ICRAF-Origins and Evolution
ICRAF started life in 1977 as an information agency and an advocacy organization, promoting the use of agroforestry in solving the problems of resource poor farmers. Though a traditional farmer activity, agroforestry is a new field for research, and promotion has sometimes run ahead of knowledge. ICRAF established headquarters in Nairobi in 1978 and within three years initiated field activities and established a research programme on methodologies. In 1984 an external review led to a focus on technology-generating research. The 1989 external review recommended the formulation of an explicit research agenda, restructuring of divisions and the development of a new strategy. ICRAF was admitted to the CGIAR system in 1991.
ICRAF in the CGIAR System
A major concern addressed by the Panel was whether ICRAF could successfully maintain links with its farmer clients while also sustaining a strategic research effort, and widening into a global organization. ICRAF is a beneficiary of an evolution taking place in the CGIAR System from research into food commodities towards a strong emphasis on sustainable management of natural resources and the reduction of environmental degradation. ICRAF's approach to the issue of sustainability is impressive and may serve as a useful model for other Centres. Similarly, its collaborative approach to working with NARS brings insights into improving the IARC/NARS interface. ICRAF is thus already making contributions to the resolution of the transitional issues currently facing the CGIAR System.
The Research Programme
All early research in ICRAF could be classified as applied or adaptive, and most was descriptive. The research activity of ICRAF has evolved from an isolated set of activities into a more cohesive and focused set of four research programmes. In view of the fairly recent orientation of the Centre to strategic research, the Panel was concerned with the priority setting process and the cross programme issues that determine balance between programmes and disciplines.
In Programme 1 (Characterization and Impact), the major issue was its capacity to fulfil its role and responsibilities in the socioeconomic area. There is a need for more effective integration of socioeconomics into the overall research process so that identification of priority research problems translates into bringing research results into practice in farmers' fields.
For Programme 2 (Identification, Evaluation and Improvement of MPTs), the strategic aspects of multipurpose tree improvement research has received more emphasis in the past two years. There has been progress in evaluating lesser known indigenous tree/shrub species, including fruit trees with potential for agroforestry. ICRAF has recently decided to develop a Multipurpose Tree Germplasm Resource Centre to provide well-documented and high quality germplasm for use in agroforestry research. ICRAF's descriptive MPTS Database will complement other tree databases and provide information on MPTS' potential use in agroforestry.
Programme 3 (Component Interactions) is a large part of ICRAF's strategic research agenda. It aims to understand the biophysical processes that determine interactions between the tree and crop components of agroforestry systems. The Panel was impressed by the quality of this research. Predictive theories are emerging on the soil, plant and climatic characteristics and their interactions that are necessary for agroforestry technologies to be successful.
Programme 4 (Systems Improvement) was conceived primarily as on-station applied research to improve candidate agroforestry technologies for resource poor farmers. This programme links to Programmes 1, 2 and 3, and is implemented mainly through agroforestry networks in Africa. It has been extended to the humid tropics of Latin America and South East Asia (as part of the "Alternatives to Slash and Burn" initiative). One objective is to help establish a formal institutional link for agroforestry research, and then to understand farmers' real needs and problems. Mismatches observed between agroforestry technologies being developed and the farm situation need further attention. Some results emerging from the research stations look promising, especially those relevant to fodder banks, biomass transfer for soil fertility improvement, improved fallow with Sesbania sesban and contour hedges for erosion control. ICRAF should aim to devolve responsibility for on-farm adaptation of the prototype technologies arising from Programme 4 to NARS as part of on-farm research training.
Training and Information
ICRAF's Training and Information Programmes' main aim is to strengthen national research capabilities. The training programme is designed to build capacity in land-use diagnosis and design, in research, and to raise awareness of agroforestry research issues. The training packages dealing with land-use diagnosis and design have been enthusiastically received. Information and documentation activities include: database development, information services, the library journals, training and advice. ICRAF has pioneered the establishment of useful agroforestry databases including the AFSI database, which provides a register of various indigenous agroforestry practices in Africa, Asia and Latin America.
ICRAF's training programme can be considered highly successful. The method of assessing the results and impacts of training needs to be improved, and ICRAF should combine the education programme with the training programme within the next five years. ICRAF currently intends to introduce agroforestry into existing agriculture and forestry curricula, rather than promoting the creation of new independent agroforestry curricula. There should be more documentation and information related to ICRAF's own research, which would aid specialized courses and strengthen its efforts to build focal points for training and networks for information dissemination.
Structure and Management
The leadership of ICRAF is vested in a 14 person self-perpetuating Board of Trustees, that carries out its tasks with commitment, enthusiasm and professionalism. The Director General, who is an ex-officio member of the Board, was appointed in 1991 and has brought great energy and leadership to the Centre. His research orientation has aided ICRAF's move towards strategic research. The management structure within ICRAF is undergoing significant change as a result of the shift to strategic research and to an ecoregional concept. The Panel feels that two important structural consequences of that change are the need for a higher profile for research management in the Centre and for clear lines of responsibility, authority and accountability to programme coordinators, regional coordinators and lead scientists. Additionally, the research support function, e.g. biometrics, information resources and computing facilities, must be strengthened.
Institutional Resources
ICRAF's leadership is firmly taking on the challenge of introducing sound financial management. In 1992 there has been an improvement in the Centre's financial condition, and the new Director of Finance and Administration and his staff are implementing CGIAR accounting policies, and improved financial forecasting reporting systems. The Panel believes that as the Centre expands the finance function will become more complex. A careful look at the potential future skills mix and some policies and procedures is needed, e.g. with respect to operations outside Headquarters and monthly and quarterly financial reporting. The Panel feels that, given the uncertain financing environment, the ambitious plans for expansion, and ICRAF's current financial structure prudent management demands a medium term financial strategy. Human resource management has improved considerably in the past few years, and it now handles the tasks of recruitment, job classifications, salary administration, and personnel policy. Some improvements are needed in the recently established staff appraisal system, to ensure its standard implementation across ICRAF. Overall, staff morale is high, and mechanisms are in place for the exchange of views between staff and management.
External Relations
ICRAF has built successful networks for agroforestry research in Africa (AFRENA). The nature of its future relationships with the NARS is a concern. The build up of ecoregional initiatives for natural resources management, and the need to devolve country agroforestry research to the NARS, is perhaps best achieved by forming regionally based teams both to deal with strategic research issues, and to give continuing support to the country programmes. In its MTP, ICRAF foresees the evolution of some of the agroforestry networks into ecoregional mechanisms. Since entry into the CGIAR System, ICRAF's collaboration with IARCs has widened. ICRAF's future relationship with CIFOR depends upon the resolution of the questions of balance between ICRAF and CIFOR in terms of the systems located in the mid-part of the forestry-agroforestry continuum. In areas where there is likely to be an overlap in research agendas, a procedure for a compromise has been suggested in the Report.
Overall Assessment and the Future
The position of ICRAF is generally favourable. It has well-established donor support, strong training and information programmes and continuing good relations with NARS and involvement with farmers. To these is added a developing strategic research programme, promising new initiatives and the probability of a new building extension. However, much remains to be done in terms of establishment of a high-quality research culture, and improvements to research structure and management. The Panel counsels some care in the rate of expansion for these reasons. If this can be handled successfully, ICRAF should occupy a strong position in CGIAR research on sustainable farming and resource management.
RECOMMENDATIONS
Chapter 3, No. 1
Recommendation
: The Panel recommends that ICRAF develop a more transparent and systematic research programme planning process, including priority setting, monitoring and evaluation. This process must be sensitive to cross-programme issues, regional differences, and the need to build confidence among researchers, partners and donors.
Chapter 3, No. 2
Recommendation
: The Panel recommends that ICRAF give higher priority to socioeconomics and policy research by appointing more in-house expertise in the social sciences. If ICRAF intends to enter strategic policy or socioeconomics research while at the same time providing the necessary input to the overall ICRAF research process, it will need to appoint at least two researchers in socioeconomics additional to the number specified in the 1992 Draft Medium-Term Plan.
Chapter 3, No. 3
Recommendation
: The Panel recommends that ICRAF strengthen the two steps in its research process which seek compatibility between agroforestry technologies and production systems:
- The understanding of target production systems, including time-related resource use patterns and gender issues.
- The specification of time-related resource use requirements of each management option for candidate agroforestry technologies.
Chapter 3, No. 4
Recommendation
: The Panel recommends that the Board and Senior Management should review ICRAF's expansion plans to ensure that these will not interfere with the further enhancement of science quality.
Chapter 5, No. 5
Recommendation
: The Panel recommends that the Board consider establishing the position of Deputy Director General for Research and eliminating the current post of Director of Research.
Chapter 5, No. 6
Recommendation
: The Panel recommends that an additional biometrician be appointed now to maintain essential research support and strengthen science quality.
Chapter 6, No. 7
Recommendation
: The Panel recommends that the Board request Management to submit a financial strategy for the next five years that covers alternative scenarios, identifies potential sources of funds (CGIAR and non-CGIAR) and describes the specific steps to further improve its financial condition.
Chapter 6, No. 8
Recommendation
: The Panel recommends that the Board approve an investment policy for ICRAF.
Chapter 7, No. 9
Recommendation
: The Panel recommends that ICRAF develop as soon as possible a joint strategy with the NARS for devolution of ICRAF's country level agroforestry research to the appropriate NARS, while maintaining a strong support role through regionally based teams and headquarters staff.
Chapter 7, No. 10
Recommendation
: The Panel recommends that ICRAF's Board propose to CIFOR's Board a joint approach to seek complementarity. This would identify areas of work in the forestry-agroforestry continuum which are the sole interest of one or the other Centre, and also areas in which a joint interest is acknowledged. The latter should be dealt with by an ecoregional mechanism or by considering the programme and regional balance between the institutions (as described in 7.2.2.).
