but with national research leaders.

In the training-the-trainers project, needs were assessed with national leaders. All training requests are submitted by national leaders (even though) the candidates may be identified by CIAT staff).

CIAT has made significant efforts to consult national leaders, particularly after training slumped in 1992. Training is likely to be back to pre-crisis levels in 1995.

Full

20. That CIAT explore ways to get wider awareness and greater use of its SINFOC commodity collections and other bibliographic resources.

In the period 1989-1994, the Information and Documentation Unit has made a major investment in emerging technologies in order to promote wider awareness and greater use of its bibliographic resources, as well as to streamline operations.
Automation of the collections and adherence to international bibliographic standards has made it easy and feasible to share CIAT's databases with partners and clients in a variety of forms.

The Panel commends the Information and Documentation Unit on its success in expanding operations on a reduced budget.

Full

21. Attention to the balance between demand for services from the publication programme and resources available for it.

Despite a 25% staff reduction, CIAT has at least maintained its prior level of scientific publication and increased public awareness communication by many times. We have started bringing in journalism students, who do their 6-month internship working on Spanish publications, and may bring in English-language interns in the future.

No additional comments.

Full

22. Careful analysis of policies for pricing publications and other CIAT materials to make sure they accomplish the desired distribution.

A Publications Advisory Committee was established in 1992. Its purpose is to screen publication proposals and set publication policy. A pricing policy was established whereby CIAT recovers manufacture and distribution expenses from book sales in developing countries. That price is multiplied by 2.5 times for sales in developed countries. Thus, the developed country sales subsidize distribution in developing countries. There is no lack of funds for publishing future books.

This strategy seems to have been eminently successful and offers another example of innovative policies in the Communications Unit.

Full

Note: Recommendations 23, 24 and 25 of the 1989 EPR Report are repeated in the EMR Report and are dealt with as numbers 2, 3 and 4 in the next table with the 1989 EMR recommendations.

ASSESSMENT OF CIAT'S RESPONSE TO THE RECOMMENDATIONS OF THE 1989 EXTERNAL MANAGEMENT REVIEW (EMR)

The 1989 External Management Review of CIAT made 12 recommendations. The Review Panel's assessment of the Centre's response is summarized in this Annex.

II. EMR RECOMMENDATIONS

Recommendations

CIAT's 1994 Progress Report

Panel's Comments

Implemented

1. That the line between the terms of reference of the Executive Committee and the Audit and Operations Review Committee be drawn more sharply.

The issue was last considered at the meeting of the Executive Committee in July 1994, where "it was agreed that agendas must be set (for the meetings of the two committees under consideration) and the meetings managed in such a way as to ensure correct coverage of the necessary issues while avoiding duplication of efforts.

The issue has been addressed by the Centre in July 1994. Further clarity is required in the respective Terms of Reference.

Partial

2. That top management at CIAT be redefined to incorporate the third level in the hierarchy (the Programme Leaders) and that a Management Committee be established, to be chaired by the Director General and to meet regularly and frequently, with an advance agenda and formal minutes recorded.

Top management is being defined as the Director General, the DDG-Research, the DDG-F&A, the Associate Director Resource Management Research, and the Associate Director-Institutional Relations.
With the implementation of the Action Plan, and the concomitant move away from a strictly hierarchical organization, communications between different organizational layers have greatly improved.

Management and committee structures have changed since the last review. The Director's Committee, chaired by the Director General meets regularly. However the other committees, involving the Programme Leaders, meet less often. Communication between top management and Programme Leaders and scientists still needs improvement.

Partial

3. That the incoming Director General, in consultation with the Board of Trustees, evaluate the current structure in the light of the criteria listed in Chapters 6 and 3, respectively, of the External Programme and Management Review Reports.

With the series of redefinitions of objectives and workplans since the last review, concomitant adjustments in the organizational structure have taken place. The DG will continue to evaluate organizational adjustments in light of future development and - in close coordination with the Board - adjust the organizational structure to the needs of the Centre.

The 'Soft Matrix' structure was introduced in 1994, together with the Scientific Resource Groups (SRGs). The role of the SRGs still needs clarification for scientists. The structure merits further review.

Partial

4. That CIAT appoint a Coordinator of Research Support to supervise the work of CIAT's advanced biology units as well as all other research services in the interim.

CIAT is in agreement with this recommendation. A GAS-level position was included in the budget (currently vacant). The area of research services is once again under review.

This change, although accepted, has not been implemented. The Panel is recommending a revision of structure which again includes this position.

Partial

5. That the budgeting process be revised to include consultation on all aspects of the budget, including staffing patterns and costs, with those who will have the responsibility for budget implementation, down to the level of each cost centre.

With the implementation of the Action Plan, with its emphasis on project planning and project execution, the budgeting process now is involving one further level: the project leader/project team.

Greater participation by scientists in revising the project proposal system seems essential.

Partial

6. That Management pursue vigorously the assessment of needs in the area of staff training and career development, design a more systematic set of policies to respond to the identified needs, and commit adequate resources to assure their realization.

In terms of support staff training, as a result of the EMR recommendation CIAT restructured its Human Resources Department to allow it to engage in increased activities in the areas of training needs assessment and identification of training opportunities and/or the organization of training programmes.
In the area of career development, CIAT strongly feels that it is not the responsibility of an IARC to provide career development for its support staff beyond (a) its own needs, and (b) providing a maximum of encouragement to pursue career development opportunities at the personal level.

The Human Resources Department has improved its work in local staff training. Career development would have been difficult in the context of the heavy downsizing of the past few years.

Full

7. That all first-line supervisors be trained in financial management as is relevant to their assignments as well as in supervisory skills.

CIAT has made budgetary and organizational provisions for the creation of an internal capacity to provide training in the effective administration of financial and other resources (including, especially, human resources). However, funding uncertainties continued to retard the implementation of these provisions.

The Panel understands the financial exigencies of the Centre. However, it remains essential that first line supervisors become more cost-conscious and receive further training in supervisory skills.

No

8. That CIAT seek or help identify funding for and recruit well qualified Masters and Ph.D candidates to conduct their dissertation research under the supervision of CIAT Senior Staff scientists.

To the extent that M.Sc. and Ph.D students can be enlisted for the task of availing themselves of such data and including them in their dissertations and publications related to their dissertations, CIAT will make every attempt to follow this suggestion.

The number of Ph.D trainees has doubled since the time of the last review. The Panel is satisfied that the Centre is seeking to implement this recommendation.

Full

9. That CIAT design and implement a system of individual performance planning and evaluation.

The first step towards the realization of this goal was a commitment to this concept by Management, including the redefinition of the evaluation process of principal staff. The recent changeover from a programme orientation to a project orientation should further be conducive to individual performance planning and evaluation.

The Panel believes that substantial improvement is still needed in this area.

Partial

10. That CIAT continue to place a high priority on the development of administrative systems and procedures which will be more appropriate to the needs and circumstances of its outposted staff.

CIAT restructured the organization of outposted projects based on two precepts. Firstly, for each project, a plan was drawn up for the building up of a local provision of administrative and accounting services. Secondly, the area of finance and administration at CIAT Headquarters assumed primary responsibility for extending its realm of influence and supervision to the administrative/financial operations of outposted projects.

The administrative systems both at CIAT Headquarters and in outstations have improved substantially.

Full

11. That CIAT pursue a policy of maintaining its working capital fund at a level equal to 30 days of expenditures (approximately three million dollars in 1989).

By 1994, fund balances kept in liquid form had increased to a level equal to 90 days of expenditures. CIAT pursued a series of avenues, including the creation of an endowment, debt-swap mechanisms, donations from private business and philanthropists, and income from patents and services.

Financial management systems have been strengthened; the level of the working capital fund needs to be continuously monitored.

Full

12. That the CGIAR Secretariat and the Centres jointly agree on a set of Systemwide policies which would guide the Centre's debt swap operations.

At this stage, debt swap opportunities have lost all appeal and no longer constitute a promising avenue for funding.

The Panel shares the Centre's views on debt swap opportunities. A Systemwide policy on investment more generally would be valuable.

Full

Recommendations	CIAT's 1994 Progress Report	Panel's Comments	Implemented
1. That a greater effort should be made in the Bean Programme, with the GRU, to increase germplasm screening activities and to speed up the processing of backlogged materials.	In 1989 there was about 25,800 accessions in the Phaseolus collection and about 9,000 accessions held in backlog. After review, the backlog was reduced to some 5,000 accessions. In the period 1990-1994, the GRU received 1,545 new accessions which were selectively introduced. Between the Bogota facility and greenhouses in CIAT, a total of 2,225 accessions of Phaseolus were processed. Total accessions pending analysis are now 4,500. As to screening of germplasm, more than 20,000 accessions have been evaluated for several important diseases.	The Centre has achieved a significant increase in screening activity and in the processing of the backlog of materials.	Full
2. That CIAT take steps to assemble information on the occurrence and distribution of major constraints to bean production in Africa.	The Bean Programme completed an extensive survey of constraints for production regions in Africa. The survey includes definition of production environments based on edaphic and climatic data and extensive information on cropping practices. Estimates of importance were stratified by major regions to provide researchers with a more strategic view of constraints. The information is being made freely available to NARS and other institutions through the publication 'African bean production environments: their definition, characteristics and constraints'.	The Panel commends CIAT for its work in identifying constraints on bean production in Africa. It believes the survey information on soil conditions, including soil quality, will need strengthening.	Full
3. That the Rice Programme pursue more actively the use of population improvement methodologies like recurrent selection.	CIAT agrees, as evidenced by the fact that the Rice Programme recently recruited a breeder with such an expertise. The Programme has also developed male sterile lines for recurrent selection in the uplands and is transferring this character to the irrigated lines.	A recurrent selection programme to increase the yield potential of lowland rice started in 1993. Several gene pools created by CIRAD and EMBRAPA are being evaluated.	Full
4. That, since the yield trials have frequently shown rather poor statistical precision, the Programme make a serious effort to explore the reasons.	The Programme has responded by increasing the size of its experimental plots, the number of replications and the sampling methodology. From 1990 onward bigger plot sizes were used and the observed CV in the yield and agronomics trials were around 15 to 20%, considered acceptable to detect the differences between treatments.	Finds the CVs mentioned adequate.	Full
5. That the GRU should intensify the effort to have experts decide on a manageable core collection consisting of a limited number of accessions that contain an appropriate amount of genetic variability.	CIAT agrees on the need to create core collections. At the moment, however, consensus within the scientific community as to what precisely constitutes such a grouping is lacking. By 1994 a core collection of Phaseolus vulgaris has been compiled based upon a model combining historical, morphological and agroecological data. The world collection of Manihot esculenta, maintained at CIAT, consists of over 5,000 accessions representing the diversity of nearly all cassava producing countries of the world. Experience with the seven agroecological zones established to orient cassava research, and parameters of geographic origin, morphological diversity and isozyme patterns, were used to define a core collection of cultivated cassava.	A first step has been taken to create core collections based on agroecological zoning and passport data.	Full
6. That, considering the increased activities necessary for the tropical pastures and cassava collections and its great genetic variability, CIAT seek resources for adequate staffing for the Genetic Resources Unit.	The Head of the GRU who resigned in late 1992 has not yet been replaced because of budget cuts. The Programme Committee of the Board of Trustees in 1994 also urges that this anomaly be addressed. Recruitment for this position will be initiated in the first quarter of 1995. In 1994 in a joint effort between CIAT and IPGRI, a senior scientist on genetic diversity was appointed in order to provide input and coordinate the development of a Latin American consortium on plant genetic resources and agrobiodiversity.	Given the widening interest in genetic resources and the progress of the Convention on Biological Diversity the Panel is concerned at the delay in filling this post.	No
7. That CIAT considers duplication of the collection and the maintenance of a collection of sexual cassava seeds, as insurance against the possible loss of the living cassava collection maintained in tissue culture.	True seed does not appear to be a viable mechanism of safe duplication, as a large proportion of the collection does not produce seed under the conditions of its field maintenance. Two candidate institutes, FCRI in Thailand, and EMBRAPA, Brazil, have been identified as recipients of safety duplicates of the living cassava collection. Negotiations are beginning with FCRI, but the issue of financial support has prevented a commitment from EMBRAPA. A project is being prepared for funds to continue research in cryopreservation of cassava at CIAT in collaboration with ORSTOM, France.	Cryopreservation and the duplication of the Cassava collection still merits greater attention. There are promising CIAT initiatives with Thailand.	Partial
8. That even greater efforts be made to find special funds and other resources to allow the BRU to expand.	Seeking special project funding to carry out on priority topics is a continuous effort of the BRU. As a result the amount of complementary funds for the BRU in the last two years has equaled the funds allocated from CIAT core funding.	The Panel commends the BRU for its success in attracting extra funding.	Full
9. That an internal biosafety committee be established very quickly.	A CIAT Institutional Biosafety Committee was established in 1990-91; and the CIAT Biosafety Guidelines were approved by the BoT in 1991.	The Panel emphasizes the need for greater biosafety greenhouse capacity.	Full
10. That CIAT management give greater attention to clarifying the role and future responsibilities of the AESU.	The resources of the unit were incorporated in the newly formed Land Use Programme. A new agenda of research was developed covering aspects of land use in resource management research. The support services previously provided to the commodity programmes by the AESU were continued under the mandate of the new programme.	The Panel urges the Centre to decide whether the Land Management SRG should be a programme or a unit.	Partial
11. Increased attention to the needs of programme experiments in decisions on commercial cropping by Station Operations.	The Field Operations Unit gives priority to all the services requested by the programmes or to research from the point of view of the land preparation, planting, cultural labours, irrigation, etc. No services are given to the commercial production if the same have to be provided to research.	Research needs are given the highest priority but better interaction between the Programmes and station operations is still needed.	Full
12. Integrated strategies across CGIAR Centres in dealing with national programmes, particularly in non-mandate specific activities such as management training, on-farm research and networking, and in areas of overlapping mandate such as the maize/bean intercropping so important in Latin America, the Caribbean and Africa.	CIAT had already initiated such efforts as shown by the agronomy trials training course held in Ethiopia in conjunction with CIMMYT, the joint training courses on grain legume research held in Africa in conjunction with IITA, and the Central America regional training programme in on-farm research (also with CIMMYT).	Much progress has been made in the coordination of inter-centre activities. The new emphasis in the CGIAR will ensure this progress continues.	Full
13. Being selective in responding to the broad range of demands that have come out of NARS consultations.	CIAT agrees that it cannot respond equally to all requests or suggestions that result from our constant interaction with NARS. It needs to strike a balance between being responsive and saying 'no' when appropriate.	CIAT has made progress in evolving a transparent priority setting process. The move towards regional groups of NARS will bring clearer articulation of regional needs which will help CIAT respond more effectively.	Full
14. That, commending CIAT's effective development of the steering committee model and network activities in Africa and Latin America, the Centre continue its support for these efforts.	The Steering Committee remains the crucial management entity that oversees both research and training activities undertaken within regional networks. In some regions, the coordination of the network is being assumed by national scientists, with increasing emphasis on the identification of scientists as regional leaders in specific disciplines.	The transfer of network management to NARS remains CIAT's policy and practice. NARS have complained that downsizing has led to devolution sometimes being accompanied by the withdrawal of technical support.	Full
15. That in view of CIAT's success in working out a model for collaboration with EMBRAPA in Brazil, in cooperation with IITA, in relation to the Cassava Programme for the semiarid parts of Africa, the Centre continues to work toward similar outreach plans with highly developed national systems.	In 1990 a 5-year project (financed by IFAD, Rome, Italy) was initiated in cooperation with EMBRAPA and IITA for the development of cassava, germplasm for semiarid and subtropical ecosystems. The Cassava Programme is currently preparing a proposal for extending and expanding these activities in Africa, northeastern Brazil and the northern coast of Colombia. During 1992/93 two projects were initiated and financed by non-core resources. These two projects are: a) an integrated soil/crop management project in Southeast Asia funded by the Sasakawa Foundation of Japan; b) an integrated pest management project in northeastern Brazil (EMBRAPA) and Africa (IITA) funded by UNDP. These projects are now fully implemented.	The Centre is continuing to implement this policy effectively.	Full
16. That CIAT headquarters reinforce the efforts of its staff in Africa for Inter-Centre collaboration in training and research.	Wide Inter-Centre collaboration is evolving in Africa in both research and training. Training is coordinated across all Centres, with ICRAF and IITA leading this initiative.	IITA and ICRAF lead efforts to fully integrate CGIAR Centres' training schedules in Africa. In 1994 an integrated across-Centre training programme was published.	Full
17. That CIAT pool its knowledge and experience with others, including ISNAR, for the training of research managers.	CIAT recently contributed its unique experience in the development of teams of trainers to jointly implement a training programme in research management with ISNAR.	The Panel commend CIAT for collaborating in this Inter-Centre initiative.	Full
18. CIAT contact with other Centres for an integrated approach on sustainability.	A number of Inter-Centre activities in the sustainable improvement of productivity have materialized over the last 3 years following the CIAT initiative. CIAT is involved in three of these; a) Alternatives to Slash and Burn; b) A Central American Consortium for Research in Hillside Areas; c) with CIMMYT in agropastoral systems in the savannahs.	Since the last EPR there has been a wave of initiatives in the sustainable improvement of productivity. CIAT has been an innovator in convening and implementing these with a range of partners.	Full
19. That CIAT systematize its ongoing inventory of national programme training needs and its schedule for filling them. This will require consultation not just with leaders in commodity research programmes but with national research leaders.	In the training-the-trainers project, needs were assessed with national leaders. All training requests are submitted by national leaders (even though) the candidates may be identified by CIAT staff).	CIAT has made significant efforts to consult national leaders, particularly after training slumped in 1992. Training is likely to be back to pre-crisis levels in 1995.	Full
20. That CIAT explore ways to get wider awareness and greater use of its SINFOC commodity collections and other bibliographic resources.	In the period 1989-1994, the Information and Documentation Unit has made a major investment in emerging technologies in order to promote wider awareness and greater use of its bibliographic resources, as well as to streamline operations. Automation of the collections and adherence to international bibliographic standards has made it easy and feasible to share CIAT's databases with partners and clients in a variety of forms.	The Panel commends the Information and Documentation Unit on its success in expanding operations on a reduced budget.	Full
21. Attention to the balance between demand for services from the publication programme and resources available for it.	Despite a 25% staff reduction, CIAT has at least maintained its prior level of scientific publication and increased public awareness communication by many times. We have started bringing in journalism students, who do their 6-month internship working on Spanish publications, and may bring in English-language interns in the future.	No additional comments.	Full
22. Careful analysis of policies for pricing publications and other CIAT materials to make sure they accomplish the desired distribution.	A Publications Advisory Committee was established in 1992. Its purpose is to screen publication proposals and set publication policy. A pricing policy was established whereby CIAT recovers manufacture and distribution expenses from book sales in developing countries. That price is multiplied by 2.5 times for sales in developed countries. Thus, the developed country sales subsidize distribution in developing countries. There is no lack of funds for publishing future books.	This strategy seems to have been eminently successful and offers another example of innovative policies in the Communications Unit.	Full