1. 2013 – an ILRI Fit for Purpose
Jimmy Smith
Town Hall
4th February 2013
2. 2012 – diagnosis
2013 – action
Diagnosis:
- Full cost recovery
- Efficiency; effectiveness
- Execution: on time, on budget, to specification
- Growth is imperative
- New structure necessary --Matrix “imposed” by CRPs
- Attracting, retaining and motivating staff
Action:
- Streamlined operations; OCS
- Strategy
- New structure
- Performance management
- Staff and managers skills development
3. ILRI and CGIAR research programs
Dryland Cereals
Grain Legumes
Livestock and Fish
Maize
Rice
Roots, Tubers and Bananas
Wheat
Climate Change, Agriculture and Food Security
Forests, Trees and Agroforestry
Water, Land and Ecosystems
Integrated Systems for the Humid Tropics
Aquatic Agricultural Systems
Dryland Systems
Policies, Institutions, and Markets
Agriculture for Nutrition and Health
4. ILRI Strategy 2013–2022
ILRI strategy
• Consultations
throughout 2012
• Final version to BoT
November
• BoT requested
Livestock Research “tweaks” 15
for food security and poverty reduction
December 2012
• Launch and
implementation early
2013
Better lives through livestock
5. Mission and vision
ILRI envisions a world where all people have access
to enough food and livelihood options to fulfill their
potential.
ILRI’s mission is to improve food and nutritional
security and to reduce poverty in developing
countries through research for efficient, safe and
sustainable use of livestock—ensuring better lives
through livestock.
6. Strategic objectives
ILRI and its partners will develop, test, adapt and promote
science-based practices that—being sustainable and scalable—
achieve better lives through livestock.
ILRI and its partners will provide compelling scientific evidence
in ways that persuade decision-makers—from farms to
boardrooms and parliaments—that smarter policies and bigger
livestock investments can deliver significant socio-
economic, health and environmental dividends to both poor
nations and households.
ILRI and its partners will work to increase capacity amongst ILRI’s
key stakeholders and the institute itself so that they can make
better use of livestock science and investments for better lives
through livestock.
8. ILRI strategy and the CGIAR Consortium
Global livestock
issues
- Livestock science in
Research Programmes
ILRI - Livestock science in SRF
- Multi-centre “hubs”
strategy
CGIAR consortium
- Priority outcomes at CGIAR
Research Programme and
Global levels
- Opportunities for impact in
Research Programme
locations
9. Are we in a matrix?
Typically used:
− Both technical (functional, product, or process) expertise and market / customer
expertise required
− Integration across functions and markets is required
− Large scope and scale across products and markets
Eg:Project based organisations where individuals report into a ‘home
group’ or ‘practice’, and to one or more projects
P re s id e n tt
P re s id e n
L a rg e
L a rg e C o n s u m e rr
Consum e G o v e rn m e n tt
G o v e rn m e n
B u s in e s s
B u s in e s s P ro d u c ts
P ro d u c ts
E n g in e e rin g
E n g in e e rin g
M a n u fa c tu rin g
M a n u fa c tu rin g
S a le s
S a le s
10. Matrix for addressing new Research
reality
DDG
(Integrated Sciences) CRP 1.1 CRP 1.2 CRP 2 CRP 3.7 CRP 4 CRP 5 CRP 7
DDG
(Biosciences)
Skills Team 1
Skills Team 2
Skills Team 3
Skills Team …X
Skills Team 4
Skills Team 5
Skills Team ....x
Region 1
Region 2
Region 3
11. Managing the matrix structure
The formal structure alone isn’t enough to make it work well!
Some critical requirements are:
Clearly defined organisational framework
Well defined governance processes
Visible, consistent senior leadership and support
Coherent goals and performance measures aligned to corporate strategy and
priorities; use a strategic scorecard
Clear accountabilities and authorities
Create ‘doable’ roles that take into account the size and scope of the job
The right culture, behaviours and reward arrangements
12. Matrix
•Skills:Dual/multiple reporting can cause confusion/frustration but:
• Requires understanding by managers and implementers alike
• Listening, agreement
building, collaboration, negotiation, strategic thinking, self-
awareness
•Communication is key and cuts across every dimension
•Keys to success:
• Focus on organizational goals
• Know your stakeholders
• Collaborate don’t compete
• Get on the same wavelength
• Speak a number of “languages”
13. The reorganization
• Help us deliver BOTH ILRI-specific and CRP
commitments
• Flatten the structure, empower decisions
• Encourage integration and cross-disciplinary work
• Integrate through CRPs; and regions
• Learn through communities of practice
14. Principles
All staff in a primary home (“position”) but most work in several
cross cutting CRPs and some have assigned roles
Position:
Professional and administrative base for performance
management, priority setting, critical mass …
Each with a leader
Assigned roles:
CRP focal points
CRP component leaders
Regional Representatives
15. New ILRI Research Structure
Director General
Institute Management Committee
Dir Human Dir Institutional Planning &
Dir Corp Services DGs Rep Ethiopia
Resources Partnerships
Knowledge Mgmt
DDG Integrated Sciences DDG Biosciences Peter Ballantyne
Public Awareness
Dir CRP L&F Susan Macmillan
Tom Randolph Capacity Development
Integrated Sciences Biosciences Iddo Dror
CRP 1.1 Intellectual Property
Polly. Ericksen Animal science for sustainable BecA-ILRI Hub Linda Opati
CRP 1.2 productivity Iain Wright Appolinaire Djikeng (interim director) Business Dev Unit
Alan Duncan
(vacant)
CRP 2 Food safety and zoonoses Vaccine platform
Derek Baker Delia Grace Vish Nene (Director) Institutional Support
CRP 4
Delia Grace Livestock systems and the environment Animal bioscience
Steve Kemp Regional Reps
CRP 5 John McIntire (Interim)
Boni Moyo, Purvi
An Notenbaert Mehta, Abdou Fall,
Livelihoods, gender and impact Feed and forages bioscience
CRP 7 Steve Staal
Kathleen Colverson Suzanne Bertrand (Interim)
Polly Ericksen Research Methods
Group
Genebank Policy, trade, value chains Biosciences facilities Jane Poole
Alexandra Jorge Derek Baker (Vacant)
CRP Focal Points Research Support
16. Integrating Mechanisms and Roles
DG
DDG Dir Institutional Dir Corp
DDG Dir HR
Integrated Planning & Services
Biosciences
Sciences Partnerships
Animal science for
sustainable BecA-ILRI Hub Public
Awareness HR Addis Operations Addis
productivity Communities
of Practice
Food safety and KMIS Operations
zoonoses Vaccine platform
Nairobi
Compensation &
Benefits
Livestock systems
and the Capacity
Animal bioscience ICT
environment Communities Development
of Practice
Learning and
Development
Livelihoods, gender Budget and
Feed and forages Business
and Communities
of Practice bioscience Development Finance
Impact
Policy, trade, value Biosciences Intellectual Treasury
EHOS
chains facilities Property
Research Methods
17. Next steps
Now – 1st March:
Finalise homes for administrative and communications support - DDGs
working with teams
Finalise plans for operational management committee(s) – DDGs working with
teams
Ensure everyone is clear about reporting roles and homes – DDGs with
leaders, informing HR, finance, comms,
Project mapping exercise – DDGs (eg clarify homes for
Bioinnovate, HoA, LIVES, …..etc….)
Each team to finalise its “description”
Remember! People and processes matter!
17
There MUST be a CGIAR logo or a CRP logo. You can copy and paste the logo you need from the final slide of this presentation. Then you can delete that final slide To replace a photo above, copy and paste this link in your browser: http://www.flickr.com/photos/ilri/sets/72157632057087650/detail/ Find a photo you like and the right size, copy and paste it in the block above.
Mention who are decision makersWhat practicesMetrics: Over a 5–10-year time period, livestock-related real income for 2.8 million people is increased by 30%, the supply of safe animal-source foods in ILRI’s target sites/countries1 is increased 30%, and greenhouse gas emissions per unit of livestock product produced are reduced. Simultaneously, in partnership with others, these results are scaled to tens of millions more people.Metrics: Within a 10–15-year time frame, the share of agricultural budgets invested in livestock in ILRI’s target countries are brought at least 20% closer to livestock’s contribution to agricultural GDP. Increased investor contributions to the livestock sector should drive greater representation of livestock commodities in development efforts. Metrics to assess the underpinning changes in attitudes and behaviour will be defined based on learning from taking pilot studies to scale in target countries.Metrics: ILRI has not previously articulated capacity at this level or covering such a diversity of engagement, spanning both institutions and individuals from farmers to local and global decision-makers. ILRI will therefore conduct a baseline assessment before specifying the exact metrics for this third strategic objective; the metrics will specify the number of individuals and key institutions to have developed greater capacity to make greater use of livestock research results—be it for better productivity on farms, improved environmental management or more strategic use of development resourcesILRI’s use of the terms ‘practice’ and ‘decision-makers’ in this strategy encompasses a wide range of scales andgroups. The following are examples of these wide ranges in livestock systems with high potential for growth andin those where increasing resilience rather than productivity is paramount.Where there exists high potential for economic growth in mixed crop-and-livestock systems of developingcountries, ‘inclusive growth’ for poverty reduction and food security can often be achieved through thedevelopment of pro-poor livestock value chains. Here, improving practice refers to the uptake of technologiesand institutional innovations that (1) increase on-farm livestock productivity in smallholder productionsystems as well as (2) efficiencies in their associated market channels, (3) improve the equitable distribution ofbenefits generated through more livestock employment and income, and (4) minimize livestock threats to theenvironment and public health. The men and women decision-makers who adopt these practices include notonly the livestock keepers and market agents who handle livestock and their products, but also the individuals,businesses and government agencies that support the value chain through the products and services they supplysuch as feed, veterinary care and public health regulation.In dryland pastoral and agro-pastoral systems, where harsh and highly variable climates pose considerable riskof loss of livestock assets, both household income and food security can be protected against climate shocks byimproved practices. In the case of drought, these might include making index-based livestock insurance availableto livestock herders, conducting early de-stocking in conjunction with private traders, and making better useof functioning livestock markets. In the case of flooding, which can trigger outbreaks of economically importantlivestock and zoonotic diseases such as Rift Valley fever, better practice might entail more reliable predictiveclimate models used in conjunction with early livestock vaccination campaigns to prevent regional marketclosures able to devastate the livelihoods of livestock producers, traders and others. Changes in practice herewould depend on choices made by decision-makers including local men and women livestock pastoralists andagro-pastoralists, market agents and slaughterhouse personnel as well as those at regional and global levels whoseactions, policies and investment decisions impact small-scale dryland livestock systems and enterprises.Changes in practice thus spans a range of choices made by decision-makers at all levels, from livestock producers(men and women in both small scale and extensive production systems), to market agents and others intimatelyengaged with raising, selling and consuming animals and their products, through to those at local, regional andglobal levels whose development actions, policy and investment decisions impact the livestock sector.