Presentation of the DAPA Research Area of CIAT, given to the CIAT Board of Trustees in Nairobi, Kenya May 2013.

1. NAME
www.ciat.cgiar.orgSince 1967 / Science to cultivate change
14 May 2013
Andy Jarvis
Decision and Policy Analysis

2. • Cross-cutting, multi-disciplinary team who believe that better
decisions can be made with the power of information
• Supporting functions within CIAT, and global research
leadership in specific themes
• Reviewed in November 2012 and new strategic document
developed as a result
Decision and Policy Analysis

3. Incoming staff
(January – May 2013)
Decision and Policy Analysis
Gisella Cruz
Social Scientist
Ana María Loboguerrero
Program Leader for
Latin America
CCAFS
Purabi Bose
Social Scientist

4. Overall Vision and Thematic Goals
• Recommendation n° 1: As soon as possible DAPA should redefine
their goals, focusing on what it wants to change, where, with whom,
and what products and services it will provide to that end
• Decision:
o Goal: To facilitate and improve decision making in the agricultural
sector by ensuring that decision makers are well informed and
engaged, through the provision of reliable information and easy
to use analytical methods to assess the likely outcomes of policy,
research, development and management options
o 2 page business and strategic plans for each thematic area,
outlining objectives, products, end users, strategic partnerships
and target outcomes

5. Structure follows Strategy
• Recommendation n° 6: DAPA faces a major challenge of maintaining
proper management of its scientists and students, derived from its very
rapid growth, and the very low proportion of senior scientists to young
scientists and students
• Decision:
o Break with the pure horizontality of DAPA and build a new structure
which facilitates integration but enhances accountability and quality
control
o Strengthen “critical mass” of thematic groups
o …and makes my life easier by having a functional “MT” for DAPA

6. • Focussed on delivering research outcomes in:
o Climate change (CRP7)
o Ecosystem Services (CRP5)
o Linking Farmers to Markets (CRP2)
• Through expert, disciplinary groups in:
o Modelling
o Gender analysis
o Impact and Strategic Studies
o Policy Analysis
o Knowledge Management
o Big Data
Decision and Policy Analysis
Research Themes: Identify opportunities, deliver outcomes, facilitate cross-disciplinarity
Expert groups: Ensure quality, disciplinary excellence, develop new methodologies
Theme CRP 1.2 CRP 2 CRP 3.5 CRP 3.7 CRP 5 CRP 6 CRP 7
Climate Change Low High
Ecosystem Services High
Linking Farmers to Markets Medium High Low Low

7. DAPA Version 2.0
LFM
ES
CC
Modelling
Policy
Gender
Impact and SS
KM
Big DATA
DAPA Lead Outcomes
Research Themes
Expert Groups
DAPA Staff
Staff from
other areas
DAPA Leader
Center lead outcomes
Coordinator
Research Themes: Identify opportunities, deliver outcomes, facilitate cross-disciplinarity
Expert groups: Ensure quality, disciplinary excellence, develop new methodologies

8. Pros and Cons
• Creates a “MT” for DAPA leader, addressing Julio’s observation
of leader needing more support
• Facilitates integration by taking a matrix approach between
disciplinary expertise and thematic research areas, and
explicitly enables other Research Areas to integrate closer into
DAPA
• Leader for each theme and group enhances coordination,
supervision and accountability
• Maps perfectly to CRPs
• Con: True integrators do not fit, e.g. Agreement CIAT-MADR

9. Other Recommendations
• Recommendation n° 5: DAPA’s expansion of its work in Africa and Asia
should be guided by clear and explicit regional strategies
o Africa: LFM and CC, Asia: CC. Staff rotation, joint proposals, realistic
expectations.
o 2 page strategy document developed on regions
• Recommendation n° 4: DAPA should hire staff that can support and lead
its efforts to influence policies, and/or it can develop strategic alliances
with qualified partners experienced in using research to influence policy
o Strategy document developed as initial blueprint for the policy
“expert group”, but needs leadership. No. 1 priority for new hire.
• Recommendation n° 3: DAPA should take advantage of the opportunity
represented by CRP 2, to strengthen its work under the “LFM” theme
o 2 page strategy document on LFM developed. 2 new hires
strengthening quantitative approaches, 1 other new hire advertised

10. DAPA V2.0
• Goal and vision changed
• More clarity on thematic objectives, target products
and outcomes
• New proposed structure which maintains trans-
disciplinarity and strengthens team
• 3 year business plan / 6 year strategic directions
document, seen as an organic document to ensure we
are adaptive – yearly updates
• Aspirational and agile!
• Fundraising priorities to focus not on more money, but
better money
• New thematic strategies to lead the way in terms of
defining fundraising priorities

11. Getting to Grips with Climate Adaptation:
The Right Choices

12. Evaluating Varietal Adaptation
Var.Carioca
Var.CalimaVar.Jamapa

13. Likely Yield with Different Planting Dates

14. Modelling Potential Losses from Extreme
Events with Different Planting Dates

15. Benefits of Potential Adaptation Options:
Conservation Agriculture
%yieldloss
% water deficit

16. Playing out transformative climate smart
adaptation in CCAFS benchmark sites
in East Africa:
When, where, how and with whom?

17. CCAFS sites Main crops Main livestock
(forages)
Borana (ET)
Maize
(96.6%)
Beans
(86.4%)
Wheat
(33.1%)
Beef cattle
(93.2%)
Goats
(77.8%)
Nyando (KE)
Maize
(99.2%)
Sorghum
(73.3%)
Beans
(34.4%)
Goats
(66.9%)
Chicken/hens
(61.2%)
Usambara (TZ)
Maize
(87.1%)
Beans
(75%)
Tomatoes
(29%)
Chicken/hens
(82.1%)
Dairy cows
(56.4%)
Albertine
Rift (UG)
Cassava
(78.6%)
Beans
(68.4%)
Sweet
potatoes
(59.8%)
Chicken/hens
(82.5%)
Pigs (63.1%)
Where do We Work?

18. Climate Smart Agriculture:
Tackling Adoption Head on
Rash model (Campell, 1963): Attitude towards change = number + difficulty of change made

19. Linking continents for climate smart
agriculture
Red: Localities having climates similar
to that expected in Nyando in 2030
Black: Colombian departments where
enterprises in maize and beans work
within the framework of the CIAT–
CCAFS–MADR project

20. Ruth….tell us something about gender!

21. Gender Dimensions
• Why consider gender?
o To develop appropriate adaptation strategies for both male
and female farmers (to ensure inclusion of female farmers)
• Findings (Context Specific)
o Gender division of labor
o Decision-making
o Control and Access of Resources

22. Gender Division of Labor
• Examples:
o Spraying was reported as a men’s task, and
o Weeding mainly as a women’s task
W m ’s R p ’s R p
Men
Women
Boys
Girls
Overall, men and women tend to report that they
themselves do most of the tasks

23. Decision-Making
• Across all 4 sites:
o Women report that men make most decisions
o Men report more decisions are taken jointly
o Example: Nyando, Kenya
W m ’s R p ’s R p
Men
Women
Together

24. Relations with the Host Country:
CIAT-Ministry of Agriculture Agreement on
Integrative analysis of production systems in
Colombia for adaptation to climate

25. Objective of the Agreement
Join efforts, resources and capacity of the Ministry and CIAT to
strengthen the agricultural and livestock sector to adapt to
climate change, and improve the resource use-efficiency in
prioritised production systems
• US$8m, 18 months, 11 national partners, 3 international
partners
• “CCAFS Colombia”, 4 themes
• Improved crop models, seasonal climate and crop
forecasting, carbon and water footprints, varietal evaluation
across climate gradients
• Direct input into National Adaptation Plan for the Agricultural
Sector, and the mitigation plan (NAMA) for the agricultural
sector

26. Rewarding for Ecosystem Services
in watersheds

27. Different Groups Want Different Things
• Downstream
o Urban dwellers want clean, reliable water supplies
o Lowland farmers want cheap, reliable irrigation water
o Tourists want clean, attractive water
• Midstream
o Hydropower companies want reliable low-silt water
without having to invest in large storage reservoirs
• Upstream
o Highland communities want to live better
o Citizens want to preserve highland ecosystem services

28. Upperbasin
(4000-5800
Ecosystem service provision
(Water yield (mm))
1111-1507
Middlebasin
(350–4000
51-256
Lowerbasin
(0-350)
0-50
Peruvian Case Study, Cañete River Watershed – Current SituationUpperbasin
(4000-5800
River flow use (m3/s)
0
(mostly from springs)
Middlebasin
(350–4000
250, 64
Lowerbasin
(0-350)
Upperbasin
(4000-5800
Water and land uses
Extensive degrading grazing, subsistence
agriculture
Middlebasin
(350–4000
Hydropower company
Shrimp growers
Lowerbasin
(0-350)
Urban dwellers
Water inefficient commercial agriculture
Tourists (rafting)

29. Desired SituationUpperbasin
(4000-5800
Middlebasin
(350–4000
Lowerbasin
(0-350)
Transfer part
of their
benefits
Investment in
productive
alternatives
Watershed’s
socioeconomic
asymmetries might
be balanced by this
benefit-sharing
mechanism

30. Research outputs and
intermediate project outcomes
• Conceptual approach:
Adopted by MINAM …
Is not only about paying for
improving the delivery of
the ESS but also about
rewarding for ESS already
being delivered (positive
externalities)
Recently presented by
Vice-Ministry of Environment
(Nov, 2012)

31. Where We are Right Now:
Putting Research into Use
• Participating in drafting national Ecosystem Services Law that
draws on Cañete experience: Final version of ESS Law before
Congress for approval
• Other case study catchments (6 others) contributing to a
systematic review of potential for benefit sharing schemes
in Andes
• Strategic internal alliance with soils for within- and cross-
region learning on ecosystem services, placing CIAT as a
ecosystem services lead for CRP5

32. Linking Farmers to Markets
• Under what conditions can market linkages be an
effective tool for rural poverty reduction for gender and
socially differentiated actors?
• Iterative process of design, testing and documentation of
approaches for inclusive business models, R4D platforms
and public policies in Latin America, E. Africa and S.E. Asia

33. Donors, business and civil society are in broad consensus on
benefits of linking smallholders to markets
• Many islands of success but few cases of sustained, transformational
change that benefit women, minorities and the rural poor
• The concept is clear but HOW to achieve beneficial and sustained
market access is not
• Need to understand appropriate roles for public, private and civil
society actors
Ambitious Destinations, Few Roads

34. Supply Chain Policies In Colombia
Policy density (# chains) by Department
CUADRO 4
10 ORGANIZACIONES DE LAS CADENAS PRODUCTIVAS:
ANALISIS DE FOCALIZACIÓN
FOCALIZACIÓN
GEOGRÁFICA
Aguacate Arroz Cacao Caucho Cítricos
Y Yha NBI Y Yha NBI Y Yha NBI Y Yha NBI Y Yha NBI
% Población con NBI 
 
 

   
% Población Rural con
NBI
     

       
Índice Desarrollo
Humano
            
Índice Gini de Tierras
2009


     

 
Índice Gini de
Propietarios 2009   
  

 
Núm. Intervenciones
USAID (Programas
MIDAS y ADAM)
 

 

  

 
Núm. Intervenciones
MADR (Oportunidades
Rurales y Alianzas
Productivas)
            
FOCALIZACIÓN
GEOGRÁFICA
Fique Fruticola Guayaba Mango Platano
Y Yha NBI Y Yha NBI Y Yha NBI Y Yha NBI Y Yha NBI
% Población con NBI  
 
  

% Población Rural con
NBI
            

 
Índice Desarrollo
Humano


 

    

 

  
Índice Gini de Tierras
2009
    

  

   

   
Índice Gini de
Propietarios 2009
    

   

   

   
Núm. Intervenciones
USAID (Programas
MIDAS y ADAM)
  

      

   

   
Núm. Intervenciones
MADR (Oportunidades
Rurales y Alianzas
Productivas)
                    
Social performance by supply chain
Policy performance by Department
Quantitative macro analysis
(policies & development outcomes)
Qualitative meso analysis
(why does the policy work /fail?)
Household level surveys
(what does it mean for the poor?)
R
e
s
e
a
r
c
h
I
n
c
i
d
e
n
c
e

35. Thinking through impact
Strategy & Results Framework:
Performance management….

36. • Over 5.3 million rural households in sub-
Saharan Africa have adopted modern bean
varieties over the last 17 years, generating
benefits worth nearly US$200 million
• Adoption of improved cassava varieties in
Thailand and Vietnam has nearly reached
90%, creating benefits worth almost $12
billion over the last 20 years
• Improved forages now cover an area
estimated at 25.4 million hectares in tropical
America, generating huge benefits through
improved livestock production – estimated at
$1 billion in Colombia, for example
• Nearly 60% of Latin America’s rice area is
planted to improved rice, with benefits valued
at $860 million from 1967 to 1995 alone
Examples of Impacts

37. Big Data: The Engine Behind it All
• Great climate data
• Improved soil information
• Crop distribution and yield data
• Land-use data
• Capacity to manage and analyze it:
o Infrastructure
o Geeks
• Major opportunities around the
theme of SMART FARMING

38. CCAFS Climate: 40,000 users in 18 months

39. Agtrials http://agtrials.org/
Public data!
4600 trials
20000
varieties/races
• Calibration, validation of crop
models
• Exploration and testing of
adaptation options
o Genetic improvement
o On-farm management
practices
• Assess technology transfer
options
• Build “adaptation packages”

40. Joining the dots through data: Smart
Farming
• Farms are experimental stations which generate data
• New approaches can manage and analyse MASSIVE datasets
and make sense of them
• ICTs can capture,
transmit and receive
data
• Building on our
experience in AESCE
• BIG data for SMART
farming

41. c c s ….
• Science informed laws on benefit sharing of water in the
Andes
• Better national plans and policies for dealing with climate
change (Nicaragua, Colombia….)
• Breeders breeding for the right traits
• Farmers and their organizations making the right choices in a
dynamic climate
• Countries tackling deforestation head on with REDD+
• Some very motivated and dedicated geeky misfits….
• ….with a deviously smart new strategy for impact
• And much more….

42. CIAT: Science to Cultivate Change
Follow us:Website: www.ciat.cgiar.org
Blog: www.ciatnews.cgiar.org/en/
DAPA: http://dapa.ciat.cgiar.org
http://twitter.com/ciat_
http://www.facebook.com/ciat.ecoefficient

43. Annex – Target Outcomes of
DAPA

44. Climate Change
• CG centers and national/international agricultural development institutions developing breeding
strategies that build-on/incorporate DAPA’s data and modeling analysis.
• Integrated adaptation strategies for agricultural and food systems inserted into policy and
institutional frameworks at regional, national or sub-national level in target countries. Namely,
NAMAs and NAPs strategically developed in target countries using DAPA’s inputs.
• Evaluation of policy options used by governmental agencies for formulating and implementing
climate smart policies that promote best-bet adaptation and mitigation pathways while
enhancing food security and rural livelihoods.
• National and regional governmental agencies, NGOs and development c s s P ’s s
and methods including cost benefit analysis of options, feasibility studies etc for establishing and
implementing their agendas.
• Multilateral banks and key donors using DAPA generated science based recommendations to guide
their investments (climate‐proofed crop and breeding initiatives) and portfolio development.
• Governmental programs, NGOs and development agencies using the gender sensitive
methodologies (tool kit) for identifying sex-differentiated vulnerabilities to climate change, and
evaluating adaptation strategies in terms of gender equality and empowerment of poor male and
female farmers.
• National, regional and international agro-climatic research community including universities and
met-services using and/or co-developing data, tools, models and approaches for improving
estimations of crop vulnerability, climate related impacts

45. Ecosystem Services
• Decision makers will promote BSM taking into account the results derived from ESRG analyses
(socioeconomic impact of BSMs, quantification and valuation of ESs, situational analyses, etc.).
• It is expected that technicians and advisors working for End Users will be able to use results about
the mapping and quantity of ES to target spending and actions that are part of proposed BSMs (e.g.
PES-type schemes)
• ES beneficiaries (e.g. downstream actors benefiting from water-related ecosystem services) will be
interested in participating in proposed BSM and this will be at least partly due to efforts to raise
their awareness on the effects that appropriate land management have on the delivery of
ecosystem services and the socioeconomic implications of this.
• Researchers working on mechanisms for sharing the benefits/costs associated with the provision of
ecosystem services will incorporate our methodological approach and project results into their
range of work and if feasible apply our tools in their own projects. Likewise, ES researchers will
include our methodological framework for conducting in depth social analysis for assessing the
direct and indirect contributions of ecosystem services to the wellbeing of the rural poor
• Environmental authorities have knowledge and understanding of the methodological approach and
results in the case studies and if possible they consider research outputs for delineating
intervention alternatives to improve not only the management and conservation of ES but also the
wellbeing of the rural poor, including their food and nutritional security.

46. Linking Farmers to Markets
• International agencies and BiNGOs
• International agencies and big international NGOs (BiNGOs) adopt/adapt LFM methods and approaches for the design and implementation of market
access projects.
• International agencies and big international NGOs (BiNGOs) engage with LFM in development learning processes that allow robust quantitative and
qualitative assessment of development outcomes from market access projects. This process contributes to organizational learning about which
market-based approaches work well and under what conditions for the sustained economic inclusion of rural women and men.
• International agencies and big international NGOs (BiNGOs) leverage evidence and knowledge gained through development learning processes to
advocate for deeper, systemic change with key public, private, donor and multi-lateral policy makers that favor the sustained economic inclusion of
rural women and men.
• Key private sector companies and networks
• Key private sector companies and networks adapt and disseminate LFM methods and approaches for the design and implementation of market
access projects.
• Key private sector companies and networks engage with LFM in learning processes that allow robust quantitative and qualitative assessment of
social, economic and environmental outcomes from small holder access / sourcing projects. This process contributes to organizational learning about
which market-based approaches work well and under what conditions for the sustained economic inclusion of rural women and men.
• Key private sector networks leverage evidence and knowledge gained through learning processes to influence industry-wide best practice and
business school curriculum in favor of approaches that favor the sustained economic inclusion of rural women and men.
• Key public sector actors, donors and multilateral agencies
• Key public sector actors, donors and multilateral agencies engage with LFM in robust quantitative and qualitative assessments of market linkage
policies and programs and their outcomes for rural women and men.
• Key public sector actors, donors and multilateral agencies leverage evidence and knowledge gained to design improved policies and programs that
favor the sustained economic inclusion of rural women and men at a national or regional scale.
• Key multilateral agencies leverage evidence and knowledge gained to advocate for wider change with key public, private, donor and multi-lateral
policy makers that favor the sustained economic inclusion of rural women and men at a global scale.
• The CGIAR
• The CGIAR adopts/adapts LFM methods and approaches for the design and implementation of research initiatives on market access in commodity
and system CRPs.
• The CGIAR adopts/adapts LFM methods and approaches for the design and implementation of research initiatives on Research in Development
platforms in commodity and system CRPs.
• The CGIAR leverage evidence and knowledge gained from work on Research in Development platforms to design improved CRPs that are more
effective at contributing to development outcomes in market access and other topics.

47. Knowledge Management
Knowledge management and capacity strengthening are two crucial
ways of engaging decision makers with information produced by
DAPA, CIAT and CRPs. Knowledge management objectives and
activities will contribute to enhance CIAT and CRP scientist’s and
partner’s knowledge and practices for engagement strategies in
development- focused research. Scientists and their partners will
manage new and diverse ways of collaboration with next and end
users. They will collect, analyze and share information taking into
account the needs and benefits of end users and the concern to reach
them effectively. Decision makers (farmers, policy makers, those in
charge of resource allocation and of research organizations, planning
and management) will be engaged from the start in the knowledge
creation process, and thus be empowered to act upon the knowledge
generated. Scientists and partners will continually strengthen their
capacities to handle information and knowledge for outcomes and
impact with emphasis on policy influence.

48. Impact and Strategic Studies
• Improved research outcome & impact information use in
decision making criteria at CIAT, partners and CRP
levels, i.e. construct relative priorities for research
resources allocation;
• At CIAT and CRP level, improved transparency &
accountability;
• National policies may increasingly favor higher investments
in agricultural research for development objectives.
• Recognition of CIAT scientific leadership and high quality
research products which together with the other improved
characteristics should lead to greater attractiveness and
relative competitiveness for global, regional and national
funding.

49. Policy
Specific Objectives
• Offer support to DAPA’s research themes in the identification of research
findings that have the biggest potential to impact on policies, inform
decision-making and strategic planning according to the demands
identified (in the short, mid and long term).
• Identify the key venues where research outputs should be shared and/or
create those venues if necessary, in alliance with key actors.
• Identify key actors and thought leaders to influence and inform in specific
geographies. Build and formalize strong policy-related networks
associated with DAPAs core mission.
• Discuss with decision and policy makers results of impact analysis of policy
implementation (ex-ante and ex-post scenarios and cost-benefit analysis)
related to DAPAs core research themes.
• Systematize and share science evidence to inform policy formulation for
the key research themes of DAPA, so that the knowledge generated in
DAPA can generate improved policies and decisions.

50. Gender
The Gender Cross-Cutting Group’s strategy and priorities impact policy
and decision-making at scale in the following ways:
The strategy influences NAPAs and National/Regional Development
Plans; it increases policymakers’ awareness of gender issues related to
national and local policies (with special attention paid to those related
to climate change, agriculture, forests, water and food security); and it
provides input on gender-sensitive strategies on the social policy level.
• Empowered women—making production and marketing decisions
• Equal access to resources (land, production
inputs, organizations, income, forest products, etc.)
• Acknowledgement and valuation of women’s work (both productive
and reproductive)

51. Spatial and Agricultural Modelling
• Scientific output: The group will publish studies which use
models to answer questions arising from DAPA’s research
themes. These will be in ISI indexed journals, and combine
innovative approaches to real-world problems.
• Models and tools: When a significant gap is identified in
terms of modeling tools, then the group will develop (or
adapt) new models or tools to fill that gap. An example of
this is the mechanistic cassava crop model currently being
developed, or the modified EcoCrop model which has been
developed and used very successfully in climate change
research.
• Data products as a result of modeling: The use and
application of models will produce new datasets which will
be made available in coordination with the Big Data group.

52. BIG Data
• To develop tomorrow’s data products today, putting
CIAT in a competitive advantage with respect to data
driven decision making
• To be a support-team that can assist other themes in
DAPA with regard to data management (including data
management policies), mining, analysis and sharing
with end-users
• To support the research themes in implementing very
user-friendly web tools to communicate with our end
users and share DAPA results
• To harmonize and centralize the development of the
tools and the management of the data.