1.1 Background
1.2 Internal and External Developments
1.3 Conduct of the Review
1.4 Outline of the Report
ISNAR was established in 1979 to help strengthen national agricultural research capabilities in developing countries. Its ultimate goal is to assist developing countries in improving the effectiveness and efficiency of their agricultural research systems through enhanced capacity in the areas of research policy, and organization and management (from the ISNAR Constitution as revised in 1989).
During the first five years of its operation (1980-85), ISNAR's activities focused primarily on diagnostic reviews of NARS. A favorable external program and management review in 1985 recommended that ISNAR continue its operations at the end of the five-year "sunset clause" imposed on it at the time of its establishment. In 1986, ISNAR produced its first strategic plan in which it proposed to operate as a research-based service organization with an allocation of resources of 50% to advisory services, 25-30% to research, and 20-25% to training. In 1991, ISNAR developed a new strategic plan which further defined the nature of the advisory services it would provide: comprehensive institutional development, component strengthening, and knowledge generation and information dissemination, each of which would have a service, a research and a training component.
ISNAR underwent a second external review in 1991, which made a number of recommendations, primarily to give more emphasis to priority setting, to working with universities, to a greater involvement of NARS in the center's strategic planning, to developing a training strategy and publication policy, and to research, personnel and financial management. In general, according to ISNAR, almost all of the 1991 recommendations have been implemented either fully or partially (see Annex B-1).
ISNAR has developed three medium-term plans so far; the first two cover 1989-93 and 1994-98, and a third plan has now been prepared in draft for the period 1998-2000. In preparation of its review of CGIAR priorities and strategies, TAC commissioned a strategic study on the future role of the CGIAR in institution-strengthening research and services. The report of this panel was finalized during 1995.1 The Panel was chaired by Dr. John Nickel and its report made a number of recommendations on the future organization of the CGIAR's work in this area. The outcome of this strategic study provided a major input into the preparation of this report by the review Panel.
1 TAC/CGIAR, 1996. The Future Role of the CGIAR in the Development of National Agricultural Research Systems: A Strategic Study of Institution Strengthening Research and Services. TAC Secretariat, FAO, Rome.
ISNAR today has a 1996 budget of USD 10.9 million (consisting of approximately USD 6.5 million of unrestricted core contributions, USD 1 million of restricted core contributions from the Dutch government, and USD 3.4 million from funds mostly earned from the sale of services and through special projects) and a program that is entirely within the CGIAR agreed research agenda. It has a total staff of about 95 people of which 55 are professional and 40 are support staff. Of the 55 professional staff, 41 are internationally recruited.
ISNAR allocates 73% of its resources to CGIAR Activity 5 on strengthening NARS and 27% to Activity 4 on improving policies. The allocation of 73% of resources to strengthening NARS is composed of about 39% for organization and management counseling (about a third of which can be considered as research), 24% for training, 6% for documentation and information dissemination, and 4% for networks.
ISNAR has two major programs. One on Policy and System Development, which, with a 1996 budget of USD 3.3 million, accounts for 34% of ISNAR's budget, and one on Management, which, with a budget of USD 2.8 million, accounts for 24% of ISNAR's budget. There are also several cross-program activities. The programs are supported by specialized units: computer services, library and documentation, publications, and training.
Several developments in the external environment over the last 18 months have had major consequences for the future work of ISNAR. In the renewal process of the CGIAR, which culminated in the 1995 Lucerne Action Program, the Group was encouraged to continue its efforts to develop a more open and participatory system with full south/north ownership. In particular, a recommendation was made to accelerate the process of systematizing participation by the national research systems of developing countries in setting up and implementing the CGIAR's agenda. Following Lucerne, specific action plans were drawn up for each of the major regions, culminating in the preparation of a Global Plan of Action which was discussed and endorsed at a Global Forum during ICW 96.
A number of other important external developments were well summarized in a paper prepared by the Director General of ISNAR for the 1996 Internal Program Review.2 The Deputy Director General also presented a most useful paper on important internal developments.3
2 Bonte-Friedheim, C. 1996. The Changing Environment and Agricultural Research. Paper prepared for the 1996 Internal Program Review, ISNAR, The Hague.3 Elliott, H. 1996. Organizational Structure at ISNAR: What Can We Learn From Past Changes? Paper prepared for the 1996 Internal Program Review, ISNAR, The Hague.
The Panel recognizes that the 1996 External Program and Management Review was held in an environment that has become much more difficult and complex for ISNAR. Some major aspects are worth mentioning in this introduction (others follow elsewhere in the report).
· It is now widely recognized that the CGIAR accounts for 4% of global investment in agricultural research for developing countries, with NARS accounting for most of the other 96%. This highlights the need to clearly define comparative advantage and to develop strategic partnerships.· The changes in the financial environment in the CGIAR have led to budget reductions, insecurity in funding, downsizing, and a critical financial outlook in all international research centers. At the same time, expectations on ISNAR and demands for its research and services have grown rapidly.
· Most NARS have had to cope with reduced financial resources and increasing costs. Resources available for scientists have been reduced considerably, particularly in Africa and Latin America.
· Increasing regionalization of research and the development of regional research organizations and regional fora have given NARS a forum through which they can be their own spokesperson in international fora, and have changed the environment within which ISNAR operates.
· Efforts to link the CGIAR more closely in the global agricultural research system have emphasized the need to broaden partnerships not only with NARS but also with actors such as NGOs, the private sector, advanced research institutes, and universities.
· The need for the CGIAR to engage in new partnerships and the move towards system-wide programs have further stressed the already limited capacity of ISNAR to effectively respond to the numerous requests for collaboration.
· ISNAR has had to cope with a process of major internal changes and developments of new organizational structures, while facing ever-increasing demands for its services.
· The TAC-commissioned strategic study of institution-strengthening research and services in the CGIAR made a number of recommendations with a major bearing on ISNAR's work.
ISNAR's current Director General, Dr. Christian Bonte-Friedheim is retiring in February 1997 and will be succeeded by Dr. Stein Bie, currently with FAO. This external review was planned so that the Panel's report could be completed before the retirement of the outgoing Director General while the response of the Board and management to the recommendations of the review would be made through the incoming Director General.
This Third External Program and Management Review was conducted along the Terms of Reference for Panels conducting external reviews of CGIAR centers. The topics to be covered are the Recent Evolution of the Center; Mission, Strategy, and Priorities; Program Accomplishments and Impact; and Organization and Management (see Annex B-2).
Members of the CGIAR were also asked to state any specific issues that should be raised by the Panel. The work of the Panel started with the Panel Chair, together with the Panel Secretary and the Resource Person from the CGIAR Secretariat, attending the meeting of ISNAR's Board of Trustees in May 1996, at which a number of issues were identified as requiring careful attention during the review. On this basis, Panel membership was finalized and the entire Panel attended the internal program review of ISNAR from 23-26 September 1996. The Panel also considered a comprehensive set of background documentation, including a number of ICERs developed by ISNAR in preparation for the review. During this period, as well as on Friday 27 September, the Panel discussed the major issues to be addressed during the review and agreed on how to share responsibilities.
The Panel chair and one Panel member subsequently visited the World Bank, IFPRI and the Inter-American Development Bank. Three Panel members attended the Global Forum of NARS, interacted with other participants in the global agricultural research system, and interviewed many NARS leaders who were present at ICW96. One Panel member attended the Executive Committee of AARINENA in Cairo from 25-27 November 1996. The SACCAR Board Meeting in Pretoria from 15-17 November 1996 was also attended by a Panel member. Individual Panel members studied in detail ISNAR's involvement in Zimbabwe, Uruguay and Mexico. The Panel benefited substantially from internally commissioned external reviews by ISNAR, in particular the ICER on impact assessment. The Panel's work was also facilitated by a staff survey conducted by ISNAR's management. The Panel chair and two Panel members attended some of the sessions of the meeting of the ISNAR Board of Trustees from 3-6 December and held discussions with the incoming Director General.
The main phase of the review was conducted from 9-20 December 1996. The Panel met with the Director General designate and conducted interviews with most senior staff and many of the support staff. The Panel also met with the Director General and Senior Management. At the end of the main phase, the Chair presented the main findings of the EPMR Panel to ISNAR's management and staff.
This report contains two parts. First is the main report, which provides a synthesis of the Panel's findings and its views on ISNAR's strategy, achievements, and impact; quality of work; management; and future strategic directions. Second is a set of annexes: Annex A provides a more general discussion of programs, support units and management. Annex B provides the Terms of Reference for the Review, information on Panel membership, and an overview of ISNAR's response to the recommendations of the 1991 External Review.
