CONSULTATIVE GROUP ON INTERNATIONAL AGRICULTURAL RESEARCH
TECHNICAL ADVISORY COMMITTEE
TAC SECRETARIAT
FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS
June 1997
Extract from "Summary of Proceedings and Decisions", CGIAR Mid-Term Meeting 1996, Jakarta, Indonesia
1. Background, Scope, and Focus
1.1 Origins of the Study
1.2 Linking Public Management Research to Policy and Institution Strengthening Research
1.3 Focus of the Study
1.4 Objectives of the Study
1.5 Process and Organization of the Strategic Study2. Status of Current Work in the System
2.1 Policy Research in the CGIAR System
2.2 Institution Strengthening Research and Service in the System3. Conclusions and Recommendations
3.1 Adequacy of Current Work in the System: Policy Research
3.2 Adequacy of Current Work in the System: Institution Strengthening Research and Service
3.3 Topics With High Potential Payoff: Policy Research
3.4 Topics with High Potential Payoffs: Institution Strengthening
3.5 Need For Coordinating Mechanisms: Policy Research
3.6 Need for Coordinating Mechanisms: Institutional Strengthening Research and Service
Chapter 2. Policy and management research in the CGIAR system
2.1. A General overview of policy and management research in the System
2.1.1. Quantitative importance of policy and management research in the System
2.1.2. Policy research
2.1.3. Management research
2.1.4. Socioeconomic research3.1. The players: an overview
3.2. Criteria for relevance of CG research
3.3. An analysis of the players3.3.1. Policy research
3.3.2. Research on research policy
3.3.3. Management researchChapter 4. Demand for P&M research: the context for priority setting
4.1. Economic and institutional contexts in LDCs: demand for P&M research
4.1.1. The regulated context of the 1960s & 1970s
4.1.2. The transition of the 1980s
4.1.3. The globalizing context of the 1990s4.2. Implications of Expansion of the CGIAR
4.3. Areas of Comparative Advantages in P&M Research4.3.1. A Prospective vision of agricultural challenges in LDCs
4.3.2. Public policies in relation to technological change
4.3.3. Understanding interactions among technologies and policies in areas where sustainability of production is at risk
4.3.4. Research policies and public management of agricultural R&D
4.3.5. Emerging long-term transnational issues4.4. CGIAR priority setting processes
4.4.1. The process
4.4.2. Programmes versus projects
4.4.3. Criteria for priority settingChapter 5. Supply and research quality
5.1. Institutional design in policy research
5.2. Project selection and demand responsiveness
5.3. Project design and execution
5.4. Project communication and influence
5.5. Quality assessment
5.6. Personnel and recruitment policyChapter 6. Policy and management research: quantity and gaps
6.1. Increasing share of CGIAR resources allocated to social science research
6.2. Some research gaps6.2.1. Research on research policy and research management
6.2.2. Research on institutions
6.2.3. Political economy of policy and management decisions
6.2.4. Research on common property resources
6.2.5. Generic policy analysis: a loss of opportunities?
6.2.6. MicrodataChapter 7. Policy and management research coordination among Centres
7.1. Proposal for a System-wide programme in public policy research
7.2. Centres' policy research capacity for collaborative research
7.3. Resources for inter-Centre collaborative policy and management research
7.4. Medium-term plans and coordination of inter-Centre policy and management research
7.5. IFPRI's System-wide backup role in policy research methodology
7.6. Reporting on policy research in the System
7.7. The special problem of management researchChapter 8. Institution strengthening
8.1. Emerging opportunities for research on public management
8.2. Other Centers' involvements
8.3. Instruments for institution strengthening8.3.1. Institution building
8.3.2. Collaborative research
8.3.3. Training courses
8.3.4. Workshops
8.3.5. Exchange and visiting research fellows
8.3.6. Publications
8.3.7. Network of IFPRI associates
A. INTRODUCTION
B. THE CHANGING NATURE OF THE CGIAR SYSTEM AND THE NARS1. Evolution of The CGIAR System
2. The Changing Perception of What Constitutes NARS
3. Contending Coalitions of Agricultural Science and Technology
4. A Broader Perspective on Institutional DevelopmentII. CONCEPTUAL FRAMEWORK FOR A CGIAR STRATEGY TO STRENGTHEN NARS
A. WHAT IS MEANT BY "STRENGTHENING" OF NARS
B. WHAT IS BEING DONE TO STRENGTHEN NARS
1. Criteria for Selection of External Interventions
2. Roles of Various Players
3. What the CGIAR Centres Are DoingIII. FUTURE DIRECTIONS FOR THE CGIAR IN INSTITUTION STRENGTHENING
1. Research on Agricultural Research Systems
2. Emerging Regional Groupings
3. Service vs Research
4. Gender Issues
5. Role of the CGIAR within the Global Research SystemB. FUTURE ROLE OF THE CGIAR CENTRES
1. Future Directions for ISNAR
2. Emerging Priorities for Other Centres
3. Inter-Centre Collaborationa. Between other Centres and ISNAR
b. Between ISNAR and IFPRI
c. Among Other Centres4. Centre Responses to Questionnaire
5. Allocation of Resources to Institution Strengthening
6. Concluding RemarksANNEXES
1. Introduction and Background
2. Scope and Organization of the Study
2.1. Public Policy and Public Management Research
2.2. Institution Strengthening Research and Service
2.3. Proposed Organization of the Study3. Public Policy and Public Management Research Linkages to Natural Resources Management Research
4. Focusing on the International Dimensions of Research
5. Ongoing CGIAR Public Policy, Public Management, and Institution Strengthening Research.
6. Implications for the Organization of the StudyB. SCHEDULE AND LIST OF PARTICIPANTS OF THE SEMINAR HELD AT ISNAR, 27-28 APRIL, 1995
C. HISTORICAL PERSPECTIVE OF CGIAR INVOLVEMENT IN INSTITUTION STRENGTHENING
D. OVERVIEW OF CGIAR MEDIUM-TERM (1994-98) PROPOSALS ON INSTITUTION STRENGTHENING
E. CLASSIFICATION OF NARS STRENGTHENING SERVICES AND RESEARCH
F. SUMMARY OF CENTRES' RESPONSES TO QUESTIONNAIRE1