A Survival Guide to the CGIAR Change Process

Boru Douthwaite, Innovation and Impact Director, CPWF

CGIAR Challenge Programs

1990s Eco-regional approach, system-wide programs 2001 - Launch of Challenge Programs
2004
Generation Challenge Program Harvest Plus Challenge Program on Water and Food (CPWF)

2005
Sub-Saharan Africa Challenge Program

2008
Climate change, agriculture and food security

Prototype nature of CPWF

A big experiment Addresses a Global Challenge through a programmatic approach Emphasis on partnership Impact focus Key pillar of previous CGIAR reform program

CRPs are not all the same, so CPWF is prototype of what?

Understanding the Prototype

CPWF aims to increase the resilience of social and ecological systems through better water management for food production Through its broad partnerships, it conducts research that leads to impact on the poor and to policy change

CPWF Basins in phases 1 and 2

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Six basin development challenges

(highly abbreviated versions) Andes Benefit-sharing mechanisms Ganges Floods and salt in the Delta Limpopo Small reservoirs, rainwater and livelihoods Mekong Dams and livelihoods Nile Rainwater management in Ethiopia Volta Small reservoirs, rainwater and livelihoods Phase 2 finishes in 2014

An example of a BDC R4D program the Ganges the vision

Store more fresh season water within polders Use for high value post-rainy season crops and aquaculture Change in sluice gate management to let water in when it is fresh, but keep it out when it is saline

An example of a BDC R4D program the Ganges - projects

G1 Spatial targeting, which strategies for which polders G2 On-farm water management: getting the most value out of scarce stored fresh water G3 Water governance: who gets how much water, when, and for what purposes and who gets to decide (sluice gate management) G4 External consequences and global drivers, downstream consequences of success, likely effects of global drivers G5 Coordination and change: policy engagement, communications, fostering change, M&E
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BDC structure
CPWF MT

BL

G5 C&C project

G1

G2

G3

G4

Technical projects

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Ganges BDC Partners

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CPWF Phase 2 Partners

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CPWF Partners
NARES University Government Organization CGIAR Center Network Advanced Research Institute Non- Governmental Organization Research Organization Private Sector River Basin Organization No info TOTAL no. orgs in network
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26 17 11 10 9 7 7 5 3 1 3 99

Experience from prototype testing

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50,000 B.C.: Gak Eisenberg invents the first and last silent mammoth whistle

CPWFs guiding principles

1. Know you are a research for development program 2. Work on compelling development challenges in real
places

3. 4. 5. 6.

Through co-developing theory of change Through partnership Through working at different scales While ensuring integration of research and

knowledge management

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1. Know you are an R4D Program

Be crystal clear that you do research to achieve developmental outcomes Researchers dont become development workers But, do have responsibility to link to next users and end users

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2. Work on compelling development challenges in real places

Gets people on board Motivates participation It grounds the research, gives it context, relevance and a purpose Makes priority-setting easy BUT must invest in the coordination and change; leadership dont overload it

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3. Co-develop and test theories of change

What is TOC?
Description of how a project or program thinks it will achieve developmental change
Shows the logic; the assumed causal steps

Can be expressed in a number of ways

LogFrames; tables; graphic depictions; narratives; logic models

And developed in a number of ways

Top down, participatory

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Example of project ToC

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Benefits of ToC
Developing and agreeing project ToC with partners and stakeholders helps build commitment; purpose Helps set priorities Basis for M&E Basis for comms and uptake strategy Aids subsequent reflection; helps justify course corrections
Improvements in poverty alleviation, food security and the state of natural resources result from dynamic, interactive, non-linear, and generally uncertain processes of innovation. EIARD, 2003 22

4. Work through partnerships

Duh! Difficult to build, easy to break Contract them in!
Commission not competitive Set up the rules of the game
In basin research org, out-of-basin research org, next user Budget share

Visualize them Be a network weaver, see collaborative research as a means

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Theory of Network Weaving

(Krebs and Holley, 2004)

(a) Scattered clusters

(b) Hub-and-spoke network

(c) Multi-hub small world network

(d) Same multi-hub network, redrawn with network weaver withdrawn

What projects liked in CPWF Phase 1 had much to do with working in partnership
Survey of PLs, principle scientists (n=79)
Greater diversity Multidisciplinarity Complementarity Wider geographic reach Adopting a basin-scale perspective Smaller organizations could increase their reach (through networks)
Sullivan and Alvarez, 2009

Less positive aspects

Poor internal communication, worse further away for CP Secretariat Mismatch between length of project and expected impact Lack of continuity (changes in team composition, leadership) Lack of coordination (time, many meetings, unfunded mandates)

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5. Work at different scales

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CRESMIL Example: Impact needs three outcome pathways

Reduction in poverty and increased food security in the Ganges Delta

Pathway 1. On-farm change in technologies Pathway 3 Policy enabling environment Pathway 2 Improved water supply to

farms

Adapted from MacDonald 2008

Pathway 1: On farm changes in the technology

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Pathway 2: Improved water supply to farms

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Pathway 3: Enabling policy environment

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A characterization of the CRPs

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Bangladesh Impact
2500 farmers increase returns by 50 to 100% Rice-shrimp farmers increase returns by 157% BWDB and LGED change polder management policy Farmer adoption of double cropping, storage of water in canals, new varieties (incl. from Vietnam, fish culture with shrimp)

Local BWDB and LGED staff allow polder infrastructure to be used to store water

Adapted from MacDonald 2008

Before

and after the project.

(Photograph by Olivier Joffre)

CRESMIL impact in Vietnam, showing what is possible

Mr. Nguyen Hoang Ben Ap Lung Chim, Xa Dinh Thanh, Dong Hai.

6. Integration of Research and Knowledge Management

Knowledge management (KM)
Range of strategies and practices
Support learning and reflection Identify, create, represent, distribute and enable adoption of insights and experiences

Insights and experiences = knowledge Knowledge is embodied in individuals or embedded in organizational processes and practices

Main pillars of KM in CPWF

Communications, M&E, information management

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Normal versus CPWF view of KM

Research

Planning

M&E

M&E

Comms, Uptake

KM as a service and support to Research V Equal partnership

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The logic behind integration

We do research for development Developmental change comes through behavioral change Behavioral change is learned
Research must influence the learning cycles that researchers, next users and end users go through, to have impact KM is about designing and facilitating these learning cycles KM and research must be planned together; happen together
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Ensuring integration in practice

ToC provides a common framework Invest in leadership, coordination and making change happen, about 20% of program budget

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Coordination and change function

BL G5 C&C project

G1

G2

G3

G4

Technical projects

C&C Project and BL functions:

Ensure quality and relevance of science Coordination Facilitating change Adaptive management Innovation research

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CRP Survival Guide

1. Know you are part of a R4D program 2. Work on compelling development challenges in real
places

3. Through co-developing theory of change 4. Through partnership 5. Through working on technical, institutional and process innovations at different scales 6. While ensuring integration of research and knowledge management
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Reasons to be cheerful
Experience to learn from Successful test flights Does what it says on the label

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Thank you and enjoy the ride!

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