Consultative Group on International Agricultural Research - CGIAR
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From: The Secretariat
July 1997
CGIAR Mid-Term Meeting
May 26-30, 1997
Cairo, Egypt
External Review of ISNAR1
1 Extract from "Summary of Proceedings and Decisions - Report on Parallel Session II", CGIAR Mid-Term Meeting 1997, Cairo, Egypt
The CGIAR discussed the external review of ISNAR in Parallel Session II under the chairmanship of Mr. Paul Egger (Switzerland). Review Panel Chair Samuel Paul presented the findings of the review team. The EPMR noted the significant progress made by ISNAR over the review period; however, in view of the changing global environment, the review called for a strategic repositioning of the center.
ISNAR Board Chair Amir Muhammed noted that ISNAR largely concurred with the panel's analysis, conclusions, and recommendations, and had already put in motion a process for implementing them. ISNAR Director General Stein Bie indicated that a medium-term plan, expected to be completed by ICW97, will outline a new ISNAR strategy.
TAC Chair Donald Winkelmann summarized TAC's views on the review, stressing the need for ISNAR to adopt a more systematic approach to priority setting and TAC's broad endorsement of the panel's recommendations. Both TAC and ISNAR noted that one shortcoming of the review was the limited attention it gave to analysis of ISNAR's collaboration with other CGIAR centers and with FAO.
During the ensuing discussion, members noted several key directional changes, as recommended by the EPMR and endorsed by TAC, including the following:
· ISNAR should more clearly define its niche. This would involve strengthening the research base for its services, enhancing knowledge about policy, and making better use of strategic alliances.· ISNAR should better focus on capacity building. This involve moving up in the capacity building ladder; linking research and research-based services with capacity building; strengthening capabilities in capacity building efforts in and close to NARS, particularly in the management field; and, aligning its staffing and skill mix with the new skills the center will need.
· ISNAR should operate on the basis of a broad NARS concept. This would require, among others, supporting partnerships and facilitating the functioning of regional fora.
· ISNAR should focus on weaker NARS and collaborate with stronger NARS as needed in regional efforts and within the context of a clearly articulated strategy.
The session chair concluded the discussion by noting that the parallel session endorsed the recommendations of the external review and was pleased that the center concurred with them. The parallel session suggested that, in addition to the comments made by TAC, ISNAR should also consider the suggestions listed above during the strategic repositioning of the center.
Conclusion. Following its review of the EPMR report and the response from the board and management of the center, the Group endorsed the recommendations of ISNAR's EPMR and those in the TAC commentary, and welcomed ISNAR's efforts to move forward with a process for implementation. The Group noted that ISNAR expects to complete an outline of its new strategy by ICW97.
