Frequently Asked Questions

What changes are being considered?

There is a perception – evident from recent, extensive consultations with CGIAR stakeholders – that changes on several fronts are needed to make renewed research investment and effort more effective. Here are some of the needs that stakeholders consistently single out:

• A research agenda that focuses more sharply on major global development challenges
• Better defined research mandates, around which Centers can more easily organize collaborative research
• Streamlined and effective governance arrangements, with clear accountability for performance and results
• Greater openness to partnerships that include the full range of institutions whose contributions are needed to achieve large-scale impact
• Better coordination on the part of investors, together with adequate and stable levels of financial support
• More transparent and efficient procedures for collective decision making and action

How has the change management process been organized?

In 2007, a small scoping team was formed to develop a change process proposal for consideration by CGIAR Members. Based on consultation with Centers, partners and other stakeholders, the team proposed that the process center on four main areas:1) visioning and development challenges, 2) strategic partnerships, 3) governance at the Center and CGIAR levels and 4) funding mechanisms.

In early 2008, a Change Steering Team was formed to provide guidance for the work of four working groups, each of which corresponds to one of the areas listed above. The working groups will engage in analysis and discussions during the coming months (both virtually and in face-to-face workshops), with the aim of developing concrete recommendations for change.

What distinguishes this from other approaches to institutional change?

The CGIAR is a large, diverse and decentralized organization, whose stakeholders share a common commitment to rural development but differ on important details about the institutional structures and arrangements that are most appropriate for achieving this goal. That is why the CGIAR leadership team has opted for a change process that, far from being imposed by the few on the many, will be managed in more democratic fashion to capture the best ideas from a wide cross-section of stakeholders. Melding those ideas into a coherent blueprint for change will be a complex process requiring professional facilitation.

The work of formulating change proposals will be carried out by a Change Steering Team and 4 Working Groups –consisting of representatives of CGIAR Members from north and south, Centers, the Science Council, CSO representatives, private sector, professionals from NARs, and also external experts. The work of the Steering Team and Working Groups is being supported by the Trium Group (a consulting firm that specializes in organizational change), with support from the CGIAR Secretariat. Two important aims of the facilitation will be to foster a more collective mindset, emphasizing the synergies of the CGIAR instead of its individual components, and to build trust between Members, Centers and partners. Both qualities are essential for reaching consensus on the changes to be implemented.

Who is taking part, and how widely are they consulting with others who will be directly affected by the outcomes of the process?

If the change process were left in the hands of just a few leaders, it would stand little chance of success, primarily because the changes recommended would lack “buy in” from the many individuals who could contribute to and be affected by them. For that reason, each working group will be composed of a mixture of CGIAR Members, Center staff and partner representatives. Each will also include one or two external consultants, who will be expected to bring new ideas to the discussion, while leading analysis and report writing. In addition, the groups will consult widely with CGIAR stakeholders through interviews and online surveys. No one who wants to have a voice in the change process will lack opportunities to speak out.

When will the proposed changes be made known?

Each group is expected to complete its recommendations for consideration at the mid-October 2008 meeting of the CGIAR Executive Council, with a final decision by AGM in December 2008.

How will the ongoing Independent Review affect this change process?

The Chair of the Independent Review will serve as an external advisor to the change Steering Team to ensure synergies between the two processes. The final report of the Review will be available to the CGIAR by end of July 2008 and will be an important input into the formulation of the change proposals before ExCo in October 2008. Technical papers on specific issues being conducted by the Review panel will be made available to the change teams as they are ready.