Appendix V Assessment of ICRISAT's Progress in Implementing the Recommendations of the 1990 External Review

The 1990 External Programme and Management Review made 45 recommendations of which 26 were on programme and 19 on management.

ICRISAT's response to the 1990 Review has been taken into account in appropriate sections of the report, and is tabulated in this Appendix together with this Panel's comments and implementation scores.

Of the 45 recommendations, ICRISAT has implemented 26 recommendations in full and 15 partially. Four recommendations have not been implemented.

1. PROGRAMME RECOMMENDATIONS

1990 Panel Recommendations	ICRISAT's Response and 1996 Panel's Comments	Score
1. The Board reconsider the changes to the wording of ICRISAT's mandate made in "Pathway to Progress"	Response 1992: In the final version of 'Pathway to Progress', we have retained the original text of the mandate.	2
	Response 1996: Same.
2. Research on Integrated Pest Management not be included in AGLN.	Response 1992: The unsupported recommendation that IPM should be excluded from the AGLN is puzzling. The AGLN does not carry out research or training, but facilitates these activities which are carried out by ICRISAT, NARS, and other international/regional organizations' scientists. We have had strong support from TAC and from donor groups, and particularly from our NARS partners, for ICRISAT to become more involved in research and training in IPM. The AGLN facilitates our involvement in this important activity.	0
	Response 1996: CLAN (like its predecessor AGLN) facilitates and coordinates collaborative research, based on the need and interest of member countries. We have assisted national scientists by providing necessary information on IPM in legumes. Based on the success of groundnut IPM in coastal Andhra Pradesh, the Vietnam NARS had requested assistance. An ICRISAT entomologist spent his sabbatic leave in 1995, and interacted with NARS entomologists on the implementation of groundnut IPM. Results indicate that the IPM technology was successful, and the NARS are planning to extend it in a large scale. Note that, apart from the ICRISAT staff salary, other resources came from the national programme and partly from CLAN.
	Panel's comments: The Panel agrees with ICRISAT. CLAN has proved to be an effective mechanism for facilitating collaborative research and technology exchange with the Asian NARS. The Panel suggests that ICRISAT continue to play a key role in this network.
3. Sticking to the three mandate crops and involving other legumes only for the purposes of Resource Management	Response 1992: We accept the recommendation.	2
	Response 1996: Research projects currently focus on each of the three legume crops. The need for this is likely to continue.
	Panel's comments: The Panel concurs that ICRISAT focus its research on the three mandate legume crops: groundnut, pigeonpea and chickpea.
4. ICRISAT make a world reference collection of legume virus antisera, at 'species' and at strain level.	Response 1992: This we strongly support in-so-far as it refers only to our mandate legumes. In fact, we have been working towards this end for more than 10 years and have supplied many cooperators with antisera, including other organizations that maintain antisera banks, and who in turn supply others. We have invested considerably in equipment, staff, and supplies for this activity. We envisage expansion and further cooperation with complementary projects already in operation or being planned; e.g., the ACIAR initiative to set up an antisera and diagnostic test plant, seed maintenance, and supply facility in Asia.	1
	Response 1996: This recommendation has remained an objective. A collection of the antisera of the viruses of our mandate legumes exists and is maintained in cooperation with colleagues in the Scottish Crops Research Institute and the Agricultural Research Council, South Africa.
	Panel's comments: The Centre should move ahead to implement the 1990 recommendation.
5. ICRISAT formulate an explicit policy to shift its activity in legumes research from more applied research to more strategic and basic research, at least at headquarters.	Response 1992: At present 40% of our research in legumes can be classified as basic and strategic. We aim to increase this percentage to about 60% during the next 4 to 5 years.	1+
	Applied research needs have declined in recent years although there are continued efforts to improve existing technologies and some new technologies have to be developed, e.g., methods for screening germplasm for adaptation to acid soils and for shading; and a methodology for preparing monoclonal antibodies.
	With regard to adaptive research, our interest in this area is of relatively recent origin. It reflects expressed wishes from donors, NARS partners and other organizations, and our own perceptions of NARS requirements. It is well expressed in our Institute strategic plan. From limited involvement in adaptive research we can obtain clearer indications of research priorities, training needs of NARS, and have an influence on the generation of socioeconomic impacts and their measurement.
	Response 1996: The current research projects embody a continuum of research of a basic/applied/adaptive character, depending on the priority needs and research opportunities. Research done by ICRISAT is generally strategic in nature, and designed to provide for spillover across production systems and regions. Partnerships in research with advanced research institutes are designed mainly to capture basic knowledge and technologies which can be exploited to achieve impact through research partnerships with NARS. Since 1992, the content of basic and strategic research in the groundnut research portfolio has increased further in almost all areas: pathology, virology, entomology, crop physiology, and genetics of groundnut. Consequently, the extent of applied research has declined in all areas, except breeding, where development of improved germplasm with multiple resistances in superior agronomic backgrounds continues to receive our attention. Our interest in adaptive research is NARS driven. Returns of our limited involvement in adaptive research continue to be very high.
	The Crop Protection Division has attempted a balanced input across the research spectrum as far as work on legume crops is concerned. However, imbalance has occurred where the lack of professional staff has meant human resources have been allocated according to the requirements of NARS partners. For instance, the need for action on the development of management procedures for Helicoverpa, the major biotic constraint of pigeonpea and chickpea crops, has resulted in an applied emphasis to our work.
	Panel's comments: The Panel considers ICRISAT's argument to be reasonable and convincing. In the light of the proposed shift in programme thrust ICRISAT should rapidly move towards more strategic research in legumes, especially in the area of genetic enhancement.
6. A virus epidemiologist should be appointed to study primarily the epidemiology of Peanut Stripe Virus and later, other viruses.	Response 1992: The recommendation will be discussed in the context of the Medium-Term Plan (1993-98) which is being developed at present.	2
	Response 1996: A multi-national - multidisciplinary study of the epidemiology the groundnut rosette complex of viruses has been initiated in southern Africa in 1996. The 1993-98 MTP supported research on Peanut Stripe Virus: the emphasis has been on international collaboration that will make it possible for Asian NARS to develop their own programmes for managing this and other virus diseases.
	Panel's comments: Groundnut rosette deserves continuing research emphasis by the Centre. Focus on groundnut stripe virus is of questionable value.
7. The crop protection risks of perennial pigeonpea should be explored, especially its possible role in the maintenance of nematode population, but also its possible role as a refuge for insect pests as well as for beneficial insects.	Response 1992: Presumably this recommendation relates primarily to the Asia Region, but would have relevance to West Africa (especially agro-forestry systems) and to eastern Africa also. The Legumes Programme nematologist, pathologists and entomologists plan to cooperate with RMP scientists in studies of cropping systems involving perennial pigeonpea in relation to insect pest populations and to all factors involving IPM and sustainability.	1
	Response 1996: Earlier work on the use of perennial pigeonpea in intercropping concluded that disease infection following cutting back after one year led to substantial plant mortality and reduced plant stands. As a result, experimentation was terminated. In late 1995, a new experiment was initiated by the Genetic Resources Project to investigate the possibility of identifying disease-resistant pigeonpea germplasm that could withstand infection following cutting. Conclusions will only be in 1997 following cutting back of the first years' growth. Should genotypes that withstand disease infection and maintain full plant stand be identified, work on intercropping may in future be resumed. At that time, the effects of perennial pigeonpea on nematode build up in the soil and as a reservoir for insect pests will be investigated.
	Panel's comments: The study is important and should be completed. Potential application to intercropping and agro-forestry systems can be subsequently explored with research on natural resource management.
8. Two principal scientists be appointed, one principal nematologist at ISC and one principal virologist based at ICRISAT Centre for virus epidemiology.	Response 1992: In order to avoid such a situation and to be prepared, a highly qualified, well equipped nematologist should be stationed permanently at ISC as soon as possible. He/she should also be engaged in breeding for resistance to nematodes by developing appropriate testing methods. Funds should be taken from other crop protection activities in view of the urgency, and the importance of the nematode problem elsewhere in Africa.	2
	Response 1996: A substantive expertise in virology has been developed at ICRISAT Asia Centre, involving two Internationally Recruited Staff who embody considerable expertise in epidemiology.
	Panel's comments: ICRISAT currently has adequate high-level expertise on virology. A nematologist will be required in view of the anticipated expansion of the genetic resources evaluation and enhancement activities.
9. Resources be found by not filling the vacancy of the principal statistician and by reducing that part of the legume breeding work that aims at the creation of finished varieties.	Response 1992: Although ICRISAT management considers appointment of a Principal Statistician to be necessary, we have recently appointed a 'nationally recruited' Senior statistician (on deputation for 2 years) from the Indian Council of Agricultural Research. We will review the situation after 2 years. With the current budget reduction, creation of these two positions is not possible. They will be considered in the new Medium-Term Plan.	2
	There is a misunderstanding on the part of the Panel as to the resources going into creation of finished varieties. The main objectives of the legume breeders are to introduce genes conferring particular advantages, e.g., resistance to a specific disease or pest, into a genome that has the minimum number of adverse characters, and to combine these to produce genotypes which are likely to be adapted to particular agro-ecosystems. When this goes through further NARS evaluation and is selected as a variety for release, all well and good; if not, it can be used as a parent in ICRISAT or NARS breeding programmes.
	Response 1996: An institute-wide programme of Statistical Services has been established in 1996. This draws upon the complementary expertise of an Internationally Recruited Staff statistician located in ISC and a NRS statistician located at ICRISAT Asia Centre, supported by a strong cadre of senior graduate technicians. Appointment of an Nationally Recruited Staff statistician to ICRISAT Asia Centre occurred in 1995.
	Panel's comments: Expertise in statistics and biometrics is essential to the Centre's activities, especially in genetic resources research. Other resources should be found/or the position of nematologist.
10. The effort to integrate the work of the economic and other groups of RMP be strengthened.	Response 1992: While we agree that further scope exists for closer integration of the various component groups in RMP, we think a lot of progress has recently been made. A large proportion of the Economics Group's activities are now collaborative in nature, with strong linkages established at the group and programme levels. For example, during 1991, Economics either led or actively collaborated in three major joint research projects with the Cereals and Legumes Programmes (short-duration pigeonpea, fodder, and pearl millet studies), and provided extensive assistance to, and participation, in on-farm research activities of the Legumes Programme.	2
	Collaborative projects and various coordinated activities also exist with the Soil and Agronomy Groups.
	Staff in RMP are committed to sustaining and even enhancing this trend and realize that a greater commitment of resources to social sciences will be necessary to achieve this. However, recent budget cuts (in real terms) and lack of sufficient senior staff have forced us to focus on a smaller number of projects and activities involving economists, despite a growing demand for them. We have also had to look outside for non-core support to address critical research areas (e.g., nutrition, soil conservation). Numerous requests from within and outside the RMP for greater participation of economists in on-going and new projects reflect the growing awareness by ICRISAT scientists of the value of incorporating socio-economic considerations into their research.
	Identification of constraints is explicitly mentioned in ICRISAT's mandate statement. Indeed, the village level studies (VLS) had as one major goal the elicitation of production constraints through base-line data analysis. Therefore we began the collection for different farm household sizes (small, medium, and large) in selected representative environments in the SAT of India and Africa. Thus, a major objective of the ICRISAT VLS was to understand the socio-economic, biological, and institutional constraints to agricultural development in SAT areas. To a large extent this has been accomplished, culminating in the publication of Walker and Ryan's book in 1990.
	The VLS helped to identify some of the major limitations to more effective utilization of scarce farm resources in the SAT. There are several cases where this information proved useful in guiding the research of physical and biological scientists (e.g., balance between nutritional vs yield improvement research, proper emphasis on the fodder component of crops) and in helping them focus their research more effectively. There is a general consensus, however, that the full range of information and conclusions derived from the VLS have not been sufficiently incorporated into RMP's (and the Crop Improvement Programmes) research agenda. While the VLS results are well documented (Walker and Ryan, 1990), no serious effort has yet been made to extract the important implications for research. This will be undertaken by a multidisciplinary task force, spearheaded by the Economics Group in future.
	Specification of desired technology characteristics is another area of concern to economists and has been addressed periodically by them. For example, Ryan and Rathore found that factor endowment ratios (e.g., capital to labor ratios and cultivated land to labor ratios) in five out of six of our villages were not significantly different across the various farm sizes - contrary to conventional thinking. The implications are of paramount importance: i.e. ICRISAT would not have to develop different technologies for different farm size groups, and scientists need not be concerned about testing the scale-neutrality of their perspective technologies in India.
	More recently work has been initiated collaboratively between scientists and economists, to elicit information from farmers about preferences they have and criteria they use in evaluating sorghum and millet cultivars. It is unfortunate that this type of research took so long in coming, and was preceded by years of ineffectual efforts that tried to persuade farmers in some important sorghum and millet growing areas to adopt 'improved' cultivars - which of course they did not.
	ICRISAT believes firmly in priority setting as a means of making the most efficient allocation of available research resources. While in the past, selection of priorities reflected scientists' own judgments and intuition, it is our belief that introducing more objectivity and transparency into the process would greatly enhance our ability to select proper priorities. At present, ICRISAT is actively engaged in utilizing a systematic analytical framework as a basis for determining its priorities and projects for the 1993-98 Medium-Term Plan. The importance it attaches to these efforts is revealed in its decision to appoint an Economist to devote 100% of his/her time to research prioritization and impact assessment. We hope to fill this position shortly. ICRISAT believes this is all the more relevant in a time of contracting budgets.
	Technology evaluation and adoption studies have been the mainstay of the Economics Group. On-station and on-farm yield and socio-economic evaluation of the Vertisol technology received the lion's share of attention during the late 70's and early 80's. Numerous adoption studies were carried out during the 80's including an in-depth analysis of adoption of high-yielding varieties of cereals in India by a Cornell PhD candidate under Dr T S Walker's supervision. Presently we are evaluating the adoption of short-duration pigeonpea in peninsular India. Plans are underway to initiate similar studies on our millet cultivars, contingent upon increase in staff and a great allocation of funds.
	Again the demand for these studies from the crop programmes is high.
	Response 1996: The 1994-98 MTP planning process, organization and management changes and the project development process since the previous EPMR have brought us considerably further than the situation in which these comments and response were made. The new project format ensures multidisciplinary efforts targeted on defined production systems at appropriate scales (e.g., farm, watershed, region). Although there have been teething problems, ICRISAT now has a research mechanism in place that should be able to effectively and efficiently address current problems in sustainable agricultural development in areas where it has a comparative advantage to do so.
	Under ICRISAT's 1995-1996 research portfolio, approximately 40% of the research time of economists in the Socioeconomics and Policy Division (SEPD) is allocated to the four in Integrated Systems Projects (ISPs). This encompasses a wide range of work defined in collaboration with project teams made up primarily of resource management scientists. This includes analyses ranging from the general characterization of production systems in terms of production trends and technological change to specific analyses of agroeconomic decision parameters underlying the evolution of fertility management practices in drought prone environments.
	Investigations of constraints to technology adoption have moved in two directions. First a larger share of economist time is being allocated to the assessment of cropping and technology adoption trends in the priority production systems targeted by the ISPs. This contributes to the reassessment of current and future research priorities. This work is commonly conducted in conjunction with agroclimatologists, soil scientists and agronomists. It is generally classified under the rubric' production systems characterization'.
	Second, economists are contributing to assessments of soil and water sustainability options through more detailed evaluations of farmer assessments of land degradation trends, coping strategies and perceptions of available technologies. This contributes to a narrower specification of technology design objectives. This work has been incorporated into the soil and water management sub-projects of the ISPs.
	Finally, the ISPs incorporate close collaboration between agronomists, soil scientists and economists on nutrient management modeling. Economists are contributing analyses characterizing technology adoption determinants and the agronomists and soil scientists are contributing the bio-physical model coefficients. This work is focused on the development of methods for more efficiently testing alternative fertility management options for highly variable environments characterized by drought and poverty. The methods target closer coordination of the economic and bio-physical models.
	Economists have also targeted links with agronomists and soil scientists in the implementation of adoption studies of groundnut cropping technologies (in Asia) and fertility management technologies (in Africa). However, the majority of adoption and impact work relates to crop improvement technologies and to cultivar adoption in particular. This lies in the single commodity projects.
	Under the terms of the Division's 'Disciplinary Overview', SEPD is seeking to target stronger disciplinary contributions in the areas of 'soil and fertility management options' and 'moisture conservation options'. These targets are purposefully interdisciplinary. The Division has hired a resource management economist with particular skills in soil and water management decision analysis to strengthen collaborative work in this area. The recent loss of a production economist with modeling skills in India compromises the strength of our links on crop systems modeling in Asia. Much of our work on fertility management modeling in southern and eastern Africa is in conjunction with agronomists and soil scientists in the NARS. However, the recent hiring of a fertility management agronomist in the region specifically targets the strengthening of intra-institute collaboration between economists and agronomists in resource management work.
	Panel's comments: Contribution to NRM is now in place but may have to be proportionally increased as the activities move more to Africa. The factor endowment ratio issue has important implications and therefore needs to be looked at carefully not only in India but also in Africa. The Panel agrees with the importance of economics and should be considered carefully in the "new" ICRISAT proposed by this EPMR.
11. ICRISAT investigate the nature of the forms of soil degradation that threaten crop production in the SAT.	Response 1992: Because most of the soils in the SAT are fragile, we agree that soil related problems should receive greater attention. Since the publication of the EPR report, we have embarked on joint research with the ICAR to improve our understanding of the nature of the dominant forms of soil degradation in order to evolve management systems that would retard or reverse these processes. We shall expand our research on aspects of sustainability that would increase our understanding of basic processes and mechanisms and point the way to good management. We have already had preliminary discussions with both the National and State remote sensing agencies in India to assist in assessing the extent of degradation using remote-sensing techniques. In view of its contraction such studies cannot, because of their high costs, be funded from the core budget. We plan to prepare a joint research proposal with the remote sensing agencies, on the extent of soil degradation in India for submission to a donor for funding.	2-
	We accept the suggestion of the Panel regarding the coordination of Geographical Information Systems.
	Response 1996: Development of the integrated systems projects has provided a focus on land degradation and methods of restoration. Specific activities within the ISP projects are directed at quantifying the degree of land degradation in terms of wind and water erosion, and nutrient depletion, and the influence of degradation on crop productivity. Activities within the ISP projects focus in turn on understanding and quantifying the degradation processes, on evaluation of methods for restoring fertility to degraded systems, and on fostering the adoption of restoration methods.
	A GIS unit has been set up and there are efforts in progress to coordinate GIS activities between CGIAR centres.
	The National Bureau of Soil Survey and Land Use Planning (NBSS & LUP) of the Indian Council of Agricultural Research has since published (in 1994) a monograph entitled 'Soil degradation in India: Status and Impact'. Authored by Dr J Sehgal and Dr I P Abrol, it is based on the present state of the soil resources. An accompanying map (1:4:4 m scale) has used GLASOD methodology for demarcating areas of varying levels of soil degradation. We have digitized this map and it is being operationally used for our production systems research (e.g., In PS7)
	Based on the NBSS & LUP information, we have established a benchmark for field studies in Akola district of Maharashtra (India) to study farmers perceptions of land degradation. A watershed-based experiment has also been initiated in 1995 (at ICRISAT Asia Centre) to quantify land degradation in a Vertic-Inceptisol and to evaluate the investments required (both technical and financial) to bring the degraded soils back to sustainable productivity. We are working in close cooperation with the national programmes in this research. Village level surveys are also underway to diagnose soil, water and nutrient constraints in degraded Vertisols in India; this study is proposed to be extended to the rainfed areas of central Myanmar.
	Panel's comments: The Panel considers that ICRISAT has responded well in India, However, there is no evidence of similar work in Africa. Shift of emphasis to Africa is needed.
12. One of RMP's scientists be assigned special responsibility for technology assessment of sensitive social issues.	Response 1992: We fully agree that economists should be concerned about the differential impact of new technology on various social and economic classes. Where the situation warrants, technology should be developed with a view to achieving both productivity and equity objectives. But, as indicated above, our earlier results showed there was no significant difference in the factor-endowments of different classes of households; furthermore, both small and large farm households were found to be equally risk-averse. This suggested there was no need to develop separate technologies for different groups of households. We now are initiating case studies to substantiate (or refute) these conclusions by looking at the relationship between farm-size, adoption of new technology, and impact on nutrition, and income distribution among farm households. The differential impact of improved ICRISAT-based technology will be examined for its effects on various individual economic classes, and its effects on family members within the household.	2
	We have recently appointed an Economist to undertake work related to gender analysis, particularly of a few selected technologies of SAT agriculture in India.
	It is not clear how factor proportions may have changed over time and how this may have influenced the adoption of new technologies. We hope to re-examine this issue using 1990 farm household data.
	Response 1996: Socioeconomics and Policy Division's gender economist has analysed the distributive effects of new crop technologies with a case study of the impact of groundnut technology in central India. The underlying analyses examine how new varieties and associated management practices have affected male and female labor allocations and decision making authority. Secondary analyses have examined the distributive impacts of the productivity gains. Such research has offered case studies of methodologies for assessing distributive impacts in addition to offering specific conclusions related to this particular class of groundnut technology options. The work on methods highlights the importance of separate interviews for men and women for gathering information about different perceptions of technologies. The results indicate gender differences in the priorities placed on alternative grain and plant traits.
	Related work in northern India has considered a range of interviewing techniques for eliciting farm class and gender specific selection criteria for pearl millet cultivars. This includes experimentation with alternative interviewing techniques and the different sorts of farmer groupings. The methodological conclusions are currently being drafted in the form of conference papers and a training manual useful to a wider range of ICRISAT projects and a wider range of NARS collaborators. Similar assessments have been conducted in the course of participatory breeding research in West Africa and Southern Africa.
	We recognize the need to strengthen our efforts to incorporate analyses of the distributive impacts of technology adoption in our ongoing impact assessment research. This process was initiated with the inclusion of equity variables in the priority setting framework for the 1994-98 Medium Term Plan. The development of methods is underway for defining simpler and less data intensive gender and class related equity variables for future impact studies.
	Sustainability was also employed as a variable for ranking alternative research investment priorities in the 1994-98 Medium Term Plan. However, this was a simple ranking of scientist perceptions of the potential contribution of their research to environmental quality and the maintenance of longer term productivity. Our impact assessment project also targets the development of more explicit criteria facilitating stronger comparative assessment of sustainability impacts of alternative technology. Results derived from the ex-post analysis of the impact of crop management technology are expected to contribute to this process.
	Priority has also been placed on the evaluation of farmer perceptions of land degradation in an effort to assess willingness to invest in technology options yielding smaller, longer term returns and to assess targets of opportunity for technology interventions. We expect these targets to be built, in part, on the foundation of current strategies to cope with degradation. Particular concern is directed toward the resource management strategies of poorer farmers in drier agro-ecologies. These farmers have the smallest set of investment options and the largest incentive to pursue practices contributing to the degradation of the environment. Work in southern Africa, for example, links the review of farming system investment priorities with the analysis of minimum investment scenarios for soil quality and crop productivity maintenance.
	Panel's comments: Unfortunately the gender economist has left. The impact assessment project has still some way to go in developing impact measure relating to sensitive social issues, e.g., gender, equity (distribution). However, the PTLs are aware of the importance of these.
13. Negotiations regarding the future of SMIP following the present Phase II be started at an early date, preferably in 1991, or even in late 1990.	Response 1992: Late 1990 was not possible because we were waiting for the donor review. In August 1991, at the request of SACCAR, we organized a Technical Review and we have received the Report. In September 1991, a joint donor and Technical Advisory Panel (TAP) Review was conducted. We now have reports on the donor review and an incomplete report from the TAP. These two reviews, while varying in their focus and recommendations, provide a useful base to develop a Phase III statement. We are now aware of SACCAR support for a Phase III and likely concern to continue Matopos as a Regional Centre into the future. We plan to have a preliminary statement for Phase III by March 1992, and a final statement to USAID by October 1992. We have had some staff meetings focusing on Phase III. USAID, on a preliminary basis, has identified US$ 10 million for the 10-year period 1994-2004. We believe that we are following a logical sequence, inviting our partners to be involved.	2
	The Donor Review, which was completed in the latter half of 1991 endorses the continuation of the SADCC/ICRISAT SMIP through phase III with a reduced scale of operations, more focused on collaborative research and backstopping for national programmes. The reduced scale is not only dictated by financial constraints, but is desirable in terms of the evolution of a longer term relationship with NARS.
	Response 1996: Negotiations with SACCAR, NARS and donors for SMIP Phase III were completed in 1992 and donor funding was secured for five years (1993 - 1998). Phase III activities are much more focused and demand driven with emphasis on technology exchange, collaboration with NARS and the private sector and impact at the farm level.
	Panel's comments: The issue now is to focus on what is to be done in 1998.
14. The Groundnut Improvement Programme undertake a review of its objectives and its research priorities with the aim of formulating a realistic research programme given available resources.	Response 1992: The seemingly very broad research programme on groundnuts at the ICRISAT Sahelian Centre (ISC) is not all carried out by the three person team. Some parts of the programme are done by other ICRISAT groundnut programmes (supply and screening of germplasm by the Centre and Malawi programmes), other parts by NARS in the region and yet others through Peanut-CRSP, CORAF, CIRAD, and ORSTOM. Nevertheless all projects are being re-examined in the light of the EPR's comments and later this year at the ICRISAT sponsored Third Regional Groundnut Conference to be held in Burkina Faso a day has been allocated for a review of the programme by the national programmes of West Africa, in order to receive their inputs.	2-
	Response 1996: The objectives of the groundnut improvement programme have been refined over the last four years both through internal reviews and in consultation with NARS in the region. In the new global project mode, target Production Systems (PSs) in WCA for the short and medium cycle groundnuts are PS 13 and PS 14, with spillover benefits in PS 15 and 16. The major constraints have been clearly defined - drought in the drier zones, foliar diseases, aflatoxin contamination and rosette. Following extensive crosses involving local material x resistant sources a number of resulting advanced lines are now beginning to move into pre-release and release phase in various countries of the region. The programme is focusing on the development of rosette resistant cultivars in close collaboration with the NARS and on a aflatoxin contamination. In addition to increasing interaction facilitated through our global projects, the programme scientists also closely work with Peanut Collaborative Research Support Programme (CRSP) and Conférence des responsables de la recherche agronomique africains (CORAF) expertise. There is a close involvement of groundnut improvement scientists in our Integrated Systems Projects (ISP) 2 and 3.
	Panel's comments: The Panel is satisfied with the current focus of the groundnut projects but suggests more consolidation of the groundnut team in WCA.
15. ISC develop a training plan and a training policy for the region after consultation with national programmes of the region.	Response 1992: Following the EPR, ICRISAT held a training coordination meeting in September 1990 at the ICRISAT Sahelian Centre (ISC). Training Officers from ICRISAT Centre, ISC and SADCC/ICRISAT discussed training needs under the chairmanship of the Deputy Director General. The ISC Training Officer, since that meeting, has traveled widely in West Africa and discussed training needs with the NARS. The ICRISAT Strategic Plan (which was also presented to selected NARS in West Africa before finalization) also reflects the future plans for human resource development, i.e., increasing the capabilities and upgrading of qualified national scientists through attachment to the ISC.	2
	In 1991, ISC held several training courses benefiting national scientists. Joint training courses at ISC have been held with ICRAF, WARDA and WMO. A training workshop was held in Mali for the National Programme (IER) on statistics and computing. A joint training course on research farm management is planned for February/March 1992 in conjunction with IITA, WINROCK, ICRISAT, and AID. A training course on pests and diseases of millet and groundnut was also held for national scientists with assistance from a Dutch Project based at the AGRHYMET Centre in Niamey. Further courses are planned for 1992 and 1993.
	Response 1996: ICRISAT WCA has continued to conduct (and thus utilize the facilities of TVC) training courses, individual training, and host research fellows. We have organized 29 specialized courses between 1991-95 in various disciplines (a majority of these were in French). Over 400 technicians and scientists participated in these courses. For individual training the WCA region trained 170 scientists and technicians from 23 countries. This include students from universities in WCA. It is important to note that some of the training courses were conducted in collaboration with other IARCs, agricultural research organizations and NARS. Recently the Research Planning and Coordination Committee (RPCC) approved a plan to conduct two condensed in-service training sessions in SEA and WCA in 1997-98. Also a pilot project will be conducted to establish a regional training strategy and action plan for the long term. ICRISAT has been participating actively in the Inter-Centre Training Programme for Sub-Saharan Africa. This programme is actively working with the NARS to identify needs and opportunities in this area and also seek funding from donors.
	Panel's comments: Panel agrees that good progress has been made in this area. Future efforts should focus more on Africa and should be sensitive to the needs of NARS in different regions. Professional development should be the major strategy especially at IAC.
16. ICRISAT consider phasing out the activities of WASIP-Nigeria when the hybrid programme has proved successful and can be handed over.	Response 1992: Although we would agree that it is our wish to hand over the Nigerian sorghum programme when it has proved successful, we consider this will not be possible within the next decade. There are several reasons for this, the most notable is that the Institute for Agricultural Research (IAR) has not the capability at present to mount a hybrid programme and at the moment is doing largely adaptive research. Although IAR has quite a large complement of scientists, none are working full time on sorghum (this was explained by the Director IAR to the EMR Chairman). IAR is unlikely to have the funds to increase their efforts either in the foreseeable future.	0
	So far no hybrid sorghums have been released in Nigeria, and when they are it will also be necessary to have commercial companies available for seed sales. This industry is only now being developed. Over the last 2 years training courses on hybrid seed production have been conducted at Kano. In 1990 the course was restricted to Nigerians, but in 1991, with financial support from SAFGRAD and Global 2000, the course was extended to include participants from other West African countries. There is growing evidence that other countries are interested in hybrid sorghum which in our view supports the continuation of the programme.
	Furthermore, efforts are being made to produce early-maturing varieties for the drier northern parts of Nigeria where improved varieties are lacking. Considerable efforts are needed for this and the ICRISAT breeder commits 0.25 man years for variety development. IAR has no specialist on sorghum cropping systems and this is another important role for WASIP-Nigeria. This work also helps to balance the IITA efforts on cowpea as part of the system.
	Notwithstanding the above response, we will periodically review the situation in relation to the Panel's recommendation.
	Response 1996: The reason for not handing over the sorghum programme to Nigeria have been elaborated in our response in 1992. These reasons are still valid. Based on the success with hybrid sorghum in Nigeria, there is growing interest in this product - in Niger efforts are underway to develop a seed industry based on a sorghum hybrid and in Burkina Faso seed of hybrid sorghum has been produced in large quantities in 1995-96. The role of sorghum scientists in Nigeria and Mali is complementary. A greater emphasis on population improvement in Nigeria and on hybrid and seed parent development in Mali do not overlap. Also the region has benefited from the presence of CIRAD team (on Guinea sorghums). We are periodically reviewing the situation (sorghum improvement as a global activity) including for example of the possible loss of CIRAD professional manpower in the next two years.
	Panel's comments: ICRISAT should make adjustments/or the loss of the CIRAD sorghum staff in the region and accelerate the transfer of hybrid programme to the private sector. It would seem IAR has potential to be involved if partnership relationships could be established. The strength in the NARS needs to be built-up - ICRISAT could help in this.
17. The Genetic Resources Unit (GRU) be given Programme Status.	Response 1992: The Research Coordination Committee and the Management Committee have discussed this recommendation in detail and came to the conclusion that the present arrangement, in which the Genetic Resources Unit (GRU) is a research support unit assisting all other programmes of the Institute and the Head of the GRU is given the designation 'Programme Leader' instead of 'Unit Leader' should continue. However, we will review the topic again at a later date.	2
	Response 1996: During ICRISAT's reorganization in 1993, the former Genetic Resources Unit was accorded Research Division status in recognition of the importance of genetic resources activities. The Genetic Resources Division is headed by a Director who is member of the Research Planning and Coordination Committee, helping to raise the profile of genetic resources research within the Institute and ensure its full integration with the work of the other Divisions.
18. ICRISAT establish a system of charging the costs of routine grain quality analyses carried out by the Grain Quality and Biochemistry Unit to research programme budgets.	Response 1992: A system for costing routine grain analysis has been developed, and is being tried out on an experimental basis.	2
	Response 1996: Cost charging is now mainly to the research projects.
19. ICRISAT commission a major review of the need for biochemistry in its crop improvement research, and of the extent to which this need should be met in-house as against using contracts with laboratories elsewhere.	Response 1992: A review will be commissioned	0
	Response 1996: A review is to be commissioned.
	Panel's comments: The delay is regrettable. The Panel suggests that this review be commissioned as soon as possible. Biochemistry would be essential in the strategic research on genetic resources and enhancement.
20. Integrated Pest Management, using the word pest in the broadest sense, should become an explicit objective of ICRISAT's strategic research.	Response 1992: We accept the suggestion. In fact most of the pest fin broadest sense) research at ICRISAT is focused on integrated management.	2
	Response 1996: IPM is an explicit component (often a sub-project) of all current commodity improvement research projects, and of most integrated systems projects. In total, pest management constitutes a major component of ICRISAT research.
	A series of working group meetings involving members of all projects led to the formulation of an Institute-wide approach to pest management. It was based on a definition of IPM that made the needs of farmers and the conservation of their environment the primary foci. An Institute strategy was developed that was subsequently adopted as a policy. The strategy covers the need for diagnostic and strategic research to define the correct balance between management and genetic approaches that are needed in the final product. Full documentation is available from the Crop Protection Division.
	The Institute recognizes: 1) that strategic component research is an essential contribution to the development of IPM procedures for farmers, and 2) that this is one of its strengths. However, the progress that has been made since 1992 in introducing IPM practices to farmers illustrates that an IARC can have considerable impact in the applied and adaptive phases of technology development. We have come to understand that a deliberate decision has to be made about how far 'down stream' IARC should go. This must be based on feedback from the National Programme collaborators and the strength and availability of national extension agencies.
	Panel's comments: 'Downstream' research should never be done without active collaboration of 'national' partners (NARS, NGOs). Contribution of ICRISAT is particularly useful when it helps advance methodology.
21. Recruitment for the vacant position of the statistician (national staff) be expedited.	Response 1992: Although ICRISAT management considers appointment of a Principal Statistician to be necessary, we have recently appointed a 'nationally recruited' senior, statistician (on deputation for 2 years) from the Indian Council of Agricultural Research. We will review the situation after 2 years. With the current budget reduction, creation of these two positions is not possible. They will be considered in the new Medium-Term Plan.	1+
	Response 1996: An institute-wide programme of Statistical Services has been established in 1996. This draws upon the complementary expertise of an Internationally Recruited Staff statistician located in ISC and a NRS statistician located at ICRISAT Asia Centre, supported by a strong cadre of senior graduate technicians. Appointment of an Nationally Recruited Staff statistician to ICRISAT Asia Centre occurred in 1995.
22. ICRISAT now develop a medium-term computerization strategy which addresses not only hardware and software requirements in the next 3- to 5-years but also systems support institute-wide and its implications on staffing and staff training.	Response 1992: [No response]	1
	Response 1996: Over the last couple of years, substantial investment has been made towards upgrading of hardware and software.
	The IVDN facility was commissioned earlier this year and staff in Computer Services have been trained. The INTERNET facility is now available. The SUN accounting system has been implemented across all locations.
	Computers services was transferred to me ICRISAT Asia Centre on 1 April 1996.
	On June 16, 1996, Asia Region initiated discussions with Digital Equipment Corporation (DEC) seeking their assistance in developing an integrated strategic plan covering key aspects of the Institute's computer related activities in India. Two subsequent meetings have been held with representatives of DEC and a proposal was received by ICRISAT on July 25 outlining the scope and cost of the study that is being considered. The proposal is presently being reviewed by members of an advisory committee that has been constituted to provide organization oversight to the project.
	A Head of Computer Services for ICRISAT Asia Centre has been selected and is anticipated to join by October 1996. In addition to his duties as Head, Computer Services, he is expected to assume the role of Global Coordinator for Computer Services.
	Panel's comments: The progress made recently is commendable and the committee recently created should ensure the needed coordination.
23. ICRISAT produce a handbook or reference manual for on-farm IPM, as part of its institution building activities.	Response 1992: We have initiated work towards preparation of such a handbook.	1+
	Response 1996: Our experience of pest management at the research station which also documents practices followed at ICRISAT Asia Centre has been drafted and is currently being reviewed.
24. An expert in the field of women in agricultural development should be commissioned to determine the scope and requirements for ICRISAT's involvement.	Response 1992: While we stand by our earlier response that the available evidence does not justify putting more emphasis on gender-related issues, we believe the issue is sensitive enough (and highly politicized) to warrant further investigation. For this reason and as pointed out earlier, we recently employed a national scientist exclusively to explore this topic in more depth. She has already begun to interact with scientists at ICRISAT and ICAR in initiating case studies to explore the potential impact of prospective technologies on different members of the family and community.	2
	We feel that ICRISAT should be concerned about the lack of women staff when it reflects systematic bias in the recruitment procedures. While ICRISAT should aggressively seek out women candidates for positions at every level, it should not compromise on the caliber of its staff. Comparisons between institutes in this regard are questionable since the country where the institute is located and culture of the inhabitants may explain the statistics much more possibly than the assumed bias against hiring women. Explicit account of the relative availability of women and men in the respective staff categories should enter such an analysis before concluding there is bias.
	We have recently cooperated with the CGIAR Secretariat in their review of ICRISAT's gender staffing and gender analysis practices. We are exploring how we might use this exercise to enhance gender perspectives in ICRISAT.
	Response 1996: In 1992, two committees were constituted:
	The Gender Analysis Committee was to discuss the purpose and importance of gender analysis at ICRISAT define the most pressing gender issues that needed to be addressed within the following five years, how these issues should be studied and what resources the Institute could devote towards gender analysis research.
	Subsequently, ICRISAT hired a national economist with expertise in techniques for gender analysis to provide leadership in the development of methodology and well as to provide a set of case studies of the importance of taking account of fender related distributive impacts. This scientist has concentrated work on assessing the impact of groundnut technologies on the relative allocation of male and female labor and on the distribution of male and female decision making. This analysis has also highlighted the significance of gender differences in priorities attached to alternative grain and plant traits.
	Recent concern about the need to broaden such analysis in the global research programme led to the incorporation of a gender implications assessment in project design work and a re-evaluation of strategies for pursuing gender research. The Socioeconomics and Policy Division requested CGIAR Gender Programme assistance with a gender audit' of our Institute-wide research efforts. We have outlined the need to incorporate a stronger gender component into our impact assessment work. The Division also sponsored a workshop to reassess gender analysis targets and strategies for institutionalization of gender sensitivity in technology design.
	The Gender in Employment Committee was to look at personnel policies, gender staffing issues, active recruitment and career development for women, work/research environment for women employees, the needs of dual career families, and how the Institute can best serve the spouse community and vice versa.
	The perceived lack of spouse employment opportunities was quoted as one of the reasons why few women applied for ICRISAT positions in the past. To increase the number of women employees, particularly in scientific and/or senior levels, the Institute developed and adopted its spouse employment policy for internationally recruited staff in 1993, with the help of an outside consultant, and in consultation with international staff and spouses. In 1994, ICRISAT employed a short-term consultant through an internal advertisement process to identify appropriate coordination mechanisms for ICRISAT's corporate implementation of this policy and to define specific guidelines for implementation at each of the Institute's locations. The exercise resulted in a published report that is being used by other CG centres as a reference. One of the recommendations made was the creation of a 'Resource and Information Centre' (RIC) at each location. One of the RICs TORs was to serve potential and existing spouses in locating and pursuing employment and career development opportunities. In 1995, RICs were established at ICRISAT Asia Centre and ICRISAT Sahelian Centre.
	Panel's comments: ICRISAT has made genuine attempts to improve matters in the 'gender' area but in terms of results little has changed in attitude to gender. Trend in percentage of employees that are women has improved somewhat.
25. ICRISAT commission an ex-post evaluation of the impact of a sample of its activities.	Response 1992: We fully agree with the Panels' observation that most of the available evidence on ICRISAT's impact is to a large extent anecdotal. We plan to commission a study on ex-post evaluation of the impact of some of our activities when the Assessment Economist comes on board. We also plan to employ a national economist to assist the Assessment Economist in conducting these studies.	2
	Response 1996: One of the 22 ICRISAT research projects (ECON-1, Research Evaluation and Impact Analysis) is explicitly directed to focus on analysis of impact and on constraints to adoption. This includes both ex-post analysis of specific examples of impact of ICRISAT research, and on involvement in each of the ICRISAT research projects to study adoption of knowledge, technologies and materials arising from that research. Each project involves a continuum of research of a basic/applied/adaptive character depending on the specific need and ICRISAT comparative advantage.
	Copies of the various impact studies will be made available to the EPMR and an overview presentation will occur when the panel visits ICRISAT Asia Centre in September, 1996.
	Panel's comments: Progress has been impressive!
26. The Board formulate an operational mandate which is well within the boundaries of the formal mandate, but at the same time more open to change.	Response 1992: As described in the response to the comments in section 4.4.2, we view the 1994-98 Medium-Term Plan as providing the rationale for defining our operational mandate in the next 6 years. It will emphasize a research portfolio that aims to maximize impact in terms of the CGIAR and ICRISAT's productivity, stability, sustainability, and equity objectives. It will be integrated with our Research Project Management Information System (RPMIS) in a manner which allows any individual project to start and end when it is judged it would enhance impact.	0
	Response 1996: The 1994-98 MTP was approved by TAC and the CGIAR, and was intended to define the operational mandate for ICRISAT for that period, in the context of the TAC priorities and strategies, and of the ICRISAT criteria of productivity, equity, internationality and sustainability. As indicated in the response to the recommendation, ICRISAT research projects embody a continuum of research of a basic/applied/adaptive character, generally of a strategic nature, involving partnerships with advanced research institutes and NARS to achieve relevance, efficiency and impact, within the ICRISAT comparative advantage. Financial constraints since 1992 have narrowed the dimensions of research, not broadened the mandate.
	Panel's comments: The Panel considers that the need to formulate a clear operational mandate is even more urgent.

Score: 0 - not implemented, 1 - partially implemented, 2 - fully implemented

2. MANAGEMENT RECOMMENDATIONS

1990 Panel Recommendations	ICRISAT's Response and 1996 Panel's Comments		Score
27. Any classification exercise, or pay and benefits review in West Africa be conducted primarily on the basis of practices and equivalences in the region, and only secondarily on the basis of parallels with ICRISAT Centre.	Response 1992: A review of the benefits package of ISC support staff was carried out at the end of 1988 and as a result, salaries and benefits were increased by 26% in January 1989. While the ISC benefits package remained well below those of UNDP and USAID, it is closer to the CILSS organisation package and well above that of INRAN. Since this review, the benefits package has been enhanced by the inclusion of a leave travel allowance for each staff member and each of his/her dependants; and the staff have been allowed to draw from their hospitalisation allowance to cover excess over the medical allowances limit. The recommendations of the Staff Audit relating to Administrative Staff have been implemented. PLs/DHs at ISC are now considering proposals to apply the recommendations to scientific staff. Issues raised by Support Staff have been addressed and solutions have been found. At some meetings with ICRISAT Management, staff representatives have talked about the need to review the Personnel Policies. The Executive Committee of the Board at its meeting in September 1991 approved the promotion policy for locally recruited staff of ISC. Vehicle loan scheme was also approved by the DG for locally recruited staff in February 1991.		2-
	Response 1996: As a general principle, pay and benefit reviews in WCA are conducted primarily on the basis of practices and equivalences in the WCA region. In line with other international organization in Niger and Mali, ICRISAT offered a cost-of-living allowance of 25% in response to the steep increase in cost of living following devaluation of the FCFA in January 1994. Salary scales at ISC are higher than INRAN and CILLS, but lower than USAID and UNDP, which seems quite reasonable. The issue of educational, medical and leave travel allowance have been settled.
	Local market conditions are being used as benchmarks for all compensation decisions. Another step being taken is to start aligning local compensation systems to the large CG centres operating in the same location. As an example, the review of feasibility and cost implications in aligning the package in Kano with IITA is currently on.
	A proposal has already been developed and is being reviewed to align gradings, particularly of Research Assistants in Mali with Niamey.
	As a consequence of funding constraints, a voluntary retirement scheme was implemented at ISC. From a complement of 240 national staff, the scheme resulted in a reduction of 64 or 27%.
	Panel's comments: In addition, in India, the compensation issue is back on the table for discussion with staff fora and the Board. The market surveys of IRS and NRS compensation, being carried out by external consultants, mil help provide the information needed.
28. ISC develop a 5-year manpower plan, and integrate this plan with a training and skills development plan, and with the appraisal system.	Response 1992: The ED has been asked to prepare the human resource development plan for implementation from 1992. The plan is yet to be developed. However efforts continue in staff development and enhancement of their skills through various training courses.		1-
	Response 1996: A Corporate fund has been established to support the genetic staff training and development. The Executive Directors are responsible for submission of a rolling training plan for each region, and its implementation is monitored by the Director, Corporate Human Resources. Training plans for 1996 have been approved for Mali, Niamey, SEA regions and ISC regions. Corporate training programmes, performance appraisals, project management etc. have also been planned.
	Based on the MTP, reduction in the number of projects, and the new organizational structure, a detailed three year establishment plan will be developed by the end of 1996. This plan will identify and integrate the qualitative and quantitative aspects of the skills required, training and development needs. The training methodology to be developed will be integrated in to the performance appraisal system.
	Panel's comments: ICRISAT has been very slow to respond! The new Human Resources Strategy, Training Strategy, and proposals made in the MTP 1998-2000 document are steps in the right direction, and when implemented, will help address this important issue.
29. The establishment of a standing committee to oversee the recruitment, shortlist, interview and selection process of categories 4-8 in Niger and Mali.	Response 1992: At present shortlisting of candidates is done by the Division/Unit concerned. Interviews and selections are made by ad hoc committees headed by Principal Staff for positions in category VIII and above. There is no need for a Standing Committee. The composition of the selection committee may vary with the position to be filled. To ensure continuity and consistency the Regional Administrator and another member may be included as members of every selection committee.		1+
	Response 1996: Recruitment of staff at Mali has been streamlined through constitution of proper selection committees.
	Panel's comments: The Panel agrees with ICRISAT. The use of suitably constituted selection committees seem appropriate.
30. ICRISAT undertake all necessary steps to encourage professional staff and management at ISC to become truly bilingual to create an atmosphere of equal partnership between the anglophone and francophone cultures.	Response 1992: The ED has already taken action to have English and French classes to encourage bilingualism.		2
	The recruitment of francophone principal staff should also be subject to the test of merit. The Board has pointed out that 'our centres should be neither anglophone nor francophone, but international'. We cannot overlook the fact that English is the most commonly used language for scientific exchange.
	Response 1996: An increasing number of staff in WCA arc bilingual, indeed the proportion of staff who arc truly bilingual has increased enormously since 1990. Though English is used in routine internal communications, most of the external communication to Governments and NARS are in French for francophone countries. All our regional meetings are conducted in both French and English.
	Panel's comments: The Panel commends ISC management for the progress achieved.
31. ICRISAT proceed to appraise the nature and value of the work done specifically for India and the contribution of Indian institutions to the achievement of ICRISAT's global objectives.	Response 1992: We have already initiated a dialog on this subject with ICAR. Progress has been slow because there was no full-time Director General (DG) of ICAR for almost 20 months. Now that the new DG is in position (since January 1992), we will take up the subject with urgency.		2-
	Response 1996: In 1991, two senior ICAR and ICRISAT officials jointly prepared a study which addressed the above recommendations. The study concluded that there was a commendable blend of commonality and complementarity between the objectives, strategies and activities of ICAR and ICRISAT. The paper was discussed at the 12th meeting of the ICAR-ICRISAT Policy Advisory Committee in May 1991. It was agreed to develop and implement formal work plans on a regular basis. This would make ICRISAT's contribution to India more transparent and allow India to show how it contributes to the international research and training effort for the semi-arid tropics.
	The ICAR/ICRISAT Collaborative Research Programme from 1992 included a total of 58 research projects [2 in genetic resources, 10 in sorghum, 8 in pearl millet, 6 in chickpea, 12 in pigeonpea, 3 in chickpea/pigeonpea, 6 in groundnut (one with 8 sub-projects), and 11 in resource management]. The focus of the work varied markedly among the projects, but the major activities were linked to specified technology exchanges with target institutions of the Indian national programme.
	A process of planning of the ICAR/ICRISAT Collaborative Research programme was initiated by the ICAR/ICRISAT Policy Advisory Committee in July 1995. The ICAR/ICRISAT Sub-committee on Research met on 25-26 September 1995 and considered submissions from ICRISAT and ICAR on redesign of the research collaboration in relation to the changes in the ICRISAT and ICAR research agendas. A strategy for the new collaborative research projects was agreed, with work on crop improvement, resource management and economic studies. Planning coordinators were identified to lead this process for each proposed project area. The planning is proceeding. The process has been delayed by late identification of the Planning Coordinators in some cases and the electoral process in India. It is further complicated by the additional finance constraints on ICRISAT which will require a further process of reduction of the research programme. The planning process in 1996 for the ICRISAT 1998-2000 MTP and the 1996 EPMR of ICRISAT are additional factors which will impact on the nature of the ICAR/ICRISAT Collaborative Research Project portfolio.
	Draft proposals for the collaborative projects are scheduled for completion by 31 July 1996. They will then be considered by the ICAR/ICRISAT Sub-Committee on Research.
	It is expected that an agreed portfolio of collaborative research projects will be considered by the ICAR/ICRISAT Policy Advisory Committee in early 1997, following the completion of the EPMR and approval by TAC of the 1998-2000 Medium-Term Plan.
	Panel's comments: There has been a big delay between 1992 and 1995. The Panel commends ICRISAT for conducting the study and establishing suitable consultative mechanisms, but is concerned that these mechanisms have not worked as well as hoped.
32. 'Pathway to Progress', pending its further review and modification, be taken as an interim basis for planning the development of ICRISAT in the nineties. The timing of the next revision might, we suggest, be looked at in conjunction with the preparation of ICRISAT's next medium- term plan.	Response 1992: ICRISAT is currently in the process of preparing its Medium-Term Plan for 1993-98. We are adopting an analytically rigorous and transparent procedure to translate the vision of the strategic plan into a clear statement of and rationale for future priorities, and the resource implications which derive from them. This will include the future balance between various research domains and between commodity improvement and resource management research. At this stage we do not envisage preparing a new strategic plan.		1
	Response 1996: We are in the process of preparing the Medium-Term Plan (MTP) for 1998-2002 which builds upon the MTP for 1994-98. The current MTP will also have a strategic focus, which obviates the need for a new strategic plan.
	Panel's comments: The Panel strongly suggests that ICRISAT Board and Management devote adequate attention to charting the future of the Institute; a strategic plan/orientation is essential for this, and the Panel's suggestions (in Chapter 9) regarding the future direction of ICRISAT could help determine the priorities to be followed during the MTP period.
33. ICRISAT seriously consider the introduction of a project management system	Response 1992: We accept the recommendation in principle and are making serious efforts to implement the project management system, including costing.		2
	Response 1996: As part of the operationalization of the 1994-98 MTP, ICRISAT has implemented a major shift from research programmes to research projects, and an associated fundamental change in organization and management. A Centre Commissioned External Review of the organization and management change commended ICRISAT for the overall design and implementation of this process, but noted the need for specific actions to improve efficiency and effectiveness. These are occurring.
	ICRISAT is in the process of developing a new management system for its research projects, which will include a Project Information Database, a Project Management System, a Financial Information System and an Archival Filing System. These will inter-relate. It is expected to have this system in operation by January 1997, applying to the consolidated set of 12 ICRISAT research projects.
	Panel's comments: The Panel commends ICRISAT Management for devoting considerable time and attention to the introduction of a Project Management System, which is now fairly well accepted within the Institute.
34. Costing be built into the project.	Response 1992: We accept the recommendation in principle and are making serious efforts to implement the project management system, including costing.		1
	Response 1996: The current research projects of ICRISAT are funded for the direct costs of that research, and for workshops and conferences, with the project team members responsible and accountable to the project team leader for their expenditure. ICRISAT intends to move progressively during 1996 to full project budgeting, initially to include salaries (average figures) and vehicle utilization costs, with other cost centres to follow later.
	Panel's comments: The financial and cost information is not yet well integrated with the project planning, budgeting and monitoring system, but efforts in this direction are underway.
35. ICRISAT plan a reduction in the number of projects to a more realistic level.	Response 1992: We accept the recommendation in principle and have initiated action.		2
	Response 1996: As indicated, the number of research projects was reduced from about 280 to 22 in 1995, and will reduce to 12 in 1997.
	Panel's comments: The number of activities and hence fragmentation of scientist time could be reduced further. The number of projects have been reduced substantially.
36. ICRISAT further improve the Institute's administrative systems and services, particularly in the areas of internal unit planning, programme-focused budgeting and accounting, and linking of various computerized systems and databases.	Response 1992: This general recommendation is dealt with in detail in the following paragraphs. The CGIAR Secretariat says that ICRISAT needs to start addressing the 'second generation' management problems now faced at ICRISAT Centre (such as upgrading the existing administrative systems, redesigning the project management system, and finding a satisfactory solution to the structural personnel issues faced by national staff).		1-
	The management and the Board have accepted these broad recommendations.
	Response 1996: The position of Director, Corporate Human Resources, was created and the position filled in April 1996. Several measures to improve human resource practices have been developed over the last 3 months and are discussed under various heads. A new Director of Finance has been recruited.
	A Head of Computer Services has been recruited and he will be attending to system rationalization, development and integration issues.
	Two Internationally Recruited Staff Regional Administrators have been recruited for IAC and SEA.
	The recruitment of the Head of Internal Audit is almost complete.
	These additions of specialist skills will ensure modernization and further improvement of the administrative and financial systems. As most of these resources are expensive, they have to be looked at as 'developmental' jobs which will evolve in to 'maintenance jobs' over a couple of years. Substantial investments are being made in this area.
	A working group on research management and accounting systems has recommended the setting up of project information data base (PID) linked to the financial management information system as a first step. An outside consultant has been engaged and is currently working on the assignment. The successful completion of his TOR will fully address the Panel's recommendation. It is hoped that the system will be in operation by the end of 1996.
	Panel's comments: Action has been taken during the past year; the integration of various systems has still quite a way to go.
37. ICRISAT adopt a policy of fixed-term appointments for all internationally-recruited staff.	Response 1992: The Strategic plan mentions that recruitment of staff on flexible-terms employment will also be encouraged. TAC endorses the recommendation of the panel for a policy of fixed-term appointments for all internationally recruited staff and its underling rationale. ICRISAT will follow the policy of fixed term appointments. We are also endeavoring to shift to fixed-term contracts for nationally recruited staff where possible.		2
	Response 1996: The system of short-term contract employment is consistently being applied for all Internationally Recruited Staff now. These are almost all based on 2 + 3 year contracts. About 40% of the Nationally Recruited Staff in ICRISAT Asia Centre have also moved to the contract mode of employment.
	Panel's comments: The Panel commends ICRISAT management for introducing fixed-term appointments, which does not preclude renewal of such contracts, where appropriate.
38. ICRISAT give serious consideration to developing an in-house management development programme aimed towards all principal staff	Response 1992: Action has been initiated to develop an in-house management development programme for all principal staff.		1-
	Response 1996: Training programmes in team building and behavioral aspects of project management were organized with O'Hare Associates as part of the switch over to project-based matrix management. These included:
		a) Team building courses of 3 days each at ICRISAT Asia Centre (3 courses for some 100 staff), Bulawayo (one course for 20 SMIP staff), and ICRISAT Sahelian Centre (one course for some 30 staff);
		b) Project management courses of 5 days each at IAC (2 courses for 15 staff at each) and ISC (one course for some 15 staff from both WCA and SEA).
	In addition two Principal staff per year have participated in the two-week management training programme organized for the CGIAR by O'Hare Associates.
	An in-house management development programme will be created taking into account the managerial competencies required for the future.
	Panel's comments: The training was conducted in 1993-94, and was useful; however, much more needs to be done. The Panel commends Management for developing a new Training Strategy, and suggests it be implemented expeditiously.
39. As part of their continuing work on ICRISAT's long-term institutional strategy, the Board and management of ICRISAT begin exploring alternative institutional and structural arrangements which would help address the major staffing difficulties that are likely to be faced in the coming years.	Response 1992: This recommendation is generally acceptable. However, the suggestion of the Review Panel that 'more revolutionary changes in staffing and personnel structures will need to follow similar changes in the identity, mission and the overall structure of the Institute', has to be reviewed with care. 'Revolutionary' changes could be brought about through an 'evolutionary' process. The Panel points out the following issues, which need to be addressed:		1
		(a) pay and conditions of national staff, especially of national scientists
		(b) constraints to advancement of local staff because of limited opportunities presented by the present salary and grading structure
		(c) the Personnel function should be reformed to make it a more professional, dynamic and forward looking programme
		(d) Management should explore more fundamental alternatives for the structure and staffing of the Institute in the longer run, in the light of its strategic plan and in the impending changes in the structure of the CGIAR itself.
	The Board has said that, 'ICRISAT will continually look to improve the quality of its staff and ensure research continuity to meet them. We believe that the process of development and changes, which has been 'evolutionary' so far, should continue to be so.'
	Issue (a) has been considered at the time of the recent salary revision.
	Issue (b) has been considered by the Management.
	It is pertinent to mention that a considerable number of locally recruited staff have moved up to internationally recruited positions within ICRISAT and in other IARCs or to higher positions in the private sector. Some have moved up beyond two growth categories within the Institute. There will be opportunity for outstanding performers to move up within or outside the Institute. As indicated in the strategic plan the promotion policy will be reviewed. We also take note of the Panel's comment that 'the Institute should match the manpower needs of tomorrow with the skills inventory of its present staff.
	On issue (c), the Board says, 'the observations about the future role of the personnel functions are useful, and should be considered in further strengthening this function'. The process of reforming the personnel function has started. A planned programme to strengthen this function will be prepared.
	As regards issue (d), a human resource plan is under consideration. We will also ascertain the experience of IRRI and IITA in having carried out 'revolutionary' changes in staffing systems and structures.
	Response 1996: Various steps are being taken to ensure that Nationally Recruited Staff compensation is more market responsive and pro actively aligned to the local markets. A comprehensive survey has been commissioned in India using A F Ferguson as the external consultant to cover the senior staff positions. This will serve as the information base to achieve another major objective which is to reduce the salary differentials between the Internationally Recruited Staff and highly qualified Nationally Recruited Staff. A single grading structure with various compensation packages aligned to different markets will be developed. This is essential as ICRISAT's long term institutional strategy to develop alternate structural arrangements to help address the major staffing difficulties that will arise in future as identified above.
	Panel's comments: The Panel commends the strengthening of the Human Resources function during the past year, and the proposals being prepared for action during 1997 and beyond.
40. The Board play an active role in initiating and closely monitoring the implementation of a sound affirmative action programme geared towards generating significant increases in the proportion of women employed in all categories and levels of ICRISAT.	Response 1992: ICRISAT has since made special efforts to fill as many positions with women as possible. Some of the other measures are:		2-
		- the creche facility has been extended to women staff members also and necessary transport and other arrangements are also made;
		- before filling each vacancy, a critical review is being made whether the position could be filled with a woman candidate, depending on the personnel category and the nature of job responsibilities. The position of a Gender Economist has been filled by a woman staff member
	Response 1996: While the number of women employed by ICRISAT has increased, substantial increase in efforts in this direction is planned. A new committee is being put in place to address gender employment issues and the objective is to expand activities to all groups of staff such as Internationally Recruited Staff, Nationally Recruited Staff, etc. The CG gender programme staff have been contacted to explore the opportunities and support for increased activities in this field. The Resource and Information Centre at ICRISAT Asia Centre (a follow-up of a recommendation made in 'Married to the job' has completed one year of successful operation and their activities are being reviewed for further improvements. Other planned activities include higher utilization of the INTERNET facility which has recently been obtained to access groups active in this area to attract more women candidates for employment. See also comments at recommendation No. 28.
	Panel's comments: The Panel commends management/or increasing the percentage of women staff and it hopes that it will continue its efforts to recruit, develop, and retain highly qualified women staff, both national and international.
41. ICRISAT revisit the 1984 EMR suggestion for an internationally recruited staff member to be placed in a management position in the finance area.	Response 1992: The Board in its March 1991 meeting has accepted the recommendation of the Panel to have an internationally recruited staff member in charge of the finance function.		2
	TAC comments that the incoming DG examine the adequacy of ICRISAT staffing in the finance area and ensure that ICRISAT continues to have a strong and competent leadership in financial management.
	The question of the new staff member's placement in the corporate structure is currently being decided.
	It is desirable that the new staff member to be selected for the finance function should have experience of all areas of financial control and management, banking, finance and multi-currency account management, including budgeting and financial analysis.
	Response 1996: In July 1992, a Director, Finance was recruited at International Recruited Staff level in the Corporate office. In November, 1993, as part of charges in organization and management, the position was reclassified as Associate Director General (Finance and Administration). In April 1996 the position reverted to Director, Finance. The administrative functions of the Associate Director General (Finance and Administration) position largely disappear with the creation and filling of the position of Regional Administrator of the ICRISAT Asia Centre.
	A common financial management information system has now been installed in all seven locations. The actual modules of the system available at each location are tailored towards the complexity of that location's financial operations. Since the installations were not done simultaneously at each location, they are presently at different levels of development. We are in the process of fine tuning the systems in order to harmonize them among all the seven locations.
	With the introduction of this new system the primary accounting responsibilities and management of related records have been fully delegated to each location. Further decentralization of financial analysis and reporting is also being implemented in stages. However, most of the donor reports are issued from the Corporate Office.
	Panel's comments: The recent recruitment of the Director Finance is a welcome indicator of Management's desire to strengthen the finance function, which had previously become rather weak.
42. ICRISAT adopt a goal-oriented budget and planning process.	Response 1992: In the chapter on 'Management of Research' (4.5), the Panels recommend that ICRISAT seriously consider the introduction of a project management system with costing built into the projects.		2
And	The Board has said, 'Programme and goal-oriented budgeting, costing of all services, linking of computerized systems and databases, greater participation of staff in planning and budgeting, and improvements in the management information and reporting systems are desirable, and require careful study and consultation to determine the balance of benefits in terms of research and financial management. We intend to learn from the experience of other organizations in order to ensure that any change in the above functional areas does not result in an administrative and accounting overload, particularly on the research groups'.
43. The Finance Unit take the lead in developing systems to support a goal-oriented budgeting approach, including further improvements in the Research Project Management Information System (RPMIS) to generate cost information at the project level.	'TAC endorses the Panels' observations and views on the need to introduce a project management and costing system. Such a system is necessary as a management tool and for linking research activities to strategic objectives, not as a replacement for individual work plans of scientists'.		2-
	In the preparation of the medium-term plan for 1993-1998 we have begun to adopt a thematic research management approach. Priorities are being established based upon the assessment of the likely contributions of research to productivity, stability, sustainability and equity objectives. Within the identified priority themes individual projects will subsequently be developed upon approval of the MTP.
	These recommendations call for the following changes and actions:
		- project to be the basic unit for managing research
		- projects to be linked to well-defined objectives, which in turn would be linked to the wider objectives of the Programme
		- projects to be costed on the basis of standard costs
		- the RPMIS to be upgraded from a reporting system to a project management and costing system
		- an incremental approach to budgeting to shift to the planning-programming-budgeting approach
		- computerized programmes to be reviewed and revised suitably
		- accounting system to be revised to provide management information to evaluate implementation of objectives. The system should also generate information to TAC, CGIAR and donors
		- suitable training courses to be devised and imparted to research managers and scientists as well as all middle level staff and above in Fiscal Division and other support divisions like PPS, FDO, PSD, HFS, Transport and Communications.
	These constitute the core of the recommendations in respect of management and administration. They call for a considerable change in the process of planning, budgeting, accounting, reporting, control and evaluation. Though these recommendations are acceptable in principle, they need to be examined in detail before an implementation plan could be drawn up. The Panels recommend that the Finance Unit take the lead in developing systems to support a goal-oriented budgeting approach.
	The Finance Unit by itself will not be able to develop new systems in addition to its present workload. The services of a suitable consultant may be obtained to undertake a detailed study and provide recommendations.
	Response 1996: ICRISAT formally moved to a project mode in 1995, and is proceeding to implement full project accounting. Details are provided elsewhere in this response.
	A research management and accounting systems ad-hoc working group has been set up to determine the information requirements relating to ICRISAT's research agenda to meet the needs of both internal and external users and to determine the relationships of the information requirements with ICRISAT's financial and accounting systems. Four components of research management and accounting systems have been identified:
		a) Project information data base (PID)
		b) Project management system (PMS)
		c) Project Financial Management Information System (PFMIS)
		d) Document archiving system (DAS).
	The final report and recommendations of the group will soon be available.
	Panel's comments: Management has made commendable efforts in this direction recommended by the last EPMR.
44. In moving towards improved management information, the Institute arrange for appropriate training for financial staff in advanced techniques of financial analysis.	Response 1992: This recommendation has been accepted. Steps have been taken to identify suitable training institutes.		1-
	Response 1996: Action as necessary will be taken in step with action on systems implementation (para 3 of page 160f of the 1990 EPMR report).
	Panel's comments: While some training has been provided more needs to be done in this area to ensure that appropriate skills are available in the Finance Department.
45. ICRISAT reconsider its policy on providing subsidies to food and housing services, and re-examine alternatives for moving towards a zero subsidy.	Response 1992: The Board has pointed out that a target of zero subsidy may seriously reduce income from these services. Though prices are increased every six months, it is becoming increasingly difficult to neutralize high inflation and overhead costs. We have reduced the subsidy from 30% in 1989 to 12.5% currently. We now cover all variable costs and also part of overheads with revenue but do not plan to recover overheads fully.		1
	Response 1996: Housing and Food Services operations have been separated and therefore there is no longer cross-subsidization of services. It is the general position of management that all support service activities should fully recover their variable costs from revenues wherever possible. However, the Corporate Finance department is responsible for providing a cost analysis of the Food Services operation and the last study was completed in late 1993. Based upon Food Services data, the operation is currently covering its costs, other than for personnel and depreciation. However, this is primarily due to a two-tier pricing system that effectively subsidizes personal meal costs with higher official meal prices and an unsustainable 44% decrease in staff since 1994. A request has been made to Corporate Finance to update the cost analysis.
	Panel's comments: The Panel endorses ICRISAT's plan to examine the appropriateness of outsourcing these services. Meanwhile, the viability and cost-effectiveness of a two-tiered pricing structure should be established, applicable at a minimum to visitors and possibly to all IRS.

Score: 0 - Not implemented, 1 - partially implemented, 2 - fully implemented