Consultative Group on International Agricultural Research - CGIAR
Document No: SDR/TAC:IAR/00/15
Distribution: General 
Date: October 9,2000
International Centers Week 2000 
October 23 - 27 
Washington, D.C.
Charting the CGIAR's Future - 
Reshaping the CGIAR's Organization
)
Fifth External Programme and Management Review of
CIAT
Attached is the Report of the Fifth External Programme and Management 
Review of the Centro Intemacional de Agricultura Tropical (CIAT), together with the 
transmittal letter from the Chair of TAC and the CGIAR Executive Secretary to the 
Chairman of the CGIAR, TAC's Commentary on the Review, and the response of 
CIAT's Board of Trustees and Management to the Review Report.
This Report will be discussed in parallel session. The Chair of the External 
Review Panel will summarize the Panel's findings, followed by a response by Centre 
representatives, and a brief commentary by TAC. Members will be able to ask
questions and raise concerns. The Chair of the parallel session will report the outcome 
of the discussions to the Group in plenary session for decision making
CGIAR Secretariat • Mailing Address: 1818 H Street, N.W., Washington, D.C. 20433, U.SA • Office Location: 1776 G Street N.W. 
Tel: (1-202)473-8951 • Web: httpVMww.cgiar.org • Fax: (1-202)473-8110 • E-mail: CGlAR@cgiar.org orCGIAR@woridbank.org
CONSULTATIVE GROUP ON INTERNATIONAL AGRICULTURAL RESEARCH
TECHNICAL ADVISORY COMMITTEE AND CGIAR SECRETARIAT
REPORT OF THE
FIFTH EXTERNAL PROGRAMME AND MANAGEMENT REVIEW
OF THE
CENTRO INTERNACIONAL DE AGRICULTURA TROPICAL
(CIAT)
TAC SECRETARIAT
FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS
October 2000
Consultative Group on International Agricultural Research (CGIAR)
TECHNICAL ADVISORY COMMITTEE
Emil Q. Javier, Chairman
6 October 2000
Dear Mr. Johnson,
We are pleased to submit to you the Report of the Fifth External Programme and 
Management Review of CIAT, conducted by a Panel chaired by Ronnie Coffman of Cornell 
University, Ithaca, New York. The Review Report and the CIAT written response to the 
Report were discussed by TAC at its 79th Meeting in Ibadan, Nigeria in September 2000. The 
Panel Chair, Dr. Lauritz Holm-Nielsen, CIAT's Board Chair and Dr. Joachim Voss, the new 
Director General were present at the meeting.
The Report of the Panel is accompanied by two attachments. The first contains the TAC 
Commentary, which summarizes TAC's and the CGIAR Secretariat's reaction to the Panel's 
Report and to the Response of CIAT's Board and management. The second attachment is the 
Response of CIAT to the Panel Report.
We are pleased with the Panel's overall favourable assessment of research at CIAT, which 
highlights significant achievements in several areas, such as forage research, IPM, 
biotechnology and several areas of NRM research. CIAT has played a strong role in 
developing participatory research methods, and the Panel cited the African Bean Programme 
as an example of the successful integration of such methods with commodity and NRM 
research.
The Panel observed the need for greater rigour in developing research approaches on 
integrated NRM research, which build on cumulative experience, for an appropriate 
framework to allow biophysical and social scientists to work in an integrated and replicable 
way at the agro-ecosystem level, and for greater integration in general between commodity 
and NRM research. TAC considers these observations valid and timely as the System is 
formalizing its research methods for INRM.
.../
Mr. Ian Johnson 
CGIAR Chair 
World Bank
1818 H Street, NW 
Washington, DC 20433
USA
Institute of Plant Breeding, UP Los Banos, College 4031 Laguna, Philippines 
•Tel.: (63-49) 536-5285 • Fax: (63-49) 536-5286 «E-Mail: eqj@ipb.uplb.edu.ph ®
IV
The Panel concludes that the Centre has made major improvements in leadership, 
administration and finance during the period under review. In this regard, TAC wishes to 
acknowledge the contribution of the previous Director General, Grant Scobie, in helping 
fashion a strong Centre with a new institutional culture. CIAT has increasingly become an 
open centre fostering numerous and diverse partnerships in the region while maintaining its 
international importance.
We are confident that CIAT deserves the CGIAR community's strong support. TAC believes 
the Group should re-confirm its commitment to the Centre.
Yours sincerely,
Alexander von der Osten Emil Q. Javier 
Executive Secretary, CGIAR TAC Chair
TAC COMMENTARY ON THE FIFTH EXTERNAL PROGRAMME AND 
MANAGEMENT REVIEW OF CIAT
The Report of the Fifth External Programme and Management Review (EPMR) of CIAT was
discussed at TAC 79 in the presence of the Panel Chair, Ronnie Coffman, the Chair of CIAT’s 
Board of Trustees, Lauritz Holm-Nielsen and the new Director General of CIAT, Joachim Voss. 
TAC expresses its appreciation to Dr. Coffman and the Panel that conducted the review.
The Panel’s assessment of the Centre is, overall, positive. CIAT has achieved much over the last 
five years. The Panel highlighted in the report the major achievements and impacts of CIAT's 
research programmes, commending in particular the work in integrated pest management, forage 
improvement (Bracharia sp.), the African Bean Programme (successfully integrating NRM and 
commodity research using participatory methods), land use and geographic information systems, 
and biotechnology. CIAT has built effective partnerships with emerging public and private 
regional consortia in rice and cassava, e.g., FLAR and CLAYUCA, offering a potential model 
for other CGIAR centres. Of notable importance has been the Centre’s interactions with the 
public and private sector collaborators in the context of the 'Research Park'. A distinct change in 
the institutional culture of the Centre has occurred over the last five years, with a shift toward a 
new management style and a sounder financial situation. The Panel recognizes the leadership 
role of the previous DG and his management team in effecting this change, which created the 
right institutional environment for research. TAC applauds these achievements.
The Panel made 15 recommendations, 12 addressing research programme or research-related 
issues, two covering organization and management aspects and one relating to partnerships.
Generally, TAC endorses the findings of the report and concurs with the Panel's 
recommendations. The Committee encourages CIAT Management and the Board, particularly 
the Programme Committee of the Board, to give special attention to some key issues highlighted 
by the Panel, e.g., genebank management and quality of NRM research, and to establish 
appropriate mechanisms to ensure high quality of science in these and other programmes. TAC 
offers the following commentary prepared with inputs from the CGIAR Secretariat to 
supplement the Panel's report.
Mission, Priorities and Strategies
The continuing relevance of the mission and mandate of the Centre is largely affirmed by the 
Panel. The Panel considers that CIAT has become a more open centre and is the hub of the 
research establishment for the region, while still maintaining international presence and impact. 
TAC shares this view and particularly welcomes CIAT’s innovative approach with the current 
research market as represented by its “research park” concept. This has the potential of creating 
externalities both ways. CIAT could institutionalize the process of information sharing and 
coordination with the private, public, and non-profit sectors by managing periodic roundtable 
meetings on new directions for research. This would allow all four sectors to maximize 
complementarities in agricultural research. TAC agrees with the Panel's assessment that CIAT's 
position in the research spectrum in relation to alternative suppliers should be reviewed on a 
continuing basis.
VI
With respect to priorities, TAC would like to understand better the effectiveness of the Center’s 
process of planning and priority setting currently used. Information conveyed indicates a certain 
degree of dispersion of efforts among the projects, with lack of continuity and cumulative impact 
(Recommendation 14). It is not clear from the Report whether future priority setting will be 
more effective in identifying sharply defined priorities. It is particularly important to observe 
how this process is responding to the focus on poverty, both systematically through data analysis 
(poverty mapping) and through active participation of their regional constituencies (including the 
poor) in priority setting.
The useful “principles of engagement” advanced by the Panel are commendable but should be 
complemented to account for the sustainability purpose that motivates much of the NRM work.
The Centre is in the process of developing a new strategic plan. TAC, like the Panel, believes 
this is the right time for CIAT to redefine its vision and develop a long-term strategy. This will 
also help the Centre in setting priorities and developing the appropriate and balanced research 
agenda.
Quality and Relevance of Science
As the panel points out, CIAT has strong programmes in a number of key areas including: IPM, 
forage improvement, land use and GIS, biotechnology and participatory research. With respect 
to participatory breeding and farmer research committees, i.e., CIALs, CIAT is at the forefront 
of new methodologies for the generation and diffusion of technological innovations. The 
approach is important in helping customize technologies (varieties, systems) to the heterogeneity 
of conditions of smallholders, and hence for a greater impact of technological change on poverty 
reduction. Attempts at integrating productivity enhancing research with NRM research lies at 
the core of CIAT’s research methodology, as reflected in its organizational chart. While this has 
not been successful everywhere yet, the Africa Bean Programme is an outstanding example of 
successful integration.
The quality of science is rated as high for the three main scientific areas: physical, biological and 
social. While TAC does not put into question the judgement of the distinguished panel of 
experts, the Committee would have liked to see more concrete and consistent evidence 
supporting the Panel’s conclusion about science quality. Typical indicators to assess science 
quality in research institutes have not been applied by the Panel. For instance, there is little 
characterization of the publications output, and there is no systematic analysis of the overall 
publication record of CIAT over time and across directorates, disciplines and projects. TAC 
encourages the Centre to compile the related information and make it accessible to its 
stakeholders and TAC.
Assessing the quality of the social sciences contributions is made difficult by the fact that most 
social scientists are placed within projects and many are outposted from the Centre. As such, the 
output of these scientists cannot be distinguished from that of the team as a whole if they 
fundamentally play a service function (e.g., help define research objectives, manage participatory 
processes, write training manuals, etc.). It remains, however, important that criteria be defined 
for the performance evaluation of these and indeed all scientists in terms of the quality and
VII
relevance of their own science, as no scientist can be held individually accountable for the 
performance of the group where he or she works. TAC encourages the Centre to develop 
performance indicators for these scientists and to do a systematic review of their performances.
This review and others have impressed upon TAC the need for developing specific standards 
based on common principles for measuring the quality of science and overall performance of the 
Centre. EPMR teams are highly variable in the depth and rigour used with respect to analysis of 
quality of science at the centres. Oftentimes, this is assessed more as expert opinions than 
through verifiable quantitative and qualitative indicators. TAC intends to revisit this issue over 
the next several months and in early 2001 convene a small working group meeting to establish 
indicators for assessing quality of science.
The participatory research model conceived and developed by CIAT (CIAL) has successfully 
spread to a number of countries in Latin America. The current focus is on the institutionalization 
and scaling up of CIALs. TAC agrees with the Panel that while there is preliminary evidence on 
the benefits from CIALs, CIAT should systematically and rigorously investigate the 
effectiveness of these and indeed all participatory methods. Uncovering best practices in each 
context should be an important research undertaking for CIAT in helping make the methodology 
widely applicable and in facilitating impact assessment. CIAT’s proposed comparative analysis 
of the CIAL approach across different watersheds in Central America could provide this 
opportunity.
Striking the right balance between commodity and NRM research is critical for the Centre and is 
at the heart of CIAT’s mandate and research programme. The Panel correctly identified the 
current main dilemma characterizing CIAT’s research: a rising role for NRM research, but with 
insufficiently well-defined methodology and uneven results, and a decline in commodity 
research, with a consequent slowdown in outputs—when it has been the mainstay of CIAT 
research. TAC endorses the recommendations that result from this observation:
Recommendation 5 that calls for a renewed commitment to the Center’s regional and global 
commodity responsibilities; Recommendations 8 and 14 that call for an urgent definition of a 
rigorous overall and cumulative methodological approach to NRM research; and 
Recommendation 9 on the need for a rigorous and coherent research plan for the Hillsides 
Project. In TAC’s view, providing a satisfactory answer to these recommendations lies at the 
heart of the challenge that the new DG must face in the years to come. With the accumulated 
experience at CIAT, and recent progress in the System as a whole in formalizing research 
methodologies to integrate productivity and NRM research (the CGIAR INRM Workshop at 
Penang), TAC is confident that rapid progress can be made on this front and urges the new DG 
to take this on as a priority concern.
Integrating the social sciences into this balance between commodity and NRM research is a 
fundamental part of the challenge. A well-managed social science programme has fundamental 
contributions to make to these two lines of research, in particular through participatory 
approaches. Social science work in commodity and NRM research needs to be formalized, 
engagement in development activities methodologically designed as rigorous action research, 
and research results submitted to peer reviews and widely disseminated.
Vili
Agro-industries development and post harvest research that can add value to smallholder crops 
and help create effective demand for their products are welcome initiatives that fit squarely with 
the System’s refocusing on poverty. Close engagement with NARS and with development 
partners in these activities is also most welcome as part of effective regional development 
initiatives. CIAT’s experience with agroindustry projects in cassava is quite convincing. The 
experience, however, indicates that more systematic ex-ante coordination seems to be needed to 
clearly delineate the relative responsibilities and needs for coordination among partners involved, 
and a rigorous methodology for action research is needed to extract international public goods 
lessons from the experiences.
As pointed out by the Panel, the theory of “entry points” in NRM research is indeed a 
provocative contribution that needs to be further explored and formalized (Recommendation 15). 
For instance, improved cultivars in the African Bean Programme have proved effective in linking 
strong productivity gains in crops with introduction of new NRM practices. TAC observes that a 
broader approach will often be needed to create more powerful entry points. This includes 
institutional innovations to internalize the benefits of NRM investments to the benefit of the 
entity, often the household, that makes these investments, Watershed-level transfer
arrangements between households benefited by investments in conservation practices and those 
incurring the costs of investments, redefinition of property rights for instance over water, e.g., 
the Sukamajri project in India, joint ventures between “head-enders” and “tail-enders” in 
irrigation canals, and markets for environmental services (as in Costa Rica for carbon capture) 
can be effective for this purpose. These institutional arrangements should be added to the 
instrumentation of entry points, and rigorous analysis of gains, costs, and risks introduced. 
Social scientists in the corresponding teams have a fundamental role to play in helping identify 
and analyze these mechanisms.
Management and Governance
The Panel identified a number of major improvements made in the area of institutional 
management since the last review. The role played by the previous DG and his management 
team in establishing a strong corporate culture deserves special recognition. The core values of 
transparency, fairness, participation, service orientation, cost-consciousness and output-based 
performance, is what in the Panel’s view allowed CIAT to “rebuild its financial integrity, to 
significantly reduce its administrative costs and to implement a major downsizing without labour 
problems”. TAC applauds these major institutional change accomplishments and concurs with 
the Panel s assessment that they played a key role in contributing to the overall achievements at 
CIAT during this period.
The Panel s assessment of CIAT s governance was brief and, for the most part, comprehensive. 
The Panel did not comment on the mechanisms in place to ensure that the Board is adequately 
performing two key functions: self-assessment, and evaluating the DG’s performance. Overall, 
however, TAC is pleased to see that there is a harmonious and productive relationship between 
Management and the Board. TAC agrees with the Panel’s suggestion that the Board needs to 
refocus its attention on resource allocation and monitoring the implementation of agreed
projects.
ix
Impact
TAC is pleased to note the major effort and investment by CIAT to document the impact of its 
research and notes this activity ranks first on the list of priorities on the social science research 
agenda. There are a number of areas where CIAT has clearly had significant impact from its 
research: the bean programmes in Tanzania, Peru, Bolivia, and Honduras, the IPM effort on 
whitefly, the agro-industrial development work, and the forage and cassava germplasm 
improvement programmes. CIAT has documented the rates of adoption and, in most cases, rates 
of return on investment for these and other research activities. It is not clear whether differential 
effects (on poor vs. non-poor, on producers vs. consumers) and other non-income impacts from 
the new technology have been considered.
With respect to the quality of the impact assessment work, the Panel considers it a well-focused 
effort with a high level of professionalism. Here again, more evidence in support of the quality 
of this work would have been useful. Certainly, the substantial effort made by the CIAT team in 
generating and adapting methodologies for, say, NRM assessment, is commendable and should 
be encouraged further, but it is essential that mechanisms are in place to ensure consistent high 
quality products, e.g., through peer review, TAC notes the Panel has commented on the
unevenness of the socioeconomic analysis, with respect to model specification, techniques and
rigour, on this project. The Panel believes, despite the differences in rigour and content of the 
impact assessment studies at CIAT, that these studies point to a positive result with respect to the 
impact of past research activities of CIAT. TAC concurs with this assessment but still 
encourages the Centre to improve the rigour of and quality assurance mechanisms for this 
project.
Telèfono: (57-2)445-0000 (dlrecto), (1-415)833-6625 (via USA) 
Fax: (57-2)445-0073 (directo), (1-415)833-6626 (via USA) 
Correo electrónico: ciat@cgnet.com 
Internet: http://www,ciat.cgiar.org/
MF/ Centro Internacional de Agricoltura Tropical Apartado Aèreo 6713, Cali, Colombia
International Center for Tropical Agriculture
20 June, 2000 BOT-037
Dr. Emil Q. Javier 
Chairman
Technical Advisory Committee
Consultative Group on International Agricultural Research 
FAO
Via delle Terme di Caracalla 
00100 Rome, Italy
Mr. Alexander von der Osten 
Executive Secretary
Consultative Group on International Agricultural Research
World Bank
1818 H Street, N.W.
Washington, D. C. 20433 
U.S.A.
Dear Dr. Javier and Mr. von der Osten,
We are pleased to transmit to you CIAT’s response to the Report of the Fifth 
External Program and Management Review of the Centro Internacional de Agricultural 
Tropical (CIAT). The EPMR panel was experienced and dedicated, and their efforts to 
understand CIAT’s work and to suggest how this work might best be furthered, is 
recognized and appreciated.
It has been a rewarding learning experience for CIAT to prepare for and undergo 
this External Review. An EPMR both stimulates us to reflect upon our efforts, and also 
provides elements for consideration.
As a first step in acting upon the recommendations of the EPMR, the CIAT Board 
of Trustees has carefully reviewed the report and deliberated on the attached response, 
which has been approved by the full Board of Trustees.
In general, CIAT concurs with the overall analysis of the EPMR and the bulk of 
the Panel’s recommendations. CIAT’s intentions about how to proceed with respect to 
the recommendations, are detailed in the attached response.
■ >
xii
CIAT foresees a positive future with great opportunities to advance forward on a
research agenda focussed on poverty reduction, sustainable resource management, and 
food security. With this EPMR report as one input, CIAT is now developing a new
Strategic Plan 2001-2010. As the CGIAR Centers move forward, CIAT is optimistic that 
its focus on clearly defined objectives and its strategy to reach them through partnerships, 
will make a valuable contribution to shared objectives.
Sincerely,
4
Lauritz Holm-Nielsen Joachim Voss 
Chairman Board of Trustees Director General
CIAT RESPONSE TO THE REPORT OF THE FIFTH 
PROGRAM AND MANAGEMENT REVIEW
PART I: Overview
The April 2000 report of the Fifth External Program and Management Review of CIAT 
is, in the view of the Center, positive, forward looking and constructive. CIAT 
appreciates the thoroughness of the Panel’s report and the transparent manner in which it 
worked.
The Panel considers that CIAT is making the transition to a new model among the CG 
centers (p. 138). CIAT is encouraged by this view to continue to seek new ways of 
working together with its partners, and new ways of advancing science in the service of 
development.
The Panel sees this evolutionary transition as based on integrating germplasm and natural 
resource management research (p 138). It sees the need for an open center, with a global 
presence and impact based on strong regional research partnerships. The Panel foresees 
the continued consistent pursuit of a poverty reduction mission combined with a realistic 
involvement with the demand for research. CIAT shares the Panel’s vision of moving 
towards a new CG model.
The Panel highly commends CIAT for the breadth and depth of its research linkages (p. 
92). In particular it notes the center’s catalytic role in novel public-private sector 
partnerships for cassava and rice research; the emerging system of partnerships around 
the concept of a Science Park; and its novel partnerships with civil society through 
participatory research approaches (p. 91). CIAT firmly believes that the complex 
problems of poverty, food insecurity and natural resource degradation can be dealt with 
effectively only by doing research together with partners. CIAT shares the Panel’s 
concern to be attentive to the variability in capacity among NARS partners (p xiv).
The Panel observes that the quality of the science and biotechnology research at CIAT is 
impressive (p 23), and encourages an initiative to establish a regional biotechnology 
laboratory, as previously recommended by a CCER report (p 22). This would enable 
CIAT to assist partner NARS to meet their needs both in CIAT mandate crops as well as 
other priorities of NARS. CIAT welcomes the Panel’s thinking on these issues, and is 
committed to probing these possibilities further. CIAT notes the Panel’s comment on the 
lack of alternative supplier for beans and forages research (p xiv).
The Panel commends CIAT’s strong commitment to Natural Resource Management 
Research (p 68), and notes the excellent scientific quality of research in soils, integrated 
pest management, modeling, participatory research and GIS (p 137). The Panel urges 
CIAT to fully integrate natural resource and germplasm research across its project 
structure and sees further utilization of the Ecoregional reference sites as a significant
xiv
opportunity in this regard (p 67). CIAT finds great merit in these views of the Panel, and 
intends to continue to move forward as suggested by the Panel.
The Panel notes that the Board of Trustees (BOT) has successfully weathered a number 
of challenges in the last five years, and provided a stabilizing force to CIAT (pp. 100- 
101). The Panel suggests that the BOT focus substantively on strategic issues (p 102). 
The process of changing the BOT handling of strategic issues began in its December 
1999 meeting and advanced further in its May 2000 meeting. The BOT intends to shift 
more attention to the research program and is seeking mechanism to enhance scientific 
interaction, including visits to CIAT research sites outside Colombia.
The Panel looks forward to some major trends that inevitably will shape CIAT’s future. 
Prime among those is the information revolution (p 136). CIAT agrees that this is not 
only changing how scientific results are disseminated, but also opens the prospect of new 
research paradigms capable of integrating the analysis of more complex systems. CIAT 
agrees on the need to keep apace with the developments both in its scientific skills as well 
as modem equipment.
The Panel correctly observes significant ongoing changes in research financing (p 125). 
In particular, public sector funding is becoming ever more targeted to specific short term 
outputs, and more generally, public sector funding for agricultural research is declining 
while private sector investment is growing. CIAT intends to continue to focus on the 
centrality of poverty reduction in its mission while being responsive to a wider diversity 
of stakeholders with specific priorities to ensure continuing engagement of their 
investment.
The Panel rightly calls attention to profound changes in the legal framework for 
intellectual property that condition access to major inputs to and outputs of CIAT 
research: germplasm, scientific tools and information (p 137). CIAT agrees that these 
issues are becoming more pervasive. CIAT is committed to staying abreast of 
developments in intellectual property rights to insure that the benefits of our, and our 
partners’ research, are made fully accessible to the disadvantaged.
CIAT welcomes the Panel’s encouragement to seek new evolutionary pathways in order 
to achieve an important mission in a dynamic world. CIAT appreciates the endorsements 
that the Panel has made of many aspects of its research and management. CIAT takes 
careful note of the recommendations of the Panel that could make its efforts even more 
fruitful. There are valuable learnings in the Panel report and recommendations. Specific 
responses to the formal recommendations follow below.
XV
PART II
LIST OF RECOMMENDATIONS OF THE EPMR 2000
and
THE CIAT RESPONSE (in bold).
Chapter 2 - Saving Biodiversity
1. Because of the global responsibility assumed by CIAT for its germplasm collections 
held in trust, and the urgent need to upgrade the gene bank and its operation, the 
Panel recommends that CIAT give urgent priority to obtaining necessary funds to 
comply fully with the Systemwide Genetic resources Program on upgrading CGIAR 
gene banks; that a timetable of 5 years be set to complete the upgrade effort; and that 
Board and Management examine needs - staffing, special equipment, etc. - to ensure 
that upgrading is carried out successfully.
CIAT agrees with the need to accelerate the upgrading of the germplasm 
collections it holds. A timetable for the upgrading of the genebank and the in­
trust collections was presented to CIAT BOT and Senior Management as early 
as 1996. CIAT provided capital funds to upgrade GRU facilities (such as the 
seed viability and the in-vitro laboratories, a drying room, and an additional 
cold store).
CIAT houses an average size germplasm collection and allocates the second 
highest amount of unrestricted resources among the 11 gene banks held in the 
CGIAR. Within this very high allocation of unrestricted resources, CIAT will 
up-date the 1996 up-grading plan to comply with the EPMR recommendation. 
This plan will contain three elements:
First, greatly increase the number of accessions renewed and stored yearly.
Secondly, since 1998, as part of the system-wide activities of SGRP (and 
following the recommendations of the 1995 and 1998 reviews), CIAT has 
participated actively in the preparation of the Upgrading Plan for the 10 
genebanks of the CGIAR. The final version of this plan was submitted to TAC 
in March 2000 for its endorsement and funding.
And thirdly, CIAT will also prioritize additional fund raising activities to 
support the upgrading plan.
2. Because CIAT holds in trust the largest global collection of cassava among its total 
collections of over 50,000 accessions; because the storage and management of this 
. vegetatively propagated crop is costly due to high labor inputs, and because storage in 
tissue culture, even with slow-growth methods, poses some risks to the genetic
xvi
stability and safety of the germplasm, the Panel recommends that CIAT direct major 
effort to develop a reliable cryopreservation method to cut costs and to guarantee the 
long-term safety of these collections.
CIAT agrees that cryo-preservation is an economic alternative, and once
operational permits secure germplasm storage, including safety duplications. 
The Projects SB-01 (GRU) and SB-02 have invested in cryoconservation 
research in liquid nitrogen (LN) of cassava shoot tips for the long-term 
conservation of the cassava collections. Protocols are currently working for 
about 45% of the clones of a sub-set of the core collection. Thus, in the short 
term, the introduction of about 45% of the cassava collection into LN storage is 
feasible with the consequent benefits regarding safety and savings in 
maintenance cost.
Because cryo-conservation methods are also of interest to IITA, INIBAP, and 
CIP, CIAT has presented a project to SGRP in order to have a system-wide 
research project for the cryoconservation of vegetatively propagated crops. 
SGRP has so far only approved funds for meetings, one in Tsukuba (October 
1998) and another one in Leuven (May 2000). A concept note was submitted for 
joint research in 2000 to the University of Leuven. Cryo-conservation research 
is also included in the Upgrading Plan. Fund raising efforts for research on cryo-
preservation continue, but have been without success so far.
While this takes place, as an intermediate safety measure, CIAT is considering to 
duplicate the entire collection in vitro (under slow growth conditions) as a “black 
box” in another location.
3. Because biotechnology research at CIAT generates a new class of genetic resources; 
e.g. clones, sequences, probes, transgenic organisms, and associated information; 
because these new genetic resources are as valuable as "traditional" genetic resources; 
and because they will become increasingly more important for research and 
technology development, the Panel recommends that CIAT adopts the broader 
concept of agrobiodiversity to include the new class of genetic resources, and develop 
appropriate policies and protocols to manage their conservation, exchange and use.
The broader concept of agrobiodiversity in CIAT is managed mainly in Project 
SB-02. It manages the “new class” of genetic resources, such as probes, gene 
constructs, plasmids and DNA clones. SB-2 has initiated a database for these 
materials, including proprietary restrictions on their use. The goal is to 
implement a system for assembling, characterization and storage, including 
facilities and procedures.
CIAT has developed a policy for the handling of and experimentation with 
transgenic organisms. Specific clauses will be added to CIAT’s IPR Policy to 
expedite the management of these resources. Implications for the in-trust
xvii
germplasm collection need to be examined. Moreover, relevant outcomes of the 
Center’s IP Audit (in progress) will be useful in this regard.
In addition, efforts are underway in the genomics area, especially to generate 
cassava EST’s involved in starch biosynthesis/quality, in collaboration with the 
Montpellier Genomics Platform, and in developing cassava lines with high levels 
of carotene.
4. Because agrobiodiversity conservation, enhancement and use is central to the mission 
and international research responsibilities of the CGIAR and CIAT; and because the 
emergence of the private sector as a major technology provider within the new global 
regimes of intellectual property and biosafety has profound and pervasive 
implications on the generation of international public goods, the Panel recommends 
that CIAT, within the framework of the CGIAR, develop at the earliest possible time 
a comprehensive policy, operational strategy and capacity to manage its research and 
development efforts on agrobiodiversity to ensure maximum access to and freedom- 
to-operate in the use of genetic resources, biotechnology applications and 
information, and the safe deployment and use of products derived from them.
The approval by the BOT of the CIAT policy on IPR in December 1998 is one 
step in that direction. Access to genetic resources and elite materials is regulated 
through Protocols 1 and 2, respectively, of that policy. The ongoing IPR audit 
will assist CIAT to build a framework on the improvements of its current IPR 
policy, to develop internal mechanisms for facilitating effective access to other 
IPs, and to develop procedures aimed at exercising and benefiting from its own
IPs; all the way from employment policies through laboratory protocols. In 
addition, CIAT will seek the collaboration of the Central Advisory Service 
housed in ISNAR for across-center issues, as well as the assistance of law firms, 
which have offered valuable services free of charge.
Chapter 3 - Improving Productivity
5. Because of the strategic importance of CIAT's mandate commodities to the well­
being of the world's poor; because CIAT is a major if not the only nucleus of 
international research on these commodities; and because research and development 
on commodity improvement requires consistent, long-term and adequate efforts, the 
Panel recommends that the Centre Board and Management commit, secure and 
provide sustained and adequate support to the Centre's global and regional 
commodity research responsibilities.
CIAT remains fully committed to its traditional commodities; beans, cassava, 
rice and tropical forages. The ever scarcer unrestricted resources will be 
optimally allocated to the CIAT research areas, taking into account possibilities 
of raising complementary restricted funding.
xviii
6. Because of advances in technology that allow the modification of the nutritional 
characteristics of staple food crops, such as the production of vitamin A precursors in 
rice, and because improved human nutrition would be a major contribution to the 
welfare of poor consumers in LAC; the Panel recommends that CIAT monitor 
closely the advances in this technology as well as the surrounding intellectual 
property issues, and take all appropriate steps to utilize these technologies in 
appropriate germplasm improvement programs.
CIAT has been in contact with the authors and institutions of new technological 
developments in the area of crop product quality (human nutrition and health). 
CIAT has requested ‘golden rice’ and iron-rich rice lines for testing in LAC 
conditions. But no significant research expenditures will be made unless the 
property issues have been made clear so that this new technology can be applied 
without legal disputes.
7. Because of the vulnerability of the highly successful African Bean Project to changes 
in donor funding and the impression of African NARS partners that CIAT has no long 
term commitment to the continent, the Panel recommends that CIAT assure the 
project of long term sustained funding to safeguard continuity and the ability to 
expand into promising areas such as forages.
Unrestricted resources to CIAT have declined every year since 1989. Despite 
these continuing reductions, CIAT has created for 2000 and onwards one senior 
scientist position in Africa out of unrestricted resources (to become the Africa­
wide coordinator, as was done also for Asia). Three other positions have been 
added through System-wide Programs funded by CGIAR member 
contributions. Additional positions, and research on forages, will have to be 
realized through prioritized restricted fund raising efforts.
Chapter 4 - Protecting the Environment
8. Because the approach of CIAT's Natural Resource Management research at the farm, 
community, watershed, and ecoregion levels, is not always clear, the Panel 
recommends that CIAT develop a rigorous overall research approach with greater 
integration among projects, define their specific objectives (including the role of 
reference sites and related activities) more clearly, and establish a clear framework of 
their hierarchical and functional relations and responsibilities.
CIAT plans to pursue vigorously greater integration among projects through the 
development of the new strategic plan. CIAT will continue to focus on 
producing strategic research outputs of global relevance based on the integration 
of improved germplasm, IPM, crop-livestock systems, decision support systems 
and improved land management. CIAT will organize a high-level expert 
consultation (or “think tank”) for this purpose as part of the planning process to
xix
further develop its integrated research strategy, specific objectives and the role 
of comparative analysis across reference sites.
9. Because the Hillsides Project work developed in Colombia has not yet lived up to its 
promise in Central America, the Panel recommends that CIAT develop a rigorous 
and coherent research plan for the Hillsides Project including clear and consistent 
definitions.
CIAT recognizes that there have been challenges in integrating agronomy 
research in Central America with headquarters decision-support research in the 
past. A new project manager and coordinator in Central America were put in 
place to improve this integration. CIAT management has complete confidence in 
the Project manager and the Central America coordinator who in the space of 
one year, and in the face of the Mitch hurricane after-effects have already begun 
to make significant progress. Clear research plans have been developed and are 
being implemented effectively. CIAT will continue to monitor progress on this 
research plan.
Chapter 6 - Better Policies
10. Because the integration of research on germplasm, natural resources and social 
science lies at the heart of CIAT's strategy and because CIAT has had a lengthy
experience in bringing about such integration, the Panel recommends that CIAT 
document its experience by assessing the impact of its past integration efforts on its 
target areas and populations.
CIAT agrees with the Panel on the importance of documenting the impact of
past integration efforts on its target areas. A major inter-project effort has been
launched to assess impact in the ecoregional reference sites where genetic and 
natural resource research has been integrated.
Chapter 7 - Partnerships
11. Because CIAT has had extensive and varied experiences with different forms of 
research partnerships (e.g., networks, consortia, joint ventures, collaborative 
projects), the Panel recommends that CIAT carry out an analytical review of this 
experience to derive lessons for itself and other CGIAR institutions.
CIAT agrees with this recommendation. In December, 1998 CIAT’s BOT 
approved a policy on ’’Institutional Cooperation”. It set the overall objectives, 
principles and mechanisms to establish partnerships. This policy provides the 
conceptual framework for the proposed analytical review. CIAT will invite a 
reduced number of key partners to participate in the review exercise. This 
review is planned for the first semester of 2001.
XX
Chapter 9 - Organisation and Management
12. Because integration of research efforts is a cross-cutting issue for the Centre, the 
Panel recommends that CIAT include in its next strategic planning exercise an m-
depth examination of the composition of its project portfolio and the mechanisms 
used to foster intra-project and inter-project integration.
CIAT agrees with this recommendation. The development of the new Strategic 
Plan is taking into account the arrival of the new DG and the outcome of several 
reviews, including the EPMR and the system review of the CGIAR strategy and 
vision. These outcomes will form an important input into the Strategic Plan.
13. Because the present information systems do not provide the project leaders with 
relevant, timely and accurate financial information, the Panel recommends that CIAT 
elevate the priority assigned to the redesign of its financial information systems, 
processes and procedures.
CIAT was aware of this need. Because of the high estimated costs for a complete 
overhaul of the financial management system, CIAT decided to first focus on
being year-2000 compatible. CIAT will now incrementally introduce improved 
hardware and software to address crucial bottlenecks. Following the EPMR and 
the Financial Review CIAT will develop a multi-year plan to continue upgrading 
individual outdated software. It will do so in close collaboration with the CG 
Secretariat which is conducting a financial software review of the CG system to 
ensure compatibility with the Secretariat and among centers.
Chapter 10 - General Assessment and Strategic Issues
14. Because all successful research endeavours at the Centre, such as participatory
management research, are characterised by the maintenance of core competencies and 
institutional memory, the Panel recommends that CIAT ensure that its research 
strategy for NRM be explicitly cumulative in nature.
CIAT agrees that research strategy must be both cumulative and innovative so 
that research builds on institutional memory, incorporates new advances in 
knowledge, responds to the needs of different stakeholders, and adjusts to 
comparative advantage as partners’ capabilities change. CIAT will maintain 
and adjust core competencies needed to achieve research progress by deploying 
research competencies across as well as within projects, as required for CIAT’s 
integrated approach to germplasm and natural resource management research. 
CIAT will ensure systematization of institutional memory by allocating 
additional resources to complete and maintain the center-wide Data Warehouse 
for all strategic databases, ensuring full documentation and an IPR protection 
over the next five years.
xxi
15. Because CIAT has used effectively the products and processes of its participatory 
germplasm improvement research as an effective entry point to gain the confidence of 
farmers and facilitate the more complex but equally essential NRM research, as 
exemplified by the African Bean Program, and because technology and social process 
are recognised as potentially effective entry points into communities, the Panel 
recommends that CIAT further develops its "entry point" model to help identify 
optimal entry points for its NRM research projects.
Further development of CIAT’s “entry point” model will be undertaken in close 
consultation with NARS, by CIAT research projects involving crop choice, 
varietal selection, pest and disease management, soil management, production 
systems, land use and decision-support. The choice of optimal entry points for 
this applied research requires careful analysis of tradeoffs between alternative 
commodities, alternative land use options such as agrosilvopastoral versus pure 
grazing systems for example, and between production and conservation uses of 
land, soil, water or bio-diversity. The priorities of different stakeholders about 
what is optimal will often conflict, and will vary at farm, community, national 
and regional scales of analysis. Therefore, CIAT has identified one of the 
optimal entry points for its strategic research as the development of decision- 
support tools for NARS. This strategic research will continue to assist NARS to 
identify entry points among applied research options including crop choice, 
varietal selection, pest and disease management, soil management, production 
systems, and land use.
CORNELL
UNIVERSITY
Agricultural Experiment Station 245 Roberts Hall 
U. S. Department of Agriculture Ithaca, NY 14853-4203 
Phone: 607-255-2552 
Office for Research Fax: 607-255-9499
New York State College of Agriculture and Life Sciences
May 9, 2000
Dr. Emil Javier 
Chair
Technical Advisory Committee 
Professor
Institute of Plant Breeding
University of the Philippines at Los Banos
College 4031, Laguna
The Philippines
Mr. Alexander von der Osten 
Executive Secretary
Consultative Group on International Agricultural Research 
The World Bank 
1818 H. Street, NW 
Washington, DC 20433, USA
Dear Dr. Javier and Mr. von der Osten,
It is my privilege to transmit to you this Report of the Fifth External Programme and 
Management Review Panel which was appointed to assess the performance of the 
International Center for Tropical Agricultural (CIAT), and suggest future directions for the 
Centre. The Panel has reviewed, as requested, both the programme and management aspects 
of the Institute.
As the Report makes clear, this Review has come at a challenging time for CIAT. For more 
than 30 years, CIAT has worked on problems of crops and natural resources of major 
importance to the poor in Latin America and elsewhere in the tropical world, including beans, 
cassava and tropical forages and crop and livestock systems. CIAT has been a long-time 
leader in the analysis of social processes, systems modeling, and the use of GIS in NRM 
research. Although two of CIAT’s most important long term achievements, African bean 
research and the Asian cassava research, were accomplished outside the region, CIAT has 
been substantially a regional centre and has only recently made the decision to increase 
modestly the core resources deployed outside the region.
.../
XXIV
In the view of the Panel, the Centre has yet to meet fully its global mandate in genetic 
resources conservation. Genetic resource conservation under international trusteeship is a 
significant responsibility for the Centre, but it has been unable to meet that responsibility with 
adequate support. The gene bank needs serious upgrading and represents a responsibility that 
the Centre should not avoid.
In the Panel’s view, Cl AT must develop a comparative research strategy and methodology for 
its NRM reference sites. The development of sustainable livelihoods and production systems 
in heterogeneous ecological and social systems is a complex undertaking. In its NRM 
research, CIAT has had some success in fostering the incorporation of participatory methods 
into the culture of biophysical scientific research at the Centre. Progress has been made in 
embedding the NRM scientific research in local ecological and social realities. However, the 
opportunity for comparative strategic research inherent in the reference sites has not been 
exploited satisfactorily.
During the review period, following a period of study and reexamination that began in the 
early 1990s, CIAT underwent significant restructuring that resulted in more emphasis on 
natural resource management research. An increased focus on poverty alleviation brought 
added emphasis on participatory research and social sciences. A program structure was 
adopted that divided up the work of the commodity programmes and special units and placed 
their elements in one or more of 16 projects. Centre-wide leadership for the new projects was 
shared between a Director for Natural Resources and a Director for Genetic Resources, with 
the 16 Project Managers reporting to the relevant Directorate. Integration among projects was 
to be ensured by the two responsible Directors. The assessment of the Panel is that while 
effective integration has yet to be achieved, the will exists and the way will be found. In 
spirit, the centre has bridged the cultural divide between its two major areas of endeavour, and 
the determination exists to achieve effective integration. This will require an appropriate 
research framework, methodologies, and processes that allow for successful integration.
CIAT has continued its excellence in science with exemplary programs in areas such as 
integrated pest management, forage improvement, participatory research, land use, GIS tools 
and biotechnology. The Centre has productive collaborative relationships with advanced 
research institutes, NARS and other partners. In the view of the Panel, the Centre’s position 
in the research spectrum in relation to alternative suppliers of the research should be reviewed 
on a continuing basis.
The Panel considers that CIAT is making the transition to a new model among the CG 
Centres. It is working to implement an effective model for blending NRM and germplasm 
research. It has become a more open centre and the hub of the research establishment for the 
region, while maintaining international presence and impact. It has combined a core long­
term agenda consistent with its mission and mandate with a realistic involvement in the 
current research market as represented by its research park. The Panel commends the centre 
for the effective management of this evolution.
.../
XXV
The Panel commends CIAT for the major improvements in leadership, administration, and 
finance during the period under review. During the period the Centre rebuilt its financial 
integrity, implemented a major downsizing without labour problems, remodeled its 
performance appraisal system, significantly improved staff participation, increased training 
and development opportunities for all it staff, re-engineered a number of its support services, 
and reduced the operational cost of both research projects and support units. A remaining 
challenge is the redesign of CIAT’s financial information systems, processes and procedures 
that would facilitate project budget monitoring and reporting.
The Panel has been fortunate in receiving help and support from many sources. We are 
grateful to CIAT’s Board, management and staff for their assistance and for enabling us to
carry out our task smoothly. Consultations and interactions with CIAT Board, management 
and staff at every level were very open and cordial. We greatly appreciated the detailed and 
helpful documentation, including the Centre Commissioned External Review reports, and 
presentations provided by CIAT, and the efficient way in which the Acting DG and all 
members of the staff provided support. We would also like to thank the government officials 
and scientists who shared with us their perceptions of CIAT and its activities. This is 
particularly true for those who extended their kindness and cooperation during the Panel s 
visits to Kenya, Uganda, Brazil, Honduras and Nicaragua.
I would like to thank you for assembling a capable and experienced team for the challenging 
task of conducting this Review. The Panel worked exceptionally well together.
I want to add my own personal thanks to the members of the Review Panel for their efforts to 
make the Report full, fair and accurate. The Resource Persons assigned to the Panel, Sirkka 
Immonen (Panel Secretary) from the TAC Secretariat, and Selfuk Òzgediz from the CGIAR 
Secretariat, deserve our special thanks for their dedication and commitment. Without them 
we would not have completed the task.
In closing, all the Panel members join me in expressing appreciation for the opportunity to be 
part of the Review Panel. We hope that this Review Report will assist the Centre s 
development in the years to come.
Sincerely,
Ronnie Coffman 
Chair, EPMR Panel
SDR/T AC :IAR/00/15
CONSULTATIVE GROUP ON INTERNATIONAL AGRICULTURAL RESEARCH
TECHNICAL ADVISORY COMMITTEE AND CGIAR SECRETARIAT
REPORT OF THE
FIFTH EXTERNAL PROGRAMME AND MANAGEMENT REVIEW
OF THE
CENTRO INTERNACIONAL DE AGRICULTURA TROPICAL
(CIAT)
Review Panel: Dr. Ronnie Coffman (Chair) 
Dr. Edmundo Acevedo 
Dr. Louise Fortmann 
Dr. Randy A. Hautea 
Dr. Jean-Yves Maillat 
Dr. Donald L. Plucknett 
Dr. Martha ter Kuile 
Dr. Eduardo Venezian
Dr. Sirkka Immonen (TAC Secretariat) 
Dr. Selc^uk Òzgediz (CGIAR Secretariat)
TAC SECRETARIAT
FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS
April 2000
TABLE OF CONTENTS
Page
FOREWORD xxxvii
SUMMARY AND RECOMMENDATIONS xxxix
CHAPTER 1 - EVOLUTION AND STRATEGY 1
1.1 Origin and Evolution of CIAT 1
1.2 Mandate of CIAT 2
1.3 Role of CIAT 4
1.4 CIAT’s Strategic Plan and Medium Term Plan 4
1.5 Strategic Issues 6
1.6 CIAT’s Response to the Recommendations of the 1995 
External Review 9
CHAPTER 2 - SAVING BIODIVERSITY 10
2.1 Introduction 10
2.2 Plant Genetic Resources (SB-1) 10
2.2.1 Evolution 10
2.2.2 Achievements and Impact 11
2.2.3 Future Strategy 12
2.2.4 Overview and Assessment 13
2.3 Understanding and Using Agrobiodiversity (SB-2) 15
2.3.1 Evolution 15
2.3.2 Achievements and Impact 16
2.3.3 Future Strategy 17
2.3.4 Overview and Assessment 17
2.4 Overall Assessment 18
CHAPTER 3 - IMPROVING PRODUCTIVITY 21
3.1 Introduction 21
3.1.1 The Common Bean 21
XXX
Page
3.1.2 Cassava 21
3.1.3 Tropical Forages 22
3.1.4 Rice 22
3.2 B eans for Latin America (IP-1 ) 22
3.2.1 Evolution 22
3.2.2 Achievements and Impact 23
3.2.3 Future Strategy 23
3.2.4 Overview and Assessment 24
3.3 Beans in Africa (IP-2) 25
3.3.1 Evolution 25
3.3.2 Achi evements and Imp act 25
3.3.3 Future Strategy 26
3.3.4 Overview and Assessment 27
3.4 Cassava Improvement (IP-3) 28
3.4.1 Evolution 28
3.4.2 Achievements and Impact 28
3.4.3 Future Strategy 29
3.4.4 Overview and Assessment 30
3.5 Improved Rice for LAC (IP-4) 31
3.5.1 Evolution 31
3.5.2 Achievements and Impact 32
3.5.3 Future Strategy 33
3.5.4 Overview and Assessment 33
3.6 Tropical Grasses and Legumes (IP-5) 34
3.6.1 Evolution 34
3.6.2 Achievements and Impact 35
3.6.3 Future Strategy 36
3.6.4 Overview and Assessment 37
3.7 General Assessment 37
CHAPTER 4 - PROTECTING THE ENVIRONMENT 40
4.1 Introduction 40
4.1.1 Analytical Framework 40
XXXI
Page
4.2 Pest and Disease Management (PE-1 ) 41
4.2.1 Evolution 41
4.2.2 Achievements and Impact 42
4.2.3 Future Strategy 43
4.2.4 Overview and Assessment 43
4.3 Overcoming Soil Degradation (PE-2) 44
4.3.1 Evolution 44
4.3.2 Achievements and Impact 45
4.3.3 Future Strategy 47
4.3.4 Overview and Assessment 47
4.4 Hillsides Project (PE-3) 48
4.4.1 Evolution 48
4.4.2 Achievements and Impact 50
4.4.3 Future Strategy 51
4.4.4 Overview and Assessment 52
4.5 Land Use Studies (PE-4) 53
4.5.1 Evolution 53
4.5.2 Achievements and Impact 53
4.5.3 Future Strategy 54
4.5.4 Overview and Assessment 54
4.6 Smallholder Systems (PE-5) 55
4.6.1 Evolution 55
4.6.2 Achievements and Impact 56
4.6.3 Future Strategy 57
4.6.4 Overview and Assessment 57
4.7 Overall Assessment 58
CHAPTER 5 - STRENGTHENING NARS 60
5.1 Introduction 60
5.2 Agroenterprises (SN-1) 61
5.2.1 Evolution 61
5.2.2 Achievements and Impact 62
5.2.3 Future Strategy 63
5.2.4 Overview and Assessment 64
XXX11
Page
5.3 Linkages with NARS (SN-2) 64
5.3.1 Evolution 64
5.3.2 Achievements and Impact 65
5.3.3 Future Strategy 66
5.3.4 Overview and Assessment 66
5.4 Participatory Research (SN-3) 66
5.4.1 Evolution 66
5.4.2 Achievements and Impact 67
5.4.3 Future Strategy 68
5.4.4 Overview and Assessment 68
CHAPTER 6 - BETTER POLICIES 70
6.1 Introduction 70
6.2 Impact Assessment (BP-1) 70
6.2.1 Evolution 70
6.2.2 Achievements and Impact 71
6.2.2.1 Empirical Assessment of Past Research Impact 72
6.2.2.2 Assessment of Future Impact of Research 74
6.2.2.3 Development of Analytical Methodologies 74
6.2.3 Future Strategy 75
6.2.4 Overview and Assessment 75
6.3 Gender Analysis 76
CHAPTER 7 - PARTNERSHIPS 78
7.1 Doing Research Together 78
7.2 Host Country 78
7.3 Research Partnerships 79
7.4 Systemwide Activities 80
7.5 Training Unit 82
7.6 Information and Documentation Unit 83
xxxin
Page
7.7 Communications Unit 84
CHAPTER 8 - GOVERNANCE 86
8.1 Board of Trustees 86
8.1.1 Introduction 86
8.1.2 Board Composition 86
8.1.3 Committees 88
8.1.3.1 Executive and Finance Committee 88
8.1.3.2 Audit Committee 88
8.1.3.3 Nominations Committee 88
8.1.3.4 Programme Committee 88
8.1.4 Recent History 88
8.1.5 Assessment of Current Functioning 89
8.1.5.1 Culture of the Board 89
8.1.5.2 Director General Search Process 89
8.1.5.3 Level of Engagement 89
8.1.5.4 Programme Committee Agenda 90
8.1.5.5 Committee Articulation 90
8.1.5.6 Interaction with Staff 90
8.1.5.7 Varia 91
8.2 Centre Commissioned External Reviews (CCERs) 91
8.2.1 CCERs Conducted During the Review Period 92
8.2.2 Future Strategy 92
8.2.3 Overview and Assessment 92
CHAPTER 9 - ORGANIZATION AND MANAGEMENT 94
9.1 Organizational Structure 94
9.2 Research Management 95
9.2.1 Priority Setting 95
9.2.2 Organization of Research 96
9.2.3 Project Planning, Budgeting, Monitoring and 
Reporting 97
9.2.4 Information Systems 98
9.3 Institutional Management 99
XXXIV
Page
9.3.1 Leadership and Management 99
9.3.2 Human Resources Management 100
9.3.2.1 Staffing 100
9.3.2.2 Gender and Nationality Diversity 102
9.3.2.3 Disciplinary Breakdown 103
9.3.2.4 Impact of Security Issues 104
9.3.2.5 Performance Appraisal 104
9.3.2.6 Compensation and Benefits 105
9.3.2.7 Training and Development 106
9.3.2.8 Varia 107
9.3.3 Administration 107
9.3.4 Financi al Management 110
9.3.4.1 Financial Situation 110
9.3.4.2 Finance Department 112
9.3.4.3 Internal Auditor 114
CHAPTER 10 - GENERAL ASSESSMENT AND STRATEGIC ISSUES 118
10.1 Evolution of the Mission, Strategy and Priorities 118
10.2 Achievements and Impact 119
10.3 Strategic Issues 120
10.3.1 Focus and Integration 120
10.3.2 Security 120
10.3.3 Facing Virtual Reality 120
10.3.4 Disciplinary Balance 121
10.3.5 Donor Driven Research 121
10.3.6 Quality and Relevance of Science 121
10.3.7 Intellectual Property Management 122
10.4 Vision and Strategy 122
10.4.1 Principles of Engagement 122
10.4.2 Transition to a New CG Model 123
ACKNOWLEDGEMENTS
XXXV
APPENDICES:
Appendix I: Composition of the Panel and Biographical
Information
Appendix II: Terms of Reference
Appendix III: Itinerary of the EPMR Panel
Appendix IV: Documents Provided to the Review Panel
Appendix V: Assessment of CIAT’s Response to the Recommendations of the 1995 
External Programme and Management Review (EPMR)
Appendix VI: Review of CIAT Financial Management System
Appendix VII: CIAT Direct Research Allocation 1999
Appendix VIII: Glossary of Acronyms
FOREWORD
This is the Report of the 5th External Review Panel appointed to evaluate the research 
programme and management of the International Centre for Tropical Agriculture (CIAT). The 
composition of the Panel is given in Appendix I, along with brief biodata. The Terms of 
Reference for the Fifth External Programme and Management Review (EPMR) of CIAT are 
provided in Appendix II, and the itinerary of the Panel is described in Appendix III.
In conducting the review the Panel was guided by the Terms of Reference with the aim to: a) 
provide CGIAR members with an independent and rigorous assessment of the institutional 
health and contribution of the Centre, and b) provide the Centre and its collaborators with 
assessment information that complements or validates their own evaluation efforts. CCERs 
commissioned by CIAT during the evaluation period, and relevant Systemwide evaluations 
were also used by the Panel.
The Panel worked in an open, participatory and transparent manner aiming at a strategic and 
forward looking orientation while assessing the past. Strategic issues were identified on the 
basis of a list requested from the Centre, discussion with the Board prior to the First Phase, 
and after a careful consideration among the Panel members. The Panel based its assessments 
on information that was gathered during presentations and discussions with the Centre staff, 
both at headquarters and outposted, and with Centre Board members, interviews of 
government officials, partner organizations, collaborators and farmers. The Panel had access 
to a vast number of documents and publications that were provided by the Centre and the 
TAC and CGIAR Secretariats (Appendix IV), including a Review of CIAT Financial 
Management System (Appendix VI). CIAT Direct Research Allocation 1999 is shown in 
Appendix VII.
The Panel sought for opportunities for the staff to raise any concerns or issues to discuss, also 
confidentially. Impressions and information on CIAT’s partnerships with NARS were 
gathered during the field visits. Other CGIAR centres and members were invited to bring any 
issues to the Panel’s attention, but none were received, except some references to successful 
co-operation with CIAT.
The Panel hopes that this report is useful for TAC, for the CGIAR and for CIAT itself.
SUMMARY AND RECOMMENDATIONS
Mission and Mandate
CIAT was founded in 1967 following an agreement by the Colombian government 
and the Rockefeller Foundation. In 1988 it obtained international status. Its mandate 
activities include global responsibility for research on germplasm enhancement of beans, 
cassava and forages; regional responsibility for research on rice in Latin America and the 
Caribbean (LAC); research on natural resource management (NRM) in tropical America; and 
institutional development through support activities at national and regional levels. Over the 
years the Centre has increased its focus on sustainable production and natural resource 
management, and has developed a strong ecoregional approach in its NRM research. 
Characteristic features of CIAT’s research philosophy have included collaboration with 
partners through many different arrangements, and the utilization of participatory methods.
CIATS’s mission today is to “To reduce hunger and poverty in the tropics through 
collaborative research that improves agricultural productivity and natural resource 
management”.
CIAT’s Strategic Plan for the 1990s called for integrated germplasm development and 
NRM, a mix of global and regional programmes, and a substantial reduction in commodity 
programmes to be offset by an increased role for NARS. Production systems research with 
no bearing on sustainability was phased out.
The Centre strives to integrate commodity oriented research and resource 
management oriented research within and among projects to achieve sustainable increased 
productivity. Commodity research at CIAT has moved upstream, in keeping with TAC 
recommendations, and NARS are assumed to be more engaged in applied crop improvement 
and other adaptive research.
Strategic Research Issues
Quality and Relevance of Science. CIAT has continued its excellence in science with 
exemplary programmes in areas such as integrated pest management, forage improvement, 
participatory research, land use, GIS tools and biotechnology. The Centre has productive 
collaborative relationships with advanced research institutes, NARS and other partners. In 
the view of the Panel the Centre’s position in the research spectrum in relation to alternative 
suppliers of the research should be reviewed on a continuing basis.
Research Park. In an attempt to use best its scientific capacity and facilities to help others, 
and to augment synergistic scientific capacity at the Centre, CIAT has ventured into the 
implementation of a research park concept with some 18 scientific organizations now 
operating on the campus. The Panel encourages further exploration and formalization of this 
approach and believes that it should be expanded to field as well as laboratory-based 
research. Currently, the CIAT field facilities are underutilized with a large area being planted 
to sugar cane.
xl
Genebank. One of CIAT’s most important public goods continues to be its genebank with 
major collection of beans, tropical forages and cassava and their wild relatives. While the 
Panel recognizes the dedicated and professional work done to store and manage these 
collections, it is concerned about the considerable backlogs in most operations. The Panel 
sees at CIAT an immediate need to implement the investment plan to upgrade the CGIAR’s 
genebanks to better meet their international responsibilities, Furthermore, the Panel
emphasizes the importance of the current negotiations for an International Undertaking and 
urges CIAT to engage in a dialogue among its Board members and with its national partners 
to assure that a favourable agreement for agricultural and food genetic resources is reached.
Commodity Research. CIAT’s commodity research builds on the long history of crop 
improvement of rice, beans, forages and cassava. The Panel is convinced that the crop 
improvement projects remain relevant and productive. Recent impact studies show extensive 
adoption of varieties derived from CIAT materials in all four crops. The impact of current 
research inputs from modem biotechnology, IPM, participatory methods and other such tools 
can only be gauged in the future, but the Panel is optimistic that many of the research 
achievements during the period under review will contribute significantly toward improving 
the sustainable productivity of CIAT’s mandate crops. In the current trend to move upstream, 
the Panel cautions that CIAT must be attentive to the variability in capacity among its NARS 
partners.
The period since the last review has seen the establishment of the Fund for Latin 
American and Caribbean Irrigated Rice (FLAR), a consortium involving both the public and 
private sector dedicated to the support of rice research in the region. The growing demand 
for rice in Latin America and the Caribbean is being met by increased investment in adaptive 
research through FLAR while CIAT is focussing on new biotechnological tools for 
germplasm enhancement. Cassava improvement at CIAT has been redirected mostly toward 
meeting industrial needs in Latin America and Asia. Improved forages have been developed 
with major potential to enhance topsoil quality in large areas of LAC.
Impact assessment studies indicate increasing adoption of bean varieties developed by 
or with CIAT. No ready replacement exists for beans in the diets of the poor in both LAC 
and Africa. For both beans and forages, no significant alternative suppliers of technology 
exist. The Panel urges CIAT to guarantee adequate resource allocation for its commodity 
research, the results of which continue to serve the poor, and sees important opportunities for 
CIAT in new technologies allowing the modification of nutritional characteristics of food 
crops.
Biotechnology. The CIAT biotechnology group is impressive, with the capacity and contacts 
to keep abreast of new developments in their field of science. The work currently done at 
CIAT is relevant and productive, taking a problem solving approach while employing and 
developing suitable new methodological tools for crop enhancement. Through numerous
partnerships, some of which are being implemented at the campus in a research park setting, 
CIAT is assuming a regional role in developing biotechnology. The Panel encourages this 
approach and supports CIAT’s initiative to establish a regional biotechnology laboratory.
Natural Resource Management. CIAT has a significant capacity in NRM research built 
around competencies such as social science, IPM, soil science and GIS. Based on the
watershed as the unit of analysis, participatory methods have been developed and are being 
disseminated for use by CIAT and its partners, to create a more effective mechanism for
xli
problem identification and to increase the relevance of research results and the likelihood of 
their adoption.
The African Bean Project has been exemplary in fostering interdisciplinarity and 
integrating NRM with commodity research. Based on this successful experience in 
implementing NRM research, the Panel sees the need to identify a technological or social 
process entry point, be it a commodity, a soils or pest problem or other well defined 
constraint where CIAT has the competency to respond.
In IPM, soil, and land use research the Centre has succeeded in creating an 
interdisciplinary research culture, and a level of integration that is leading to tangible research 
outputs with a high probability of adoption. The land use research has been able to address 
important biophysical and socio-economic issues related to NRM on a broad scale. The IPM 
project has organized and is leading a global project on white flies that may prove exemplary 
to the CG System. It represents a “task force” or “thrust” approach that has mobilized global 
scientific resources to address a worldwide problem.
CIAT is also applying its resource management and commodity research in 
developing technology options for smallholder systems in a research process that is based on 
a holistic and rigorous description of the landscape. The Panel notes, however, that the 
comparative strategic research in the CIAT NRM reference sites has not live up to its 
promise. The Panel encourages CIAT to synthesize the wealth of experience and knowledge 
gained from its systems research into an appropriate research framework and methodologies 
that allow for successful integration.
Governance and Management
Governance. CIAT’s Board of Trustees has 16 members, who represent both the regional 
distribution of the Centre’s activities, with strong emphasis in Latin America, and the 
variability among its partners. During the past five years the Board has confronted a number 
of demanding situations, such as funding difficulties, new research structure, and searching 
for a new Director General. The Panel commends the determination of the Board to provide 
maximum stability in institutional structure and research management over the past three 
years. This has minimized the destabilizing impact of the external conditions in which CIAT
operated. The Panel urges the Board now to refocus its attention on strategic issues of 
resource allocation and the monitoring of implementation.
Improved Management. The recently departed Director General and his stable
Management Team developed and modelled a strong corporate culture which permeates the 
entire organization and which is reflected in a set of core values: participatory management, 
transparency, fairness, service orientation, cost-consciousness, and output-based performance 
evaluation. These guiding principles allowed CIAT to re-build its financial integrity, 
implement a major downsizing without labour problems, remodel its performance appraisal 
system, significantly improve staff participation, increase training and development 
opportunities for all it staff, foster harmonious relations between staff and between units, re­
engineer a number of its support services, and reduce the operational cost of both research
projects and support units. The Panel commends CIAT for the major improvements in 
leadership, administration, and finance and only wishes to underline the need to elevate the 
priority assigned to the redesign of CIAT’s financial information systems, processes and 
procedures which should facilitate project budget monitoring and reporting.
xlii
Project Based Management. During the period of this review, CIAT completed the 
migration to project based management begun in the late 1980s. In 1996 the structure shifted 
from programmes to 16 projects (plus leadership of 3 systemwide projects) administered by 
two directorates, Genetic Resources and Resource Management. The outcome was a flatter 
management structure with increased administrative duties for all project leaders.
Other Strategic Issues
Focus and Integration. CIAT has a constituency with almost infinite needs and it operates 
in some very complex and challenging research environments, When this situation is
combined with the current global funding environment, it is not easy to maintain focus and to 
achieve integration among activities with diverse financial support. The Panel commends 
Management for its achievements in this regard, notes significant exceptions, and urges 
continuing vigilance to ensure that the essential focus and integration are achieved and 
maintained.
Security. Security is an underlying issue at CIAT, because of the well-known internal 
situation in Colombia. All reasonable precautions have been taken by CIAT to minimize the 
risk to staff and their families. The lack of complete security imposes some limitations on the 
conduct of fieldwork, as certain locations in Colombia must be avoided, but given the vast 
geographical area and many countries served by CIAT, there are many suitable alternative 
sites for research. The security issue must be kept under constant watch and review, but up to 
the present it is not of a magnitude that requires action beyond the precautionary measures
already in place.
Virtual Reality. Nothing in economic history has moved as fast as the information 
revolution. It is changing the paradigm of research as ever more powerful computers have 
the ability to deal simultaneously with numerous complex databases. Reductionist research is 
giving way to complex modelling of biological, physical, and chemical systems in an 
increasingly integral manner, providing insights to researchers that were beyond the 
imagination just a few years ago. If CIAT is to maintain a credible research presence, 
renewal of staff capacity, additional bandwidth in connection to the Internet, and continuing 
modernization of equipment are essential.
Donor Driven Research. CIAT’s current research programme is financed both by 
unrestricted contributions, and by 140 restricted research grants of varying size and type. 
These restricted research grants are funded from 40 different sources, and together they 
account for approximately 70 percent of CIAT’s budget. There is no more challenging task 
for CIAT management than to interact with its many donors in such a way that each 
individual grant contributes to the overarching goals of CIAT’s mission. Donor-led research 
investment may compromise CIAT’s focus on its central goals, or encourage overinvestment 
in favoured areas.
Intellectual Property. Intellectual property is an important concern that will have profound 
implications in the operations of CIAT and other CGIAR Centres in the near future. The 
CGIAR has historically operated and made its major achievements in the milieu of free 
exchange of scientific information and technologies. That environment has changed 
dramatically within the past decade. The major inputs to and outputs of CIAT’s research - 
germplasm, varieties, information, scientific tools, and others that used to be in the public 
domain and readily accessible and available to CIAT and its partners - have become subject
xliii
to significant IP concerns. IP issues will become even more pervasive in the future. Thus, 
management of intellectual property to ensure that they are able to pursue their mission with 
success will be a major challenge for CIAT and the CGIAR.
Vision and Strategy
Principles of Engagement. The Panel identified (1) poverty alleviation, (2) international 
public goods, (3) comparative advantage, and (4) probability of success as principles that 
should guide CIAT’s scientists in deciding among the many and varied opportunities (that 
must always be distinguished from needs) that will confront CIAT in the modem world's 
order of research.
A New CG Model. The Panel considers that CIAT is making the transition to a new model 
among the CG Centres. It is working to implement an effective model for blending NRM 
and germplasm research. It has become a more open centre and the hub of the research 
establishment for the region, while maintaining international presence and impact. It has 
combined a core long-term agenda consistent with its mission and mandate with a realistic 
involvement in the current research market as represented by its research park. The Panel 
commends the Centre for the effective management of this evolution
Reconciling Core Competencies. The Panel recognizes that achieving the current objectives 
of the Centre requires core competencies based on different research paradigms. To succeed, 
CIAT must reconcile those paradigms at the operational level and live with the healthy 
tension that will always be associated with productive interdisciplinary research.
LIST OF RECOMMENDATIONS
Chapter 2 - Saving Biodiversity
1. Because of the global responsibility assumed by CIAT for its germplasm collections held 
in trust, and the urgent need to upgrade the genebank and its operation, the Panel 
recommends that CIAT give urgent priority to obtaining necessary funds to comply fully 
with the Systemwide Genetic Resources Programme on upgrading CGIAR genebanks; 
that a timetable of 5 years be set to complete the upgrade effort; and that Board and 
Management examine needs - staffing, special equipment, etc. - to ensure that upgrading 
is carried out successfully.
2. Because CIAT holds in trust the largest global collection of cassava among its total 
collections of over 50,000 accessions; because the storage and management of this 
vegetatively propagated crop is costly due to high labour inputs, and because storage in 
tissue culture, even with slow-growth methods, poses some risks to the genetic stability 
and safety of the germplasm, the Panel recommends that CIAT direct major effort to 
develop a reliable cryopreservation method to cut costs and to guarantee the long-term 
safety of these collections.
3. Because biotechnology research at CIAT generates a new class of genetic resources; e.g. 
clones, sequences, probes, transgenic organisms, and associated information; because 
these new genetic resources are as valuable as “traditional” genetic resources; and 
because they will become increasingly more important for research and technology
xliv
development, the Panel recommends that CIAT adopts the broader concept of 
agrobiodiversity to include the new class of genetic resources, and develop appropriate 
policies and protocols to manage their conservation, exchange and use.
4. Because agrobiodiversity conservation, enhancement and use is central to the mission and 
international research responsibilities of the CGIAR and CIAT; and because the 
emergence of the private sector as a major technology provider within the new global 
regimes of intellectual property and biosafety has profound and pervasive implications on 
the generation of international public goods, the Panel recommends that CIAT, within 
the framework of the CGIAR, develop at the earliest possible time a comprehensive 
policy, operational strategy and capacity to manage its research and development efforts 
on agrobiodiversity to ensure maximum access to and ffeedom-to-operate in the use of 
genetic resources, biotechnology applications and information, and the safe deployment 
and use of products derived from them.
Chapter 3 - Improving Productivity
5. Because of the strategic importance of CIAT’s mandate commodities to the well-being of 
the world’s poor; because CIAT is a major if not the only nucleus of international 
research on these commodities; and because research and development on commodity 
improvement requires consistent, long-term and adequate efforts, the Panel recommends 
that the Centre Board and Management commit, secure and provide sustained and 
adequate support to the Centre’s global and regional commodity research responsibilities.
6. Because of the vulnerability of the highly successful African Bean Project to changes in 
donor funding and the impression of African NARS partners that CIAT has no long term 
commitment to the continent, the Panel recommends that CIAT assure the project of 
long-term sustained funding to safeguard continuity and the ability to expand into 
promising areas such as forages.
7. Because of advances in technology that allow the modification of the nutritional 
characteristics of staple food crops, such as the production of vitamin A precursors in 
rice, and because improved human nutrition would be a major contribution to the welfare 
of poor consumers in LAC; the Panel recommends that CIAT monitor closely the 
advances in this technology as well as the surrounding intellectual property issues, and 
take all appropriate steps to utilize these technologies in appropriate germplasm 
improvement programmes.
Chapter 4 - Protecting the Environment
8. Because the approach of CIAT’s Natural Resource Management research at the farm, 
community, watershed, and ecoregional levels, is not always clear, the Panel 
recommends that CIAT develop a rigorous overall research approach with greater 
integration among projects, define their specific objectives (including the role of 
reference sites and related activities) more clearly, and establish a clear framework of 
their hierarchical and functional relations and responsibilities.
xlv
9. Because the Hillsides Project work developed in Colombia has not yet lived up to its 
promise in Central America, the Panel recommends that CIAT develop a rigorous and 
coherent research plan for the Hillsides Project including clear and consistent definitions.
Chapter 6 - Better Policies
10. Because the integration of research on germplasm, natural resources and social science 
lies at the heart of CIAT’s strategy and because CIAT has had a lengthy experience in 
bringing about such integration, the Panel recommends that CIAT document its 
experience by assessing the impact of its past integration efforts on its target areas and 
populations.
Chapter 7 - Partnerships
11. Because CIAT has had extensive and varied experiences with different forms of research 
partnerships (e.g., networks, consortia, joint ventures, collaborative projects), the Panel 
recommends that CIAT carry out an analytical review of this experience to derive 
lessons for itself and other CGIAR institutions.
Chapter 9 - Organization and Management
12. Because integration of research efforts is a cross-cutting issue for the Centre, the Panel 
recommends that CIAT include in its next strategic planning exercise an in-depth 
examination of the composition of its project portfolio and the mechanisms used to foster 
intra-project and inter-project integration.
13. Because the present information systems do not provide the project leaders with relevant, 
timely and accurate financial information, the Panel recommends that CIAT elevate the 
priority assigned to the redesign of its financial information systems, processes and 
procedures.
Chapter 10 - General Assessment and Strategic Issues
14. Because all successful research endeavours at the Centre, such as participatory 
management research, are characterized by the maintenance of core competencies and 
institutional memory, the Panel recommends that CIAT ensure that its research strategy 
for NRM be explicitly cumulative in nature.
15. Because CIAT has used effectively the products and processes of its participatory 
germplasm improvement research as an effective entry point to gain the confidence of 
farmers and facilitate the more complex but equally essential NRM research, as 
exemplified by the African Bean Programme, and because technology and social process 
are recognized as potentially effective entry points into communities, the Panel 
recommends that CIAT further develops its “entry point” model to help identify optimal 
entry points for its NRM research projects.
CHAPTER 1 - EVOLUTION AND STRATEGY
1.1 Origin and Evolution of CIAT
The International Centre for Tropical Agriculture (CIAT) is an autonomous non-profit 
organization, which was founded in 1967 following an agreement signed by the Colombian 
government and the Rockefeller Foundation. CIAT has been part of the Consultative Group
on International Agricultural Research (CGIAR) since 1971. It was one of the four
“founding41 centres that were established in response to the food crisis of the 1960s. CIAT’s 
initial mandate was to “Generate and deliver, in collaboration with national and regional 
institutions, improved technology, which will contribute to increased production, productivity 
and quality of specific food commodities in the tropics - principally countries in Latin 
America and the Caribbean — thereby enabling producers and consumers, especially those 
with limited resources, to increase their purchasing power and improve their nutrition.” In 
1977, at the CGIAR’s request, the Board recognized global responsibilities going beyond 
initially emphasized regional responsibilities. In 1988 CIAT was recognized by Colombia as 
an international organization under specific act of legislation and it operates under a World
Bank-UNDP agreement.
CIAT has undergone more changes over the years than perhaps any other CGIAR 
Centre. This may have been due to its mixed and broad responsibilities for commodity 
improvement and for production systems of crops and, in the earlier years, livestock for the 
tropical regions in which it operates. CIAT’s early programmes were Production Systems 
Programmes in Cassava, Beans, Beef, Swine, Animal Health, and Small Farm Systems and 
crop improvement programmes in Rice (co-operative with ERRI) and Maize (the Andean 
Regional Maize Unit, co-operative with CIMMYT). In the 1970s CIAT developed its 
facilities and programmes during a period of rapid expansion. By the time of the First 
External Review, large changes were already underway. The Centre was moving from a 
broad initial base to a smaller number of research programmes with narrower geographical 
and ecological foci. The research on livestock was phased out and the research programmes 
were built around three major food staples of the Latin American region: rice, beans, and 
cassava. A fourth programme, replacing the previous Beef Programme, was structured 
toward the end of the decade for research on forage pastures in the acid soils of the Latin 
American lowland tropics. Organizational procedures for programme review and
modification were established. The end of the decade was characterized by rapid expansion 
of collaborative networks for testing and adoption of CIAT’s technologies and by emerging 
attention on managing natural resources, which was reflected by the establishment of the 
tropical forages programme.
In the beginning of the 1980s CIAT expanded its operations outside Latin America for 
the commodities, beans, cassava and tropical forages, for which it had a global mandate. The 
regional programme for cassava in Asia started in the late 1970s and one for beans in Africa 
began in 1983. For rice CIAT had a regional mandate, and the focus was broadened to 
include upland environments, in addition to irrigated rice. CIMMYT replaced the regional 
maize research programme at CIAT. CIAT increased ties with national agricultural research 
programmes to decentralize a share of its operations. Regional programmes were built with 
staff posted to key regions (from 26 % of the total in 1984 to 43 % in 1989), and regional 
networks developed. Specialization was another feature of the 1980s as several specialized
2
units were established to support the commodity teams. These included Genetic Resources, 
The Agroecological Studies, Biotechnology Research, Virology Research, and the Seed Unit! 
The training, communications and information units were consolidated into the new Training 
an(|Communications Support Programme. Farmer Participatory Research began as a project
By the end of the 1980s the Centre had strategically placed itself to cover the whole 
spectrum from strategic to applied research. The requirement for sustainability was further 
emphasized as reflected in the environmental sensitivity in the research themes, such as 
biological control, reduction of soil erosion and water stress. CIAT’s decision to complement 
germplasm development with the management of natural resources was reflected in the 
Strategic Plan for the 1990s. Serious financial cuts, felt across the CGIAR, affected CIAT in 
particular, due to inflation and exchange rates, and forced the Centre to downsize its 
operations and reduce the number of staff considerably. The areas of biotechnology, genetic 
resources, soils and participatory research were, however, largely protected. Despite 
financial difficulties the Centre went ahead with very large changes outlined in its new 
Strategic Plan. A new mandate was drafted and a new programme structure devised. 
Research allocation for the four germplasm improvement programmes and training was cut, 
and a new set of ecoregional activities started. New NRM programmes were initiated on 
tropical lowlands and on hillsides, and to study policy effects on land use systems. CIAT 
also became involved in CGIAR Systemwide initiatives. In response to the 4th EPMR in 
1995 and implemented by the new Director General nominated at that time, CIAT changed 
its organizational structure in 1996. The senior management team was built around the 
elements that CIAT considered essential in its new strategy: “improving productivity, 
managing natural resources and doing research together”. Directors for Genetic Research! 
Natural Resource Management Research and Regional Co-operation are principally 
responsible for leading CIAT’s strategy along each of those lines. In addition to these 
Directors and the DG, the Management Team includes the Director of Strategic Planning, the 
Executive Officer for Administration and the Financial Manager. From the previous 
Research Structure based on programmes and units, CIAT changed into a structure of 16 
projects, which include 2 in Germplasm Collection (including Biotechnology), 5 in 
Germplasm Improvement, 5 in Sustainable Production, 3 in Enhancing NARS and 1 in 
Policy, according to the log-frame output categories endorsed by the CGIAR. There are 3 
projects related to CGIAR Systemwide Initiatives.
1.2 Mandate of CIAT
CIAT’s operational mandate, as stated in the Strategic Plan for 1991-2001, “CIAT in 
the 1990s and Beyond”, is: “CIAT will contribute to technology development that will lead to 
long-term improvement in productivity of agricultural resources; to the development of 
innovative, more cost-effective agricultural research approaches and methods; to the 
strengthening of agricultural research institutions in participating countries; and to the 
development of interinstitutional linkages.” CIAT’s mandate activities are in the following 
areas: i) Germplasm development research of beans, cassava and forages with a global 
responsibility and of rice with a regional responsibility for Latin America and the Caribbean; 
2) Resource management research in tropical America through land use research and 
agroecosystems-oriented research in cleared forest margins, hillsides and savannahs, and 3) 
Institutional development through support activities at national and regional levels.
3
Figure 1.1: Organizational Chart
BOARD OF Secretariat Board
TRUSTEES
Directorate 
Directorate Strategic Planning*
Internal Audit Office General*
Project:
Assistant to the BP-1 : Impact Assessment
Director General
Business Development 
Officer
Projects Office
Finance and Research
Cooperation
Administration
I
I
  Directorate DirectorateFinance Manager* Directorate
Executive  Natural Resources* Cooperation*Genetic Resources*
Officer*
Projects: Projects:
 Project:___ Human Resources ___ Deputy Financial SB-1: Genetic Resources PE-2: Soils SN-2: Linkages with NARS
(Local Staff) Controller PE-3: Hillsides
___  Internationally ___ Treasury SB-2: Biotechnology 
 ------ Budget IP-1 : Bean Improvement PE-4: Land Use — Communications UnitRecruited Staff
___  Institutional IP-2: Beans for Africa PE-5: Sustainable Systems
    __ Inform. & Document. UnitProtection IP-3: Cassava Improvement SN-1: Agroenterprises
___  Food and Housing
 IP-4: Rice Improvement SN-3: Participatory — Training & Conferences___ Supplies Research
___  Maintenance IP-5: Tropical Forages
___  Miami Office PE-1 : Integrated Pest 
___  Legal Office Management __  Ecoregional Program
___ Information Systems Unit
  Chief Information Officer— Field Operations
* Member of the Management Team.
4
Increasingly CIAT seeks to apply its expertise also to solve distinct production 
problems encountered with other than the mandate crops for the private sector, farmer 
organizations and others, who contribute to the research costs. CIAT deploys specific 
scientific expertise such as IPM, soils, biotechnology, germplasm conservation etc. to address 
single and major production problems of other high value crops, such as tropical fruits, where 
no research support exists in NARS.
1.3 Role of CIAT
CIAT’s mission, as approved 1999 by its Board, is: “To reduce hunger and poverty in 
the tropics through collaborative research that improves agricultural productivity and natural 
resource management”. CIAT aims to contribute to overcoming some of the technological 
constraints to productivity through sustainable management of the natural resources and to 
overcoming institutional constraints, CIAT presents a system’s approach that links
improvement of germplasm with better management of natural resources. The overriding 
themes in the 1990s have been greater prominence to poverty reduction, reaching beyond 
Latin America and the Caribbean to Africa and Asia, increased focus on new upstream 
scientific tools, working beyond the specific mandate food commodities and making the 
natural resource effort more explicit.
CIAT sees itself as part of an emerging global system of agricultural research and 
development and as complementary in relation to other institutions involved in the 
partnerships. CIAT assumes a key role in supporting national research systems, while 
considering its interaction with universities and other specialized instituted important, and it 
is involved in systemwide programmes and other types of inter-centre collaboration. The 
non-traditional partners, including NGOs and the private sector, are considered increasingly 
important.
1.4 CIAT’s Strategic Plan and Medium Term Plan
In the Strategic Plan for the last ten years (“CIAT in the 1990s and Beyond”), CIAT’s 
research paradigm changed from having been based on a supply-driven reductionist approach 
to one designed to promote sustainable systems and to address factors that link a farm’s 
ecological, economic and environmental performance. This strategic plan was based on an 
analysis of CIAT’s external and internal environments within a long-term perspective, which 
showed that the environment was changing rapidly and continuously requiring a radical 
change of CIAT to guarantee its relevance. This Strategic Plan is characterized by integrated 
germplasm development and NRM, in which new programmes were initiated, a mix of global 
and regional programmes, a considerable reduction in commodity programmes of CIAT with 
an increased role of NARS in crop improvement. The Strategic Plan emphasizes four 
interrelated guiding principles to be followed: relevance/goal orientation, systems 
perspective, multi-institutional approach and comparative advantage. As stated in the Plan:
“Germplasm development research will be directed at characterizing and broadening 
the genetic base of selected commodities, and at understanding gene-governed mechanisms 
determining plant adaptation and productivity in major production areas, including the 
ecosystems of tropical America selected for intensive agroecological research. The aim is to
5
develop the potential of germplasm resources for increasing output and efficiency of input 
use.”
“Resource management research will focus on important tropical American 
agroecosystems which are threatened by increasing land use intensity or natural resource 
degradation, as well as on those which may have the potential for relieving such pressure. 
The aim of research will be to understand the basic processes within the agroecosystems for 
the purpose of making agricultural production more sustainable.”
“This integrated approach will be pursued within a framework of interinstitutional co­
operation aimed at enhancing complementarity and increasing cost-effectiveness of research 
at the national, regional and international levels.”
During the implementation of the 1991-2001 Strategic Plan, there have been elements 
which have not materialized, such as increases in total resources by 20%, allocations to 
sorghum and soybean improvement, and reaching self contained germplasm and 
agroecosystems programmes. Additional, unanticipated new areas of activities include: 
agroenterprises activities, community resource management, farmer participatory research, 
integrated pest management, and Systemwide programmes.
The Medium Term Plans have been the tools to carry forward the implementation of 
the CIAT Strategic Plan for 1991-2001. There have been three successive ones applying to 
the period under assessment in this EMPR: 1992-1996, 1993-1998 and 1998-2000, which is 
entitled Doing Research Together. In the last of these, implemented 1997, the Research 
Programme was reorganized to a project structure. Genetic resources, biotechnology, pre­
breeding and resource dynamics achieved increased emphasis while the allocation for 
classical breeding and production systems was decreased. The emphasis on impact 
assessment and strengthening NARS remained at a previous level. Two principles became 
central: Integration of germplasm improvement with natural resource management and 
collaboration with partners to make this integrated approach successful. Research work was 
organized around teams, and projects became autonomous with responsibilities for research 
plan development, resource management, human resources, relations with partners and fund 
raising. CIAT has fully implemented the logical framework model for managing its research 
planning, monitoring and evaluation process and for all administrative activities.
Since the implementation of the 1998-2000 MTP, there have been rolling MTPs for 
three year periods, as required by the CGIAR, but there have been no changes in the 
allocation of core funds, nor reorganization. Any variations from the implementation of the 
planned MTP research programmes since 1997 have been due solely to changes in donor 
decisions about unrestricted and targeted funding. CIAT has, however, had a number of pilot 
initiatives, including activities on non-mandate crops, enhanced involvement of private sector 
in cassava research, consortium on spatial information and initiation of Business 
Development Office.
Towards the end of 1990s CIAT initiated the process to reformulate its Strategic Plan 
for 2001-2010 with the aim to develop strategies that meet stakeholders objectives and 
mobilize support. The process, now under way, has included documentation of past impacts 
and estimation of new ones, analysis of the external and internal environments, and 
consultation with stakeholders. The process is expected to communicate new vision in a 
dynamic environment for stakeholder support and internal cohesion. The issues considered
6
in the Plan will include changes in the organization of the CGIAR, alternative funding 
options, including public investors in the South and the private sector, new types of 
partnerships, the changing role of public research, new culture for scientists and new 
organizational model of CIAT.
1.5 Strategic Issues
This Review follows the revised approach to External Programme and Management 
Reviews (EPMRs) which draws, to the extent possible, on Internally Commissioned External 
Reviews (CCERs). The merits of this approach are discussed in a document entitled 
"Improving the Quality and Consistency of the CGIAR's External Centre Reviews," a 
discussion note prepared by the CGIAR and TAC Secretariats for International Centres Week 
1995. In preparation for the Review, members of the Panel attempted to identify major 
strategic issues to be considered. This was accomplished through extensive consultation with 
the CIAT Board, management and staff and through reference to the CCERs. Other reviews 
and consultant reports were utilized, and collaborating institutes in the CGIAR System and 
outside were contacted to identify their concerns.
These strategic issues are grouped into five broad categories: (a) CIAT’s strategic 
niche within the global system for agricultural research; (b) the research strategy and 
programme thrusts; (c) the overall governance and management of the Institute; (d) other key 
issues facing the Institute and (e) issues identified by the institute management.
(a) Strategic Niche of CIAT
*•* Since the last review, CIAT has undergone major restructuring. Mandate crops 
are no longer the primary organizing principle. Is the present structure of two research 
directorates, one for Genetic Resources Management (GRM) and one for Natural Resources 
Management (NRM), appropriate and is there proper balance and integration between the 
two?
♦> All Centres, including CIAT, struggle with the balance between regional and 
global research programmes. CIAT has the added complexity of security issues in the region. 
What is the appropriate balance between regional and global programmes.
* CIAT is now emphasizing the use of its scientific capacity to help other 
institutions. It has become a research park of sorts, hosting some 18 institutions, including 
CIMMYT, IPGRI, IRD, Von Humbolt, CORPOICA and BIOTCH. Activities include such 
items as the improvement of Mora (the Andean Blackberry) and contract work for the cut 
flower industry. Does this approach represent CIAT’s comparative advantage in contributing 
to international public goods? What is the rationale for the establishment of a research park?
*♦* CIAT is an enthusiastic participant in many systemwide projects. While 
additional resources were available for start up, funding in the longer term is competitive 
with other opportunities and transaction costs are significant. How, in the future, will this 
work be integrated into the core activities of the Centre and funding secured, while 
maintaining the Systemwide nature of the research and high degree of collaboration with 
partners?
7
(b) Research Programme Issues
❖ What is the appropriate disciplinary balance among the internationally recruited
staff of CIAT?
♦> As a considered strategy, and in response to suggestions from TAC as well as 
some donors, CIAT has positioned itself well upstream in the spectrum of research in several 
programmatic areas including (1) GIS, (2) genetic resources, (3) participatory research, (4) 
IPM, (5) soils and (6) biotechnology. Unless comparative advantages are considered, this 
could place the Institute in competition with advanced research laboratories in the developed 
world. Critical mass is also a serious problem. Finally, upstream research will inevitably 
result in ‘intermediate’ products and practices, making it more difficult to demonstrate farm 
level impact, which is a preoccupation of some donors. Positioning the Institute in the 
research continuum is an important question to consider.
❖ Donor influence on the research activities of the Institute is an important issue. 
Has the current funding situation pushed CIAT into an opportunistic approach to research? 
Do the “essential” programme thrusts need to be better defined, for which continuing long­
term funding could be sought?
❖ Which themes and outputs of CIAT correspond to:
Public goods for which CIAT will keep responsibility in the long term?
Public goods for which in the medium term (5-10 years) NARS or other 
institutions should take full responsibility?
Private goods which the private sector has a comparative advantage to
provide?
❖ Crop improvement programmes still account for a significant portion of CIAT’s 
research activity and represent long term commitments by the Centre. The strategies 
employed need to be evaluated. Prospects for continuity of these programmes also need to be 
considered, the bean breeding programme in Africa being of immediate concern.
♦> Advances in biology have implications for many of CIAT’s programmes, and 
relationships exist with a number of laboratories in developed countries. Whether these 
relationships are appropriate and productive needs to be considered.
♦> The participatory approach to research has been embraced fully at CIAT. 
Whether this approach has been effective in producing desired outcomes and impacts needs 
to be assessed.
♦> The impact of CIAT since the last External Review and the mechanisms that are in 
place for monitoring impact should be considered.
❖ CIAT was among the first Centres to place a major emphasis on natural resources 
management research. Whether current efforts are appropriate needs to be reviewed in the 
light of different biophysical and socio-economic conditions and the differential state of the 
NARS.
8
* The revolution in information technology is one of the transforming features of 
modem society, and critical to the future of CIAT. The current status and strategy for 
information management needs to be considered.
* Should forage research be expanded in Africa? Is this a niche that is not currently
being filled?
(c) Governance and Management
*** The composition of the Board and its committee stmcture is an important issue. 
There is a question of whether the existing structure and articulation of committees allows the 
Board to make the most effective use of its time in maintaining proper oversight of Centre 
activities. This will include a look at:
The level and quality of interaction with management on budget and financial 
issues.
The quantity and type of information about CIAT research activities available to 
the Board.
The Board's exposure to CIAT program activities in the field.
* The four CCERs commissioned by the Board form the basis of the EPMR. The 
EPMR will examine the scope and comprehensiveness of these reviews in clarifying strategic 
program issues, and comment on their utility as a management tool.
♦> A significant change during the period under review is the move to a more 
participatory management environment. The reorganization of the research programs and the 
flattening of the management hierarchy have prompted changes in many areas of the centre's 
work. CIAT's scientific program is currently organized in 16 projects, overseen by two 
research directors. Of 60 senior scientists, a large proportion (25?) has management 
responsibilities. The EPMR will review the strengths and weaknesses of this arrangement.
(d) Other Key Issues
* Training efforts have been affected by downsizing in the CGIAR System. The 
impact of these changes and the future direction of training efforts in CIAT are important 
questions.
* Relationships with NARS are a key issue. CIAT has a lot of influence and it is 
important to work with NARS to create capacity.
v The management of intellectual property will be an increasingly important issue.
* Gender is a major issue for CIAT in terms of the orientation of CIAT’s research 
and the composition of its scientific staff. This issue needs to be examined specifically and 
within the context of the research projects.
* Security is presently a pervasive issue at CIAT. Does it affect the recruitment and 
retention of staff and the implementation of all programs in Colombia? This issue needs to 
be considered from the standpoint of governance and management as well as the structure 
and implementation of research programmes.
9
(e) Issues Identified by CIAT Management
Partnerships: In recent years CIAT has entered into a variety of new 
partnerships. These include closer alliances with CGIAR members from tropical countries; 
producers associations and other private organizations including NGOs; strategic alliances 
with research organizations hosted at CIAT. In addition, CIAT's traditional partnerships with 
NARS has been evolving as the public sector NARIs have downsized in many countries and 
regional networks have become increasingly autonomous or imperilled as their donor funding 
has been withdrawn. The management of this changing array of partnerships is a critical 
issue for CIAT.
♦> Operational Mandates: CIAT's operational mandates have evolved significantly 
over time, including at one time, animal health, maize, small farm systems and swine. In the 
early 1990's new elements were added. It is natural, therefore, that CIAT's operational 
mandates are revised periodically to adjust or include new elements in light of changing 
circumstances.
♦> Scientific Integration: Effective integration of interdisciplinary research is 
essential to the implementation of CIAT's central mission of improving agricultural 
productivity and natural resource management. Because integrating research across a wide 
variety of disciplines has been a priority of research management, an appraisal of whether 
CIAT is maximizing interdisciplinarity in its research when opportune and appropriate would 
be useful.
♦> Organizational Flexibility: Due to the need to deploy interdisciplinary teams to 
tackle changing challenges, organizational flexibility is essential. It would be useful for the 
EPMR to consider whether CIAT has put in place policies and organizational structures to 
facilitate flexible response to emerging demands.
Security: In the last decade CIAT scientists and their families have been victims 
of violent acts in a number of countries, both in Africa and Latin America. Scientific 
research has had to cease in some countries with resident CIAT staff (e.g. Ethiopia, Rwanda) 
and in other cases (e.g. Colombia, Peru) some ongoing research has been impeded at times. 
The management of research programmes in the face of a variety of threats and risks of 
violence is clearly an important issue CIAT that the EPMR is asked to comment upon.
1.6 CIAT’s Response to the Recommendations of the 1995 External Review
The 4th EPMR, conducted in 1995, found CIAT on recovery from serious 
organizational and financial problems, which weren’t over yet. The Panel made several 
recommendations to assist the centre in improving its Research and Resource Management. 
CIAT generally agreed with the analysis and recommendations of the 4th EPMR. Many of 
the recommendations dealing with scientific approach related to institutional and 
management questions, which became the immediate task of the 1995 nominated new DG 
leading to the organizational restructure in 1996. The 4th EMPR recommendations, the 
Centre’s response to them and the status of the implementation of the suggested changes, 
with revision by this EPMR Panel, are presented in Appendix V.
10
CHAPTER 2 - SAVING BIODIVERSITY
2.1 Introduction
Genetic resource conservation and utilization can be considered the most international 
of all CGIAR activities, and such work produces significant international public goods. 
Because most countries cannot afford to hold all of the germplasm resources needed, an 
international system, of genebanks has developed, in which CGIAR centres hold extensive 
global or continental collections. Other genebanks hold duplicate collections to guard against 
catastrophic loss of valuable collections by war, fire, earthquake or other natural forces.
Central and South America comprises one of the world’s great areas of diversity of 
plant genetic resources (PGR). When Cl AT was established, it was given responsibility to 
collect, evaluate, conserve, characterize, document and distribute germplasm of cassava
(Manihot), common beans (Phaseolus) and tropical forages. With the founding of the 
CGIAR, CIAT received a global mandate - including germplasm responsibilities - for 
cassava, common beans and tropical forages. Since 1982, because of the importance of 
endemic PGR in Latin America, the International Plant Genetic Resources Institute (IPGRI) - 
and its predecessor institution, International Board on Plant Genetic Resources (BPGR - has 
stationed a Regional Co-ordinator at CIAT to strengthen collaboration in genetic resources 
work in the Americas.
Developments in biotechnology, information technology, remote sensing and 
participatory research have provided new tools and approaches that could help improve 
genetic resources conservation and utilization. Molecular tools are now available to dissect, 
analyse and direct the nature and pattern of genetic variations in plant species and their 
associated organisms. GIS enables better understanding of the spatial distribution of genetic 
resources as well as bio-physical factors contributing to their distribution. Computer 
technology and bio-informatics have also rapidly evolved, allowing development of fast, 
accurate and user-friendly databases. Such developments are bringing profound changes in 
genetic resources conservation and utilization. CIAT selectively develops and uses these new 
tools to understand, conserve, and utilize genetic diversity of its mandate crops.
2.2 Plant Genetic Resources (SB-1)
2.2.1 Evolution
Genetic resources work began at CIAT in 1978 with the establishment of the Genetic 
Resources Unit (GRU). Early work focused on collecting Phaseolus beans, cassava and 
tropical forages and distributing germplasm to national programmes on request or through 
international nurseries. Early on, seed health and tissue culture were added to the GRU, and 
because cassava is vegetatively propagated, emphasis was given to ways of storing cassava as
tissue cultures and later, in cryopreservation.
In 1994, CIAT's bean, cassava, and tropical forage collections were placed ‘under 
FAO...in trust for the benefit of the international community, in particular the developing 
countries, in accordance with the International Undertaking on Plant Genetic Resources'.
11
Before 1978, germplasm activities were integrated with breeders in the Bean, Cassava
and Tropical Pastures Programmes. Since 1996, when the new project framework was
introduced, the GRU became, virtually unchanged, project SB-1: “Integrated Conservation 
of Neotropical Genetic Resources”, with three objectives: 1) to assemble germplasm 
collections that are available to users, meet international standards, and are relevant to 
conservation; 2) through training, to help build regional capacity in conservation sciences and 
techniques; and 3) to develop in situ conservation methodologies for farmer landraces and 
wild relatives. Related objectives include:
• To improve or develop conservation techniques integrating conventional and modem 
biological technologies and focusing on ex situ collections of mandate germplasm, with 
linkages to in situ conservation on-farm or in protected areas.
• To assess and characterize the structure and diversity of genetic resources of wild and
cultivated mandate species, selected non-mandate species, and associated organisms 
through use of analytical genomic technologies and agroecological information.
• To make genetic resources, databases, and genetic stocks and pertinent information
available to users at CIAT and partner institutions.
During the period under review the responsibilities of the GRU were expanded to 
include in situ conservation, and native biodiversity areas not covered previously.
2.2.2 Achievements and Impact
The GRU continues efforts to conserve and distribute germplasm of CIAT’s three 
mandated crops: beans, cassava and tropical forages. Related to those efforts are modest 
advances in methodologies and procedures to assure seed health in storage, long-term storage 
of seed materials (mostly beans and tropical forages) and vegetative materials (cassava) as 
tissue cultures or in cryopreservation. Such advances are operational in nature but science- 
based. SB-1 operates both as a service unit and a research unit for specific problems, usually 
in close collaboration with SB-2, with which it shares staff.
From its beginning CIAT has actively collected Phaseolus, Manihot spp. (cassava and 
its wild relatives) and tropical forage legumes and grasses. Today CIAT holds about 10 
percent of the total accessions held in trust by the CGIAR, and the collections are as follows.
Phaseolus beans
Accessions of P. vulgaris 25,454
Other cultivated species 3,002
Wild species 167
Tropical forages
Legumes - total accessions 18,559
Grasses - total accessions 1,916
Manihot (cassava)
M. esculenta (cassava) total accessions 5,537
Wild species 330
Total 54,965
Seeds of beans and forage species are stored in long-term storage facilities at Palmira, 
and cassava is stored in vitro and in field genebanks. Core collections have been developed 
for cassava and beans. Using molecular markers, the genetic structure of wild and cultivated
12
beans and cassava collections have been characterized, thereby helping to define genepools 
and provide insights into domestication and genetic distances.
The entire cassava field collection is duplicated in vitro, has been screened for viruses 
and viroids, and is sub-cultured every 12-14 months. A cryopreservation method was 
developed, but the technique still needs improvement, as recovery rates are highly variable 
between genotypes, and the method is not yet reliable for all clones.
During the review period, the GRU distributed some 10,000 samples per year to 
different users. Such samples are covered by Material Transfer Agreements, in accordance 
with the FAO trusteeship agreement.
Some progress was made in characterizing and evaluating collections and in 
developing new conservation and enhancement strategies and/or methods. Major backlogs 
still exist in characterization, evaluation, duplication, and regeneration of the collections.
GRU is contributing to the Systemwide Information Network for Genetic Resources 
(SINGER), which links independent Centre databases. CIAT databases are being unified 
under the same format.
Following restructuring of CIAT, the GRU budget also absorbed the costs of various 
training activities.
Project scientists produced a total of 42 publications during 1995-1999, including 17 
in refereed journals, 11 in conference proceedings, and 8 book chapters.
2.2.3 Future Strategy
Over the next several years, upgrading the genebank will be a main task. The 
Systemwide Genetic Resources Programme (SGRP) study of genebank upgrading in the 
CGIAR lists the following necessary tasks for CIAT:
1. Processing - removal of backlogs for bean, cassava and forages, with initial viability 
testing of regenerated materials.
2. Storage - For long-term storage; incorporate upgraded multiplication of 24,000 beans and 
forages, plus a further backlog of 18,000 samples. Entire designated cassava collection 
(5,728 clones) to be placed in cryopreservation.
3. Regeneration. Regenerate 32,000 beans and forages. Rationalize heavy distribution of 
samples that depletes stocks and requires more regeneration.
4. Safety back-up storage. Work in association with CATIE (Costa Rica) and CENARGEN 
(Brazil); some 42% of the collection is duplicated now; 24,000 new accessions will be 
duplicated, and samples sent earlier for duplication will be replaced with materials of 
good viability.
5. Characterization. 61% of the overall collection needs characterization. Morphological 
screening should be complete and specific molecular markers used (phaseolin for 18,000 
beans); allozymes will be used for 4,000 selected forages of Stylosanthes and Brachiaria.
6. Information. Information management needs upgrading. Bar coding will be introduced 
in the in vitro collection and the seed collection.
7. Germplasm health. 35,000 seed accessions and 2,400 clones of cassava to be checked. 
Equipment is needed for disease indexing of cassava.
13
8. Germplasm Supply. Rationalization and better planning as an integral part of genebank 
management.
While genebank upgrading will receive highest priority, other important activities will 
also be pursued. Exploration is still needed in some areas e.g., cassava in the Caribbean, to 
sample completely its genetic variability.
Continuing research on priority areas includes:
• Slow growth in vitro and reliable methods of cryopreservation of cassava.
• Diagnostic techniques for detection and identification of seed-borne pathogens.
• Relationships between landraces and wild relatives, and the relative importance of each.
• Structure of gene pools.
• Spatial distribution of genetic diversity.
• Geneflow between wild relatives and landraces of rice and beans, comparative mapping 
of all populations of wild relatives.
• Biodiversity at the farm level (see Section 4.6).
2.2.4 Overview and Assessment
The GRU work is very important and has good leadership with lots of drive and 
enthusiasm. The genebank faces many demanding operational and collaborative tasks and is 
seriously understaffed, especially because of added tasks to which it must also respond. 
Operating a genebank to meet global needs as well as international standards is complex and 
demanding. The Panel commends the GRU staff for its dedication, enthusiasm and the 
professional way it handles its tasks.
Cl AT holds in trust the largest global collections of cassava and Phaseolus beans1, 
which constitutes a major responsibility for the Centre. Current annual costs of CIAT's 
genebank activities averaged US$ 926,500 for 1998 and 1999, with 70% going to meet 
personnel costs and 20% for supplies and services2. CIAT ranks second in the CGIAR to CIP 
in current average annual costs of its genebank operations. After upgrading is completed, 
CIAT's genebank costs are estimated at US$ 950,000 per year, highest in the CGIAR.
The 1997 Centre Commissioned External Review (CCER) of SB-1 concluded that 
CIAT germplasm scientists were dedicated, of high quality and worked hard. The CCER 
commended SB-1 for keeping abreast of latest scientific issues, incorporating new scientific 
developments into its work, networking with others, and connecting strongly with project 
groups in CIAT and other institutions.
The 1997 CCER considered that CIAT’s special assets in germplasm work were: 
extensive collections, vast field and greenhouse space, and dedicated support staff. Further, 
the CCER pointed out that germplasm resources held by CIAT can be directly accessible to 
development, “...assuring CIAT a singular niche in tropical agriculture”. However, the 
CCER feared that CIAT’s niche in germplasm work is threatened by too broad
1 Source: FAO, 1996. Report on the State of the World's Plant Genetic Resources for Food and Agriculture, 
FAO, Rome.
2 Source: CGIAR System-wide Genetic Resources Programme (SGRP, 2000, A Funding Plan to Upgrade 
CGIAR Centre Genebanks).
14
responsibilities; that changing from programmes to projects has resulted in short-term 
scientific objectives tied to specific restricted funding; that budget cuts have resulted in 
decreased staff; and that together these issues are beginning to blur the focus of research 
activities. The CCER concluded the staff is trying to fulfil the multiple tasks and "is simply 
spread too thin, both in human resources and expertise..." and that it is “...imperative for the 
maintenance of CIAT's central position in international agriculture that this situation be 
remedied". The Panel agrees with this assessment.
The 1997 CCER stated that CIAT’s objectives for the genebank must be very 
carefully defined and managed, so that existing research staff can produce outstanding 
research that will not only meet international standards, but also will maintain the Centre’s 
central role. Funding changes may have serious effects well beyond the level of support. 
Tightly linking of special funds to specific objectives would broaden the range of research, 
thereby narrowing the flexibility and discretion of potential work to be done within CIAT and 
outside. Commitment of support would also be shortened, “making long-term research 
almost impossible".
The CCER concluded that many aspects of work in SB1 and SB2 do not fit in a 
project mode, and stated in regard to the project system: "The clearest example is the 
germplasm conservation activities, which are a basic, mandated function of CIAT, 
independent of projects". The CCER pointed out that a project format does not preclude 
adequate support and flexibility, because portions of the core budget could be set aside to 
support germplasm conservation and core SB-1 activities. This would provide security and 
flexibility, while maintaining accountability.
The Panel was concerned to learn that new CIAT initiatives in non-mandate crops 
may add to the workload of an already-overextended genebank. For example, conservation 
of tropical fruits endemic or indigenous to Latin America is in itself a difficult task, but the 
possible future involvement in introduction and conservation of exotic fruit crops from other 
regions, e.g. citrus and mango from Asia, could present essentially open-ended operational 
and research-related problems for the GRU.
The Panel wishes to focus attention to the ongoing negotiations on the International 
Undertaking (IU), the implications of which could have far-reaching consequences on
CIAT’s, and the CGIAR’s, genetic resources activities. Extended negotiations on the 
International Undertaking (IU) are complicating CIAT’s ability to undertake explorations, as 
agreements must be negotiated before hand about management of the collections. Partly 
because of the lack of an agreement, no new explorations have been made since 1998, and 
little novel germplasm has been added to the collections. The IU negotiations are also 
affecting the exchange of germplasm, traditionally the GRU’s key global service. A failure 
of the IU negotiations will likely pose a threat to the status of the collections. Possible 
demands and claims for repatriation could be a major burden for all CGIAR Centres. 
Germplasm exchange could be severely impeded, and all crop improvement activities could 
be jeopardized.
The Panel considers the genebank operations to be of global importance, particularly 
if, under a favourable IU, the CGIAR centres will be given a special role in benefit sharing 
mechanisms in accordance with the Convention on Biological Diversity. This may have 
implications for the need but also for the availability of funding. An IU, placing the genetic 
resources of agricultural and food crops under a multinational agreement system, would be
15
imperative for the functioning of the CGIAR genebanks. Thus, the Panel urges CIAT to put 
emphasis on this issue through its Board and national partners and, together with the other 
Centres in the CGIAR system, engage in collective and constructive efforts to ensure that the 
interests of their purported beneficiaries, especially the poor, are always served.
The Panel notes that the collective efforts through the SGRP seek to secure funding to 
upgrade the genebank. This excellent opportunity requires constant attention by the Centre’s 
Management and Board, in concert with other IARCs, to ensure that the proposed funding 
will come through.
Because of the global responsibility assumed by CIAT for its germplasm collections 
held in trust, and the urgent need to upgrade the genebank and its operation, the Panel 
recommends that CIAT give urgent priority to obtaining necessary funds to comply with the 
Systemwide Genetic resources Programme on upgrading CGIAR genebanks; that a timetable 
of 5 years be set to complete the upgrade effort; and that Board and Management examine
needs - staffing, special equipment, etc. - to ensure that upgrading is carried out successfully.
Because CIAT holds in trust the largest global collection of cassava among its total 
collections of over 50,000 accessions; because the storage and management of this 
vegetatively propagated crop is costly due to high labour inputs, and because storage in tissue 
culture, even with slow-growth methods, poses some risks to the genetic stability and safety 
of the germplasm, the Panel recommends that CIAT direct major effort to develop a reliable 
cryopreservation method to cut costs and to guarantee the long-term safety of these 
collections.
2.3 Understanding and Using Agrobiodiversity (SB-2)
2.3.1 Evolution
In 1978-79, CIAT’s genetic resources unit initiated research to apply cellular 
physiology/tissue culture to cassava germplasm conservation and pathogen eradication. 
Following the recommendation of the 1984 EPMR, the Biotechnology Research Unit (BRU) 
was created in 1985, with responsibilities to: 1) conduct centre-wide research to support the 
four mandate commodities; 2) bridge advances in basic research that applied to constraints 
related to CIAT programmes and 3) build biotechnology capacity in developing countries.
By 1992, the BRU had established three lines of research: tissue culture and genetic 
transformation, molecular biochemistry, and application of molecular markers to 
conservation and breeding. About the same time an Agrobiodiversity Team, an informal 
scientific resource group, was formed to apply biotechnology to genetic resources
characterization and utilization.
Following the 1995 reorganization, the BRU and the Agrobiodiversity Team merged 
to form Project SB-2: "Assessing and utilizing agrobiodiversity through biotechnology", 
which integrated the work of BRU with related activities of the four commodity programmes. 
Some activities were also decentralized, e.g. in vitro preservation of cassava and protein 
electrophoresis in SB-1, and anther culture of rice in IP-4. In this manner, biotechnology 
research in SB-2 explores and develops new areas, while developed and mature 
biotechnologies are devolved to, and used by, the “applied projects .
16
The objective of SB-2 is to apply modem biotechnology to identify and use genetic 
diversity to broaden the genetic base and increase the productivity of mandated and selected 
non-mandated crops. Main expected outputs are: improved genetic diversity characterization 
of wild and cultivated species and associated organisms; genes and gene combinations to 
broaden the genetic base; and enhanced collaboration with public and private sector partners.
2.3.2 Achievements and Impact
Since its initiation in 1995, the project has achieved significant results in various 
areas, as follows (see also Systemwide Report on plant Breeding Methods, 20001)
• DNA-based genome analysis
Characterization of the genetic structure of cassava, bean, cassava bacterial blight 
and rice blast using molecular markers.
Development of new microsatellite markers in cassava, bean and Brachiaria. 
Mapping the genome, including producing the first molecular map for cassava, 
and locating genes for resistance to cassava bacterial blight, cassava whitefly, 
African Cassava Mosaic Disease vims (ACMD), Bean Golden Mosaic Vims 
(BGMV), bean anthracnose, as well as genes for phosphoms uptake in bean, 
apomixis in Brachiaria, and others.
• Genome modification and/or enhanced utilization
Useful gene introgressions from wild relatives for yield in rice, associated with 
10-20% yield increase.
Introgression of genes from tepary bean for resistance to bacterial blight in 
common bean
Development of genetic transformation method for Brachiaria.
Rice transformation with rice hoja bianca vims (RHBV) coat protein gene. 
Genetic engineering in view to genetic transformation, with a Cry IA (b) gene and 
a cassava bacterial blight pathogenicity gene.
Efficient micropropagation (RITA) in cassava.
• Research and other collaborations
Production of a cassava BAC library.
Assembling DNA clone collections, libraries, strains, others.
Cassava Biotechnology Network.
Various workshops on molecular diversity, tissue culture, genetic transformation.
Contribution to development of biosafety regulation and public information.
Many of the above outputs and achievements are already in use or are close to field 
application. For instance, tagging of the bgm-1 gene for BGMV resistance has demonstrated 
the feasibility of effective marker-assisted selection using a SCAR marker. Marker assisted 
selection (MAS) for the apomixis gene in Brachiaria is being initiated. Similarly, MAS is 
planned for blast resistance genes in rice. Cassava micropropagation is being adapted for 
farm-level commercial operations.
Glaszman, J.C., R. Visser and R. Hautea. Preliminary Report for the C1AT PBM Review, March 27-31,2000. [Systemwide Report on 
Plant Breeding Methods, TAC Secretariat 2000]
17
Efficient transformation techniques for indica rice were developed. Rice lines 
genetically transformed for RHBV resistance are now available and will be field- tested soon 
after approval by Colombian biosafety authorities.
New lines of work are being explored in bioinformatics (CGIAR links with NCGR; 
USAID/USDA support with Cornell University) and functional genomics (EST development 
for cassava with IRD-Agropolis).
Project scientists produced a total of 153 publications during 1995-99, including 61 in 
refereed journals, 48 in conference proceedings, and 6 book chapters.
2.3.3 Future Strategy
The project will continue to develop and apply modem biotechnology concepts and 
techniques to characterize genetic variability of mandate and non-mandate commodities and 
associated organisms, and to improve genetic conservation and enhancement.
Molecular markers will be developed and used in MAS in beans, cassava, rice and 
Brachiaria). High-throughput assay capacity for PCR-based markers will be developed to 
move them to application in genetic resources management and commodity improvement.
Initial products from genetic transformation will be evaluated. New, selective 
applications of genetic transformation techniques will be sought for mandate crops, e.g. 
starch modification in cassava.
Strategic partnerships with advanced research institutes and the private sector will be 
pursued. Partnerships with NARS in collaborative research and capacity building will be 
strengthened. A regional genome research and service facility is being considered.
2.3.4 Overview and Assessment
The Panel is impressed with the quality of the science in biotechnology research and 
its high level of integration into the genetic resources and commodity improvement projects. 
The integration is apparent in several aspects, such as:
• Established, operational interdisciplinary teams that bring together different expertise, 
including biotechnology, into genetic resources and commodity improvement projects.
• Identification and prioritization of biotechnology activities consistent with genetic 
resources and commodity improvement objectives.
• Selective, focused applications of biotechnology techniques combined with more 
traditional techniques in genetic resources conservation and enhancement.
• Adoption of biotechnology techniques for routine application by the genetic resources 
and commodity improvement projects (e.g. anther culture in rice breeding, 
micropropagation of cassava in genetic resources conservation).
The Panel is pleased with the balance between exploratory research and new 
methodology development, and deliberate efforts to use new applications in genetic resources 
conservation and germplasm enhancement. The most relevant techniques for immediate or 
short to mid term impact are in place or in progress. Several matured technologies have been 
passed to application groups, while arrangements are being made to accommodate pioneer
18
applications of the most recent advances. Strategic partnerships have been established to 
develop future resources in structural and functional genomics.
Biotechnology research activities and requirements are expanding because of high 
demand for biotechnology applications by the genetic resources and commodity improvement 
projects. There is also an increasing demand from NARS for training and capacity building 
in biotechnology applications, collaborative research, and biotechnology-related policy issues 
(e.g. biosafety).
The CIAT biotechnology facilities are now close to saturation. The full 
implementation of MAS will require additional space and high-throughput capacity, to ensure 
that a routine/service laboratory is accessible to all users, without constraining new
technology development research. Further adaptive research will be required to reduce 
operational costs.
CIAT hosts external research groups working on common research themes, e.g. the 
National University of Colombia and the Von Humboldt Institute in regard to biodiversity 
analyses. This indicates a trend toward integration of CIAT’s comparative advantages in 
biotechnology with that of the host country and LAC, with local and regional programmes in 
biodiversity conservation, enhancement and utilization.
The above strategy to build a critical mass of scientists quickly and to attract further 
investments will ultimately enable CIAT to have access to a full range of technologies. 
Similarly, this approach can also attract graduate students, visiting scientists, and research 
interns and trainees to work on joint projects. Also, CIAT’s mandate for building h uman
resource capacity would be served and kept relevant.
Because of the potential benefits from biotechnology applications to CIAT’s mandate 
and priority non-mandate crops; because of the needs of its partner NARS for effective 
applications of new technologies to address important research areas, and because of the 
limited capacity of most NARS in the region to undertake agri-biotechnology research and 
development, the Panel enjoins CIAT to take the opportunity (and responsibility) to serve as 
a bridge for the “new sciences” with its partner NARS. The Panel suggests that CIAT should 
establish a regional biotechnology research centre, in concurrence with 1997 CCER, 
principally to serve the collaborative research and training needs of its partner NARS.
2.4 Overall Assessment
CIAT has a major global responsibility - to collect, conserve, document and make 
available useful materials from its world collections of cassava, beans, and tropical forages. 
CIAT holds these germplasm “in trust”, on behalf of the global community and the present 
and future generations, to contribute to improved agricultural productivity and reduce poverty 
and natural resource degradation.
The Panel commends the CIAT staff for their dedication, enthusiasm and hard work 
in a.s sembling and managing the large germplasm collections of CIAT’s mandate crops.
I heir task is huge, and particularly difficult when resources are scarce. Some bottlenecks in 
the genebank and its operations are not easy to overcome under any circumstances. Even
19
with immediate infusion of adequate resources, the genebank “cannot buy time”, and it will 
take several years just to catch up to meet and satisfy fully its responsibilities.
The Panel notes that less than half of the collections are characterized, and suggests 
that characterization and regeneration of collections be accelerated. The Panel became aware 
of the wealth of evaluation data, accumulated over the years, that reside in other CIAT 
projects and or scientists. Such information is a valuable link between germplasm 
conservation and use; however it could be unintentionally dispersed and lost. The Panel 
strongly suggests that CIAT make an immediate effort to assemble all existing evaluation 
data about its germplasm accessions and collections, and in concert with SINGER (see 
Section 7.4), organize these data in an appropriate database. The Panel stresses that any 
further diminution in the capacity to evaluate the germplasm collection will effectively erode 
the value of one of CIAT’s key resources - its germplasm.
The Panel is pleased to note that CIAT at the beginning of the review period 
recognized that the genebank and its operations needed major upgrading, and that modest 
improvements were made in physical infrastructure, seed health and viability testing, drying, 
and storage. Despite those improvements, the Panel emphasizes that upgrading must be 
accelerated and cannot be further delayed. As of 1999, a huge backlog existed in several key 
areas. The Panel understands the backlog is due in part to limited resources, despite the fact 
that the GRU was largely exempted from budget cuts when CIAT had to scale down its 
operations in 1995/96.
Because of the global responsibility assumed by CIAT for its germplasm collections 
held in trust, and the urgent need to upgrade the genebank and its operation, the Panel 
recommends that CIAT give urgent priority to obtaining necessary funds to comply with the 
Systemwide Genetic Resources Programme on upgrading CGIAR genebanks; that a timetable 
of 5 years be set to complete the upgrade effort; and that Board and Management examine 
needs - staffing, special equipment, etc. - to ensure that upgrading is carried out successfully.
Because CIAT holds in trust the largest global collection of cassava among its total 
collections of over 50,000 accessions; because the storage and management of this 
vegetatively propagated crop is costly due to high labour inputs, and because storage in tissue 
culture, even with slow-growth methods, poses some risks to the genetic stability and safety 
of the germplasm, the Panel recommends that CIAT direct major effort to develop a reliable 
cryopreservation method to cut costs and to guarantee the long-term safety of these 
collections.
The Panel is concerned that the International Undertaking on Genetic Resources (IU) 
could have far-reaching implications for CIAT and CGIAR genetic resources activities. 
Failure of the IU poses a threat to the status of collections. Possible demands and claims for 
repatriation could be a major burden for the Centre. Germplasm exchange could be severely 
impeded, and all crop improvement activities could be jeopardized. The Panel urges the 
Board to give this matter priority attention, together with other IARCs and partner NARS.
The Panel was impressed with the quality of the science and biotechnology research 
at CIAT and its targeted applications to genetic resources conservation and enhancement. 
The use of new tools for targeted “mining” for important genes is already demonstrating 
potentially huge payoffs, such as the identification of quantitative trait loci (QTL) from wild 
relatives of rice. Other examples of potentially major finds are new resistance genes against
20
important diseases and insect pests. The Panel enjoins CIAT to pursue these efforts 
vigorously and bring them to application as early as possible.
Because biotechnology research at CIAT generates a new class of genetic resources; 
e.g. clones, sequences, probes, transgenic organisms, and associated information; because 
these new genetic resources are as valuable as “traditional” genetic resources; and because 
they will become increasingly more important for research and technology development, the 
Panel recommends that CIAT adopts the broader concept of agrobiodiversity to include the 
new class of genetic resources, and develop appropriate policies and protocols to manage
their conservation, exchange and use.
Biotechnology moves at a very rapid pace. It is essential that CIAT maintains and/or 
strengthens integration of biotech research with genetic resources and commodity 
improvement, and the capacity to keep abreast with pertinent scientific developments.
Managing biotechnology research goes well beyond the scientific and technical 
aspects. Equally or perhaps even more important are broader issues of intellectual property, 
biosafety, food safety, and public acceptance, particularly of transgenic products. The Panel 
notes that CIAT recently developed a policy on intellectual property and is also aware of 
similar systemwide activities.
Because agrobiodiversity conservation, enhancement and use is central to the mission 
and international research responsibilities of the CGIAR and CIAT; and because the 
emergence of the private sector as a major technology provider within the new global regimes 
of intellectual property and biosafety has profound and pervasive implications on the 
generation of international public goods, the Panel recommends that CIAT, within the 
framework of the CGIAR, develop at the earliest possible time a comprehensive policy, 
operational strategy and capacity to manage its research and development efforts on 
agrobiodiversity to ensure maximum access to and ffeedom-to-operate in the use of genetic 
resources, biotechnology applications and information, and the safe deployment and use of 
products derived from them.
21
CHAPTER 3 - IMPROVING PRODUCTIVITY
3.1 Introduction
In the CGIAR system, CIAT has the global mandate for beans, cassava and tropical 
forages, and the regional mandate for rice in Latin America and the Caribbean. These 
commodities have always been considered important to the poor, and their importance to 
global food security and poverty alleviation has not diminished.
In vast areas of the tropics, degraded lands, drought, acidic and low fertility soils and 
erosion are severe constraints to sustainable crop and animal production. If only some of this
tremendous area could be rehabilitated and made more productive, it could help millions of 
the world’s poor who live there. The CIAT mandate commodities are often among the only 
crops that can grow and sustain people under these harsh conditions.
3.1.1 The Common Bean
The common bean (Phaseolus vulgaris) is the most important grain legume for human 
consumption. Some 60 percent of world production comes from Latin America and Africa. 
Most production is on small farms that are often dispersed and located on hillsides and in 
fragile environments.
Most beans are consumed in or near their production areas. Consumption remains 
high in countries where they are traditionally eaten, and is increasing in others. Analysis of 
consumption according to economic strata, shows as much as 20% higher figures for the 
lower strata than average. Important sources of protein and minerals, beans are indeed “the 
meat of the poor”.
3.1.2 Cassava
Cassava is grown in some 90 tropical and subtropical countries and provides food for 
500 million people - mostly the poor, and provides livelihood for many millions of poor 
farmers and countless processors and traders, many of them women. A hardy crop, cassava 
can be grown in difficult conditions by resource-poor farmers.
There are great differences between continents in cassava use: human food is its 
dominant use in Africa, while small-scale processing for industrial use dominates in Asia and 
Latin America. With the exception of some Asian countries, more than 80% of cassava is 
consumed in the country of production, and it constitutes an important food for the poor, 
especially in Africa.
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3.1.3 Tropical Forages
Tropical forages are the basis of most animal production in the tropics. In extensive 
pasture systems and intensive cut-and-carry forage systems, feed for livestock is often the 
most limiting input.
Demand for meat, milk and other livestock-derived products has been increasing 
globally and in developing countries. Livestock is important not only as a source of meat and 
milk, but is equally so for draft in small-scale farming.
3.1.4 Rice
Rice production area in Latin America and the Caribbean is about 6.1M ha, 
representing about 4.1% of the world rice area and about 3.6% of world production. Irrigated 
rice accounts for more than 80% of production, while the area and production of upland rice 
continue to decline. Average yields in the region rose from 3.3 t/ha in the 1960s to 4.6 t/ha in 
1995. During the 1990's, production expanded at a rate of 3.8% annually, reported by CIAT 
to be the highest expansion rate for any region in the world. Today, rice supplies LAC 
consumers with more calories than either wheat, maize, cassava, or potatoes.
Increased world rice production, including LAC, contributes significantly to social 
welfare, particularly in reducing the real price of rice over the last 30 years. As a majority of 
the poor, both urban and rural, spend a high proportion of their income on food, benefits from 
improved rice production are shared among farmers and consumers.
International research and development on beans, cassava, tropical forages and rice 
remain consistent with CGIAR and CIAT missions to ensure sustainable food security and 
alleviate poverty. During the review period, CIAT has conducted research in five projects 
devoted to Improving Productivity (IP). Discussion of each project follows.
3.2 Beans for Latin America (IP-1)
3.2.1 Evolution
CIAT began bean research in 1973 under the Food Legume Production System 
Programme. In 1974, when an international conference recommended that CIAT should 
concentrate on beans, a Bean Production Programme was created, with a global mandate 
responsibility for the crop. In 1977, the name was changed to Bean Programme. The Bean 
Africa Project was created in 1983/84. In the early 1990s, CIAT initiated changes in its 
commodity programmes in accordance with strategic plan. CGIAR funding cutbacks in the 
mid-1990s accelerated the changes. In 1994, the Bean Programme was re-organized into two 
projects: IP-1 (Beans for Latin America) and IP-2 (Beans for Africa).
23
3.2.2 Achievements and Impact
Over the years, CIAT bean breeding resulted in numerous variety releases for LAC, 
Africa and Asia. Looking at cumulative, overall CIAT variety releases since 1970, over half 
of all variety releases were beans - a total of 354 varieties released (243 in Latin America;
111 in Africa and Asia). For the period under review the project achieved the following:
• 45 varieties that trace back to CIAT germplasm were released by 15 NARS in Latin 
America.
• Adoption of improved bean varieties in the LAC varied. As of 1997, areas planted to 
varieties with CIAT-material-content ranged from a low of 9 % in Colombia to a high of 
95 % in Bolivia. Other countries with adoption rates above 50% of “CIAT materials’’ are 
Brazil, Costa Rica and Argentina. Many countries benefited economically from the 
adoption of varieties derived from CIAT germplasm, with Brazil, Argentina and 
Guatemala among the largest beneficiaries.
• The bean core collection has been fully characterized, which has proved very valuable to 
bean researchers world wide.
• In addition to improved germplasm and varieties, the project identified new and 
potentially important sources of resistance to major diseases and insect pests, and sources 
of tolerance to low phosphorus (P), drought and Al toxicity conditions.
• New promising lines with multiple resistances to diseases, insect pests and abiotic 
stresses were developed.
• New knowledge and understanding were generated of the genetics of important traits; 
mechanisms of bean adaptation to edaphic stresses; biology of important pests and 
pathogens; and the development and use of molecular markers for.
• MAS was developed for bean golden mosaic virus resistance, an advance that could 
decrease breeding efforts by about 60% (see Section 2.2).
• Research backstopping was provided to the bean project in Africa and NARS, e.g. 
populations and breeding methodologies.
During the period under review, the project scientists published 9 book chapters, 51 
articles in referred journals, 21 articles in non-referred journals, 104 papers presented in 
congresses, and 9 manuals and other publications.
3.2.3 Future Strategy
Bean breeding at CIAT focuses on distinct production systems. CIAT will continue 
to emphasize genetic enhancement and release of improved populations to NARS, and will 
design improved gene pools for specific production systems, incorporating multiple 
resistance/tolerance to various stresses, with good adaptation and yield, and of preferred type.
CIAT now leads in using MAS for bean improvement. The initial target trait is 
resistance to BGMV - the most important bean disease in LAC. A study is underway to 
confirm and assess the relative efficiency of MAS and to guide its use for bean improvement.
Saturation of the molecular map of bean will be pursued using additional classes of 
markers such as simple sequence repeats (SSRs). The objective is to develop PCR 
(polymerase-chain reaction)-based markers and tag other important genes and traits such as 
QTLs for BGMV resistance, yield and yield components, and P use efficiency. Such new 
markers should facilitate and enhance the manipulation of complex genetic traits.
24
More activities are envisaged in participatory plant breeding and integration with the 
natural resource management (NRM) projects, particularly in Central America.
3.2.4 Overview and Assessment
CIAT bean improvement is organized according to major production systems, viz. 
mono-cropped beans, associated beans as a primary crop, associated beans as a secondary 
crop, and beans in highly unfavourable or fragile environments. This allows a holistic view 
of constraints and priorities relevant to diverse users, identifies opportunities for integration 
of technology interventions, e.g. improved genetics, agronomy and/or resource management, 
and allows a focus in areas of CIAT’s comparative advantage.
While breeding objectives expectedly vary according to production systems, some
common ones do exist; e.g. resistance to principal diseases - viruses such as BGMV and 
BCMV, common bacterial blight, anthracnose, and angular leaf spot. In some systems, 
resistance/tolerance to edaphic constraints such as low P and high Al are important. For 
preferred types, higher yield potential is a priority objective.
The Panel endorses the strategy to serve needs in specific production environments 
and considers it important in achieving potentially higher adoption and impact. Such an 
approach logically can be extended to the micro level, i.e. farm/community level, with 
adoption of appropriate participatory plant breeding (PPB) approaches (see Section 5.4). The 
Panel emphasizes that the success of participatory approach requires strong inputs from 
systems agronomists and social scientists (see Chapter 4), competencies that at the moment 
are inadequate or do not exist in the project. The Panel suggests that the competencies of 
agronomy and socio-economics be made available to the project.
The Panel noted the marked decline in the number of bean variety releases since 
19951, as well as an accompanying decline in the number of varieties per CIAT breeder 
during the same period. Various factors could have contributed to the decline, including the 
shift in emphasis from release of finished varieties to release of improved germplasm; severe 
cutbacks in operational support, and erosion in capacity of partner NARS - and the bean 
networks - to carry out variety development. These possible reasons are not mutually 
exclusive. The Panel endorses the view of the recent impact study4 that this matter deserves 
careful attention and further study because of its potentially broad implications in commodity 
research and development strategies.
The Panel is pleased to note that applied genomics are now being integrated into 
CIAT bean improvement research. MAS in beans will probably be the first successful use of 
applied genomics in breeding CIAT mandate crops, and may serve as model for other grain 
legumes. The Panel endorses CIAT’s efforts to use MAS in beans, and suggests that CIAT 
pursue institutional partnerships with ARI’s and other Centres in an intensified effort to 
saturate the molecular genetic map of beans and other grain legumes.
Considering the diversity of bean production environments and user preferences, as 
well as relatively weak seed support systems in dispersed small farm production, PPB may 
assume a higher importance in LAC. Thus the non-formal sector may assume closer roles
Johnson, Nancy. 2000. Global Impacts of CIAT Germplasm Improvement Programs, 1967-1997: Progress 
Report on the IAEG Study
25
than CIAT partners and NARS in improving and disseminating beans. The Panel suggests 
that CIAT continue to explore, establish and strengthen this partnership.
The Panel commends CIAT for pursuing innovative approaches for improving beans, 
including the use of biotechnology tools and PPB, and encourages the development and 
evaluation of these approaches. In this way, the Centre can advance its own efforts, while 
making a distinct contribution to the body of knowledge on research methodologies.
3.3 Beans in Africa (IP-2)
3.3.1 Evolution
CIAT’s bean research in Africa started in 1983-84 with the Great Lakes regional 
project. Using special funds, bean research was extended into Eastern Africa in 1986-87 and 
into Southern Africa in 1987-88. During 1992-94, these projects were merged under the Pan- 
African Bean Research Alliance (PABRA). PABRA was to facilitate greater efficiency of 
technical collaboration through complementary cross-regional use of donor funds. Its 
specific objectives were: 1) to deployment a smaller number of CIAT staff across sub- 
regions, 2) to use diminishing funds to support research by strengthened NARS, 3) to gain a 
more equal and independent footing for the bean networks and CIAT, and 4) to facilitate 
wider collaboration among bean networks and NARS scientists.
After CIAT’s reorganization in 1996, the Bean Programme was split and Project IP-2 
(Meeting Demand for Beans in Sub-Saharan Africa in Sustainable Ways) was formed. This 
move was part of an emerging strategy to diversify CIAT activities beyond beans, and to 
provide greater administrative autonomy to Africa-based activities because of their physical 
distance from CIAT headquarters. Extensive inter-project links became possible during 1999 
as other CIAT projects evolved and became more involved in Africa.
3.3.2 Achievements and Impact
The following are the main achievements and impact of the project:
• Development and release of improved bean varieties in the region.
Variety releases in Africa increased over the period from 1991-95 to 1996-97. 
Tremendous progress in developing materials with multiple-constraints 
resistance, particularly against the stem maggot, root rots, tolerance to low soil 
nitrogen and P, angular leaf spot, common bacterial blight, and the main viral 
diseases.
• Adoption of CIAT bean varieties.
Impact assessment studies indicate increasing adoption of bean varieties 
developed by or with CIAT, with positive economic impacts.
In Rwanda, farmers and the national bean industry have gained significant 
economic benefits from adopting high-yielding climbing bean varieties.
Some breeders assert that PPB has increased adoption rates of their varieties (see 
Section 5.4.2).
In Uganda 74% of the area in a study site was planted to two bush bean varieties 
four years after their introduction. One of these varieties accounts for 90% of
26
bean earnings, A substantial proportion of low-income adopters reported
increased food security.
• Strengthening Local Seed Supply Systems.
- Farmer groups, including women’s groups, have begun to multiply and sell seed 
from bean varieties they helped to select. Some farmers see ongoing co-operation 
with scientists in PPB as a means of sustaining the market for their seeds (see 
Section 5.4.2).
• Institutionalizing Participatory Research Methods.
Farmers in Uganda and western Kenya have, on their own initiative, begun to 
disseminate PPB and train other farmers to produce seed, (see Section 5.4.2)
Some NARS have incorporated PPB into their breeding programme.
CIAT scientists have included farmers as co-authors of CIAT publications.
• Network Facilitation.
- Two regional bean networks (ECABREN for Eastern and Central Africa and 
SAB REN for Southern Africa).
Pan-Africa network.
- Development of strategic research plans for the region, formulation of national 
research strategies, identification of specialized research inputs from CIAT 
through networks.
• Integrative research on sustainable crop and soil management.
Identification of best options for managing field productivity constraints (see 
Chapter 4).
• Scaling up innovations.
Distribution of 3000 mini-kits (decision guide and leguminous green manure
species seed), training farmers and extension staff, producing posters, and 
providing local institutions with compact disks to facilitate translation into local 
languages.
Research findings demonstrate that understanding how farmers learn about 
management should not be limited to group interviews but should use a
combination of methods.
3.3.3 Future Strategy
Bean productivity and commercialization through ongoing close collaboration with 
farmers, networks and NARSs and thus enhancing sustainable production technologies and 
practices.
Bean improvement activities will continue to focus on multiple constraints. In some 
niches, improved varieties of climbing beans for use both as dry bean and snap bean, will be 
introduced, tested and disseminated.
Participatory and integrated research approaches will continue to be employed, and 
options for crop/pest/soil management will be developed.
27
3.3.4 Overview and Assessment
The African Bean Project has been exemplary in fostering interdisciplinarity. Bio­
physical and social scientists work and publish together and clearly understand and respect 
each other’s work.
PPB is an integral part of the African Bean Project. The Panel conversed with CIAT 
and NARS breeders who, despite their own initial opposition and scepticism, now are 
emphatic that PPB has increased their effectiveness as breeders by shortening the time to the 
release of a new variety and enabling them to produce varieties compatible with 
heterogeneous local conditions and local preferences, (see Section 5.4.2). The project has 
been very effective in implementing and institutionalizing participatory methods in arenas
ranging from local communities to scientific reports. Other CIAT participatory initiatives 
may find a strengthened interaction with the African bean project beneficial, (see Section 
5.4.4). CIAT scientists and their partners have been very effective in working with women
farmers. This should be continued.
The project has effectively facilitated the development of regional scientific networks, 
and other CIAT networks may find it beneficial to strengthen interaction with the African 
bean project.
The Panel notes that the Africa bean project appears to have been successful in 
integrating commodity improvement and NRM activities. Focus on the bean production 
system appeared to have provided the setting for integration. The Panel was struck by the 
effectiveness of the bean “hook” in providing CIAT scientists with an entry point for working 
with farmers on NRM research. A closer study of the Africa bean project appears warranted, 
as a potential working model of integration that may be considered in project implementation 
strategies in Latin America and elsewhere.
While recognizing the commendable work of the project staff in Africa, the Panel also 
recognizes that the Africa bean project has benefited much from other headquarter-based 
research projects and activities in terms of breeding materials, back-up research and 
methodologies.
The Panel notes that the bean activities in Africa have been exclusively dependent on 
special project funding support. As recently as 1999, for instance, it has not received core­
funding support from the Centre, although one position became core funded in 2000. This 
renders the project highly vulnerable to cuts or termination of donor funding. The lack of 
core funding support is also taken by African NARS partners as a lack of long-term 
commitment by the Centre to the continent. The Panel was persuaded by the Project’s 
assessment of the need for additional funds for professional education (including social 
science) for local staff.
Because of the vulnerability of the highly successful African Bean Project to changes 
in donor funding and the impression of African NARS partners that CIAT has no long term 
commitment to the continent, the Panel recommends that CIAT assure the project of long 
term sustained funding to safeguard continuity and the ability to expand into promising areas
such as forages.
28
3.4 Cassava Improvement (IP-3)
3.4.1 Evolution
When the CIAT Cassava Programme was established in the late 1960s, there was little 
knowledge about cassava as a crop or plant— including its biology and problems and 
strengths as a crop. Genetics and genetic improvement were essential elements of the 
learning process. A strategic research programme, undertaken for some 20 years, helped 
build a broader core of knowledge about cassava and its relatives, its pests and diseases, and 
major constraints and opportunities relating to its improvement.
Early priorities emphasized dual-purpose cassava - for direct use as food and for 
industrial uses — including a search for high protein lines. Building on earlier national 
collections in Latin America, an extensive germplasm collection was assembled. Many 
developing country scientists received training in cassava research, and many have continued 
as key collaborators in research and development.
A strong emphasis on pathology and entomology provided a solid underpinning for 
crop protection, and knowledge gained of pest and disease biology and damages provided 
critical information for breeders.
Breeding was done mostly at headquarters, and for reasons of quarantine and plant 
health, true seeds were sent to collaborators in Asia and Africa to be planted and grown out. 
There selections were made of individual plants that could be termed proto-clones that were
then subjected to field and screenhouse testing to identify useful characteristics, particularly 
levels of resistance to major pests and diseases. In most cases, final selections of candidate 
varieties were made by NARS. Emphasis in Asia was selection for industrial uses, mainly 
animal feed or starch. An outposted breeder provided a strategic locus for germplasm 
transfers to Asia, from which new materials systematically were made available to NARS.
When the project structure was adopted in 1996 the Project was named “Roots and 
Development: Genetic Enhancement of Cassava in Sustainable Ways”, and the pathology and 
entomology capabilities in cassava at headquarters were distributed to other projects, mainly
3.4.2 Achievements and Impact
Partly because of the Cassava Biotechnology Network (CBN), started by CIAT, some 
50 laboratories - some third of them in developing countries - now use molecular markers, 
gene cloning, genetic transformation and disease diagnostics in cassava research. Many 
laboratories in developing countries use tissue culture to conserve and manage cassava
genetic resources. CIAT developed the molecular genetic map of cassava - the first done 
solely by a CGIAR centre. CIAT has used the map to tag important traits and genes.
Broadening the genetic base has been a major achievement, requiring collaboration 
with scientists at headquarters, the GRU, BRU, outposted staff, and national collaborators. 
As a result, cassava breeding in Asia had tremendous impact on production in the region, by 
making germplasm available to NARS in a form useful in breeding and selection.
29
Without doubt, the greatest impact of CIAT’s cassava work has been its collaborative 
efforts - with IITA playing the leading role - in the biocontrol of cassava mealybug in Africa 
(see Section 4.2, IPM). Economic benefits of that work over the years are estimated in the 
billions of US dollars, and its benefits are continuing. Work on cassava mealybug continues 
in this regard.
Varietal releases in cassava total 61: Brazil-11, China-6, Colombia-7, Cuba-2, 
Dominican Republic-2, Ecuador-2, Honduras-2, Malaysia-2, Mexico-2, Panama-1, 
Philippines-8, Thailand-7, and Vietnam-7. The value of increased production attributed to 
CIAT varieties is estimated at US$ 513 million, of which US$ 391 million was gained in 
Thailand, where CIAT-related germplasm has had its greatest impact and where 52% of the 
cassava area is planted to CIAT-related varieties. The greatest beneficiaries in Latin America 
have been Haiti (US$ 33 million), Brazil (US$ 33 million) and Cuba (US$ 11 million)1. In 
Asia, cassava is a commercial crop, whereas in Latin America most of the cassava is 
marketed as fresh roots. Rates of return on CIAT research in cassava are estimated to be 
24%. Relatively higher rates of returns for regional programmes suggest CIAT cassava 
materials may have higher benefits in new areas.
Scientist-led PPB has been used in cassava to help identify high starch content 
varieties for industrial processing.
In 1995-1999, project scientists had 31 referred journal articles, 6 book chapters, and 
60 conference publications.
3.4.3 Future Strategy
Because of increasing interest in growing cassava in Latin America as a commercial 
crop, breeding objectives will include high yielding processing varieties for starch and other 
products. Dual-purpose cassava will no longer be emphasized, but dry matter productivity 
will receive more attention. To that end, a public/private consortium, CLAYUCA, was 
formed to establish new models to finance and support cassava research and development, 
and to attend to needs of different groups of end-user users, both public and private. CIAT 
sees two advantages in working with CLAYUCA, developing strong relationships with the 
private sector (animal feed and starch industries in particular) and helping to set priorities and 
increase financial support.
In addition to finding varieties suited for industrial processing, breeding objectives 
include: continuing search for disease and pest resistance, root quality, improved plant 
architecture, reduced production costs and plants suited to mechanical planting and 
harvesting. CIAT will maintain a modest effort on developing “cassava”. It will also embark 
on biotechnology research for herbicide tolerances and starch modification in cassava.
Because there is no longer a CIAT breeder in Asia, improved true seeds and virus- 
indexed materials will be sent from Colombia to be tested by Asian NARS as proto-clones 
and/or candidate varieties. CIAT plans to establish a Cassava Biotechnology Network for 
Asia, if external funding is obtained.
1 Johnson, Nancy. 2000. Global Impacts of CIAT Germplasm Improvement Programs, 1967-1997: Progress 
Report on the IAEG Study.
30
3.4.4 Overview and Assessment
Within the CGIAR, CIAT has the global mandate for cassava. In practice, this 
responsibility appears to relate mostly to making germplasm available to Asia and Africa. 
Most new cassava germplasm is made available to NARS through either CIAT or IITA, and 
there are no alternate suppliers of such research and research-related services. In the past 
germplasm was made available in Asia through an outposted CIAT breeder in Thailand who 
then made materials available to NARS. CIAT plans to continue that work through a part- 
time national scientist. The Panel has reservations about this arrangement, given that the 
presence of the CIAT breeder in Asia in the past appears to have produced the greatest impact 
of CIAT cassava germplasm anywhere in the world.
In Africa, CIAT has made endemic Latin American germplasm available by 
systematic introductions through IITA. This work has proved very successful, despite the 
lack of resistance in Latin American germplasm to African Cassava Mosaic Virus (ACMD). 
Thus IITA must protect Latin American lines from infection by the virus. A related 
important matter is the need for CIAT to introduce ACMD resistance into Latin American 
germplasm as a pre-emptive measure in case the virus should eventually reach Latin America 
and devastate the crop.
The global situation for cassava may be changing. Latin America is showing more
interest in industrial uses, but still will want ‘sweet cassavas’ that are low in prussic acid 
(HCN) and that can be marketed as fresh roots. In Asia, industrial cassava seems to attract 
more interest outside Thailand, especially in China where new starch factories are being built 
or planned. In Africa, cassava remains mostly a locally processed and marketed village 
product, or the fresh leaves and roots are used as staple food. The Panel suggests that in view 
of the wide differences in interest in cassava between the continents, CIAT must consider the 
needs of each continent in setting its germplasm enhancement priorities, in order to meet its 
global mandate responsibilities. The project emphasis for industrial cassava is appropriate 
for LAC and Asia but may have little relevance in Africa.
Cassava is one of the few crops for which a global research and development strategy 
has been prepared and which is in the process of being implemented1. That strategic 
document calls for long-range research that includes research related to crop management 
(e.g., pests and diseases, improved planting materials), genetic resources (exploiting the large 
genetic pool in LAC, tissue culture, rapid propagation) and varietal development (use of 
diverse landraces to develop cultivars for small-scale farmers, value added traits, starch 
quality, etc.). CIAT has participated in developing the global strategy and stands to play a 
leading role in providing germplasm resources on demand to NARS.
The CCER in 1998 for the IP projects made six recommendations concerning IP-3, 
that may be summarized as follows: 1) concerns about minimum critical mass to develop 
scientific capacity and impact, including concern about the small size of the cassava project; 
2) need for CIAT to be in touch with market developments; 3) need for upstream research “to 
develop scientific and technological products, targeted at a wider array of consumer needs 
and more favourable growing regions”; 4) two positions were recommended, an eco-
Plucknett, Donald L., Truman P. Phillips, and Robert B. Kagbo. 1998. A Global Development Strategy for 
Cassava: Transforming a Traditional Tropical Root Crop. A report prepared for the International Fund for 
Agricultural Development (IFAD), Rome. 27 pp.
31
physiologist to work on adaptation in different environments, and a chemist or biochemist to 
work on nutrition, root quality, post-harvest deterioration, and starch uses; 5) continued and 
expanded support for research on root rots and whiteflies because of the threats they pose; 
and 6) a focus on pre-breeding rather than conventional breeding, and to reduce breeding 
sites from 6 to 2 distinct environments - semi-arid and sub-humid - which are seen as most 
important zones for future expansion and impact. The Panel finds the CCER to be well 
written and useful. The Panel notes that the Centre has responded positively to some of these 
recommendations. But the panel also agrees that the size of the cassava improvement effort 
is small and probably below critical mass.
At the operational level, the current project apparently lacks the critical mass that the 
global research responsibilities require. The Panel saw little evidence — beyond individual 
scientist’s interests - of strong links between the genetic enhancement programme and key 
scientists from other disciplines.
CIAT needs to consider carefully how it plans to meet its global responsibilities in 
cassava. Core funding levels available for cassava also do not present convincing evidence to
the Panel that CIAT’s global cassava mandate, especially as it relates to needs outside LAC, 
is given high priority by the Centre.
The Panel believes that a global cassava development strategy is important to the 
crop’s future in the world; that CIAT’s mandate and research responsibilities are essential to 
the global development strategy; and that CIAT’s location near the centre of origin of cassava 
makes vital its global role in germplasm conservation and enhancement, especially in view of 
the difficult problems of safe international movement of cassava germplasm.
The Panel concludes that CIAT’s global research responsibilities on cassava require 
sufficient support and staffing; and that CIAT should assert and re-establish its international 
research leadership on cassava.
3.5 Improved Rice for LAC (IP-4)
3.5.1 Evolution
The evolution of the rice project (Improved Rice Germplasm for Latin America and 
the Caribbean) can be traced back to the late 1960’s when high yielding rice varieties were 
introduced into the region by the Rockefeller Foundation programme, which evolved into 
CIAT. During the 1970's, commercial varieties were developed exhibiting high yield 
potential, improved grain quality and resistance to important diseases and insects. The 
International Rice Testing Programme (IRTP) was established and it facilitated the 
distribution of improved germplasm throughout Latin America and the Caribbean. This 
germplasm has been generated through the use of conventional breeding, recurrent selection, 
interspecific crosses, anther culture, and more recently (especially in the period under review) 
through the use of molecular markers (plant and pathogen), and genetic transformation.
The period since the last review has seen the establishment of the Fund for Latin 
American and Caribbean Irrigated Rice (FLAR), a consortium involving both the public and 
private sector dedicated to the support of rice research in Latin America and the Caribbean. 
The founding members were the Institute Rio Grandense do Arroz (IRGA) of Brazil, the
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Federación Nacional de Arroceros (FEDEARROZ) of Colombia, the Oficina Nacional de 
Semillas of Costa Rica, the Fundación Nacional de Arroz (FUNDARROZ) of Venezuela, 
CIAT, IRRI, and GRAD. FLARs mission is the sustainable development of irrigated rice 
production in Latin America and the Caribbean by making it competitive, profitable, and 
efficient while lowering the relative price of rice to the consumer.
3.5.2 Achievements and Impact
The Centre lists the following achievements during the past five years:
• Identification and utilization of genes from wild relatives (Oryza rufipogum, O. 
glaberrima, and O. barthii) of rice for the improvement of yield and stress resistance and 
broadening the genetic base of cultivated rice.
• Improvement of gene pools using a recessive male sterile gene and recurrent selection.
• Improvement of breeding lines for upland savannahs.
• Improvement of breeding lines of upland rice for the highlands of Colombia.
• Enhancement of gene pools through anther culture and embryo rescue.
• Incorporation of the "new plant type" from IRRI into breeding populations.
• Characterization of rice pests and genetics of resistance for rice blast.
• Use of molecular markers in breeding for blast durable resistance.
• Evaluation of transgenic rice plants for the control of Rice Hoja Blanca
• Virus (RHBV).
• Evaluation of rice germplasm for resistance to RHBV and Tagosodes oryzicolus.
• Isolation and characterization of the causal agent and vector of the new virus disease 
entorchamiento.
As with any crop breeding effort, the impact must be evaluated over the long-term. 
The CIAT rice programme has been fully integrated and collaborative with NARS rice 
programmes in the region, so discrete achievements (CIAT vs. NARS) are difficult to 
document. This is a very positive indicator of the approach and effectiveness of the project. 
It is an undisputed fact that CIAT has been, and remains, the heart of rice research in Latin 
America and the Caribbean, so achievements and impact in the region as a whole relate 
directly to the Centre.
Since 1967 nearly 300 new varieties, originating mostly from CIAT improved 
germplasm, were released in Latin America and the Caribbean. Forty percent of the crosses
for these varieties were actually made at CIAT and nearly all the crosses involved a parent 
from CIAT or IRRI. The outcome of this is that modem semidwarf varieties account for 93% 
percent of all flooded rice production, representing more than 80% of total rice production in 
the region. Average yields in irrigated rice areas have risen from 3.3 t/ha in the mid-1960s to 
4.6 t/ha in 1995. The important impact has been on consumers, for whom the real price of 
rice is less than half of what it was in the 1960's. The impact on producers has been mixed. 
Relatively large-scale producers with irrigated land have prospered. Relatively small-scale 
producers on marginal land (particularly upland) have been forced out of rice due to the 
reduced real prices. For small-scale producers on irrigated land, the impact probably has 
been neutral — production has gone up dramatically but lower prices have offset prices in the 
long run. On balance, the programme/project has made an exceptionally beneficial 
contribution to the consumers in Latin America and the Caribbean for whom rice is an 
increasingly important food.
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3.5.3 Future Strategy
The goal of the CIAT rice project continues to be the improvement of the nutritional 
and economic well being of rice growers and low-income consumers in Latin America and 
the Caribbean through sustainable increases in rice production and productivity. Three major 
overlapping areas of endeavour are expected to continue: (1) enhancing gene pools, (2) 
understanding the physiological basis of important rice traits and (3) characterizing host-pest 
interactions.
CIAT rice scientists believe that yield enhancement beyond the present level will 
require the identification of alternative approaches that allow broadening of the genetic base 
of cultivated rice. They plan to focus on pre-breeding activities with the aid of molecular 
tools. This will be combined with conventional pedigree breeding in close collaboration with 
national rice programmes and FLAR. Promising lines will be made available to NARS 
through the INGER network to serve as parents for further regional breeding.
In the near term (2001) CIAT expects to be providing near-isogenic lines with QTLs 
associated with yield for use in LAC breeding programmes. Molecular markers associated 
with important traits such as blast resistance and submergence tolerance will be identified and 
used in MAS. Improved sources of blast resistance will be made available to national 
breeding programmes. Improved upland rice cultivars are anticipated for the highlands and 
other relevant ecosystems such as Pucallpa, Peru. CIAT expects to complete epidemiological 
studies for the control of rice (RHBV) and its vector, Tagosodes orizicolus, and evaluate in 
the field the potential for the use of transgenic plants with resistance to RHBV.
In the next five years, improved yield potential of LAC cultivars is expected through 
the use of genes from wild rice. The introgression of the "new plant type" from IRRI into 
LAC gene pools will be completed. This and other material hopefully will broaden the 
genetic base of national rice breeding programmes. Rice blast populations in LAC will be 
characterized, identifying relevant blast resistance genes, and "partial resistance" to blast for 
use in breeding programmes aimed at durable resistance. IPM strategies will be pursued for 
controlling RBHV and its vector. This strategy will include virus resistance genes from 
transgenic plants. Submergence tolerant cultivars will be utilized to pursue an improved 
weed control strategy.
3.5.4 Overview and Assessment
The CIAT/FLAR arrangement likely represents the future for commodity 
improvement programmes throughout the world. CIAT is to be commended for its role in 
furthering this model of participatory research that encourages the engagement of many (but 
not all) of the major stakeholders. This model has the added advantage of effective use of 
resources for the common good throughout the region.
During the last five years, and over the longer term, output of the programme has 
been exceptional. Based on the comments of the 1998 CCER, and our own observations, it 
appears that the quality and relevance of the science in this project are excellent.
Despite the favourable comments above, the publication rate does not reflect this 
assessment. The CCER recommended that more attention should be given to publications,
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and the project has now established a goal for its scientists of at least two refereed 
publications per year. The Panel commends the scientists involved for setting this goal and 
striving to reach it. It is expected to help in the communication of findings to other scientists 
in the region and will also provide the necessary foundation to apply for external grants. Few 
donors will be willing to provide financial support to scientists who do not have a credible list 
of refereed publications.
CIAT continues to meet its responsibilities toward the upland rice ecosystem in close 
collaboration with EMBRAPA and CIRAD. Though it is declining steadily in area, this rice 
ecosystem is still important in LAC. As the area continues to ratchet downward, research 
investment may need to be adjusted accordingly.
While improved human nutrition is mentioned as goal of the project, it has been 
addressed mostly, if not exclusively, through increased production resulting in a reduced real 
price and increased availability to consumers. Now on the horizon is the prospect to 
manipulate specifically the nutritional characteristics of food staples such as rice. Rice has 
been successfully transformed to induce the production of vitamin A precursors. If this 
technology can be moved to the production stage, it could represent an enormous contribution 
to improved human nutrition. CIAT has done a preliminary assessment to determine the 
acceptability of "Golden Rice" in LAC. Great enthusiasm seems to exist as LAC consumers 
are accustomed to yellow rice and place a high value on it. CIAT should position itself to 
utilize this technology in an expeditious manner, but, at this point, it may be a bit early to 
become involved. The intellectual property issues surrounding this technology are complex 
and CIAT should not become involved until the freedom to operate is clearly established.
3.6 Tropical Grasses and Legumes (IP-5)
3.6.1 Evolution
CIAT has been involved in research in livestock or forages since the late 1960s. Early 
work centred on beef cattle and animal health for extensive cow-calf operations in the 
savannahs (The Beef Programme 1968-1976). When inadequate feed resources were
identified as the major problem in ruminant livestock in Latin America, a new effort was 
undertaken in tropical pastures and forages for the vast acid-soil regions of LAC. The 
Tropical Pastures Programme (1977-1991) aimed to develop grasses and legumes for 
extensive grazing systems with minimal inputs. Emphasis was placed on collecting African 
grasses and Latin American legumes adapted to forest margins and savannahs. Networks 
were used to advance efforts with collaborators in LAC and West Africa. More than 20,000 
legumes and grasses adapted to acid soils were collected. Grasses and legumes were 
identified for pasture/livestock systems in acid soil areas. Methods for forage and pasture 
evaluation were developed.
In 1992, a new Tropical Forages Programme (1992-1996) was formed from the 
Germplasm and Utilization components of the previous Tropical Pastures Programme, and - 
in the same reorganization - some former TPP components (Nutrient Cycling, 
Ecophysiology, Farming Systems and Economics) were transferred to the new Savannah 
Programme. Other work (e.g., seed production) was eliminated. The mandate of the 
Tropical Forages Programme was to develop and deliver selected forage ecotypes to NARS 
and CIAT’s NRM Programmes. A strategy to exploit natural variability in forage plant
35
germplasm was adopted to identify key traits that would overcome specific constraints (acid 
soils, pests and diseases, and drought in target ecosystems: savannahs, forest margins, 
hillsides). Also, forages were to be evaluated for NRM purposes (green manure, erosion 
barriers, cover, and fallow improvement). During its 4 years, the Tropical Forages 
Programme increased the collections - and the range of genetic variability - of legumes and 
grasses. Selected grasses (Brachiaria) and legumes (Stylosanthes) were bred to overcome 
pest/disease problems and new forage species were released by NARS for multipurpose use 
in humid and subhumid environments.
The 1996 restructuring resulted in severe staff reductions at all levels. In 1997, again 
as a result of Centre-wide structural changes, the existing project (Tropical Grasses and 
Legumes: Optimizing Genetic Diversity for Multipurpose End Uses; IP-5) was formed.
3.6.2 Achievements and Impact
Building on the work of its predecessors, the Tropical Forages Project has made 
significant progress in selecting and deploying grass and legume species in LAC and SE 
Asia, and in identifying plant traits associated with higher quality and improved adaptation to 
biotic and abiotic factors. Progress has also been made in developing methodologies to 
screen forage germplasm more efficiently for quality, spittlebug resistance, diseases, and 
adaptation to low fertility soils. The work involved is world-class, well focused and of high 
quality. The team involved is small in number, 5.5 fulltime-equivalent international 
scientists, but their work is focused, strategic, integrated and well led.
Some of the research highlights include:
• Superior lines of Brachiaria developed
Screening procedures developed for Al tolerance, rhizoctonia, and digestibility. 
Three hybrids are being evaluated under grazing.
• Identification of anti-nutritional factors
Tropical forage legumes show high levels of condensed tannins (CT) that 
negatively affect voluntary intake, digestion and N utilization.
Legumes differ in CT types and forms, including extractable and insoluble CT, 
molecular weights, types in tissues, and in tropical legumes, differential 
nutritional effects.
Using the work above, new protocols and laboratory techniques have been 
developed to measure legume forage quality.
• On-farm work (TROPILECHE) in subhumid hillsides
improved forage legume (Cratylia argentea) in cut-and-carry systems can 
substitute for expensive protein supplements in the dry season, 
shrub legumes with improved grass/legume pastures help to intensify livestock 
farms on subhumid hillsides in Costa Rica.
under-grazing, legumes (Arachis pintoi, Centrosema sp.) in association with 
Brachiaria produce 30-70% more liveweight gain and 15-30% more milk than 
grass only pastures.
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• Spittlebug damage can be very serious in Brachiaria
New screening methodologies developed for spittlebug resistance, both in the 
glasshouse and field.
Using the new methods, new sources of resistance were identified and used in 
breeding to produce new hybrids.
Selected hybrid-derived clones show a greater degree of antibiotic resistance than 
the standard resistant check (B. brizantha CIAT 6294 cv. Marandu).
Armed with good screening methodology, crossing elite apomictic genotypes 
produces new superior apomictic segregants that can be tested for commercial 
release.
• Spittlebug ecology and control
Eleven species identified from 5 genera in Colombia, 3 being new reports; four 
species found in Ecuador.
For IPM strategies, study of entomopathogens considered the most promising 
natural enemies for biological control.
• Endophytes in tropical grasses (Brachiaria)
Might cause losses of productivity in grazing livestock.
Their presence increased tolerance to drought of infected plants more than of 
uninfected plants.
The economic importance of Brachiaria in tropical America is well established. In 
Brazil, estimates of the current area under Brachiaria pastures range from 30 to 70 million 
hectares. Brachiaria decumbens is especially important due to its excellent adaptation to 
vast areas of acid infertile soils in places where livestock production is the main land use.
Introduction of B. decumbens in savannahs has resulted in a 2- to 3-fold increase in 
individual animal liveweight gain and a ten- to fifteen-fold increase in production per ha.
The Panel members visiting Central America observed keen interest in Brachiaria by 
farmers in or near reference sites or SOLs where the new materials had been introduced.
The Project publishes the Journal Pasturas Tropicales, which has over 500 
subscribers, and serves as a vehicle for publishing original research results on tropical 
forages. Also, a series of publications has been prepared that deal with the agronomy, 
biology and improvement of grasses (Andropogon gayanus, Brachiaria) and legumes 
(Centrosema, Arachis, Cratylia).
In 1995-1999 project scientists had 84 referred journal articles published or accepted 
for publication; 13 invited book chapters; and 22 workshop and conference papers.
3.6.3 Future Strategy
CIAT plans to characterize the full extent of variability for important traits in key 
forage species, but has not been able to do so due to limited resources. To deal with this, it 
intends to: 1) use MAS to identify QTLs for spittlebug resistance, Al tolerance and forage 
digestibility in Brachiaria; 2) obtain greater precision in genotype evaluation and selection 
based on known biochemical and physiological attributes associated with insect resistance 
and with adaptation to abiotic stresses such as low soil fertility, drought and poor drainage; 3) 
give greater emphasis to selection for forage quality; 4) apply recent knowledge on
37
endophytes to improve grasses for environmental adaptation, yield and persistence; 5) 
develop expert systems to target forage germplasm in its multiple uses; 6) use its new 
greenhouse screening technique to identify Al tolerant Brachiaria recombinant materials 
coming from the breeding programme and 7) identify and isolate genes that contribute to 
adaptation/performance of selected grasses in infertile acid soils.
Research on grass-legume systems in degraded pastures will also be pursued by 
linking closely with the soils project.
3.6.4 Overview and Assessment
The Tropical Forages Project has gone through many changes during the review 
period, but has not lost its sense of priority, focus and mission. Small in size, the 
multidisciplinary team handles an astounding array of problems and challenges, with skill, 
ingenuity and dedication. This small group is one of the few international teams involved in 
tropical forage grass and legume improvement (ICARDA has forage legumes as its mandate 
and ILRI is working on forage genetic resources). It provides a significant global resource 
for tropical germplasm fitting production needs, while at the same time offering opportunities 
for use in niches and larger uses relating to NRM. While the resources available do limit the 
Project mostly to work in Latin America, its forage materials should arouse keen interest in 
Asia and Africa. In Asia, CIAT operates another tropical forage project introducing forages 
to smallholders in a farmer participatory approach. The shrubby forage legumes have 
potential use in Asia and Africa for smallholder cut-and-carry systems. The Panel urges 
CIAT to extend or strengthen its tropical forage work in Africa.
The quality of the science is high and the work is outstanding. The work on 
apomictic breeding in Brachiaria is simple but elegant in design and is almost certain to have 
a high impact. The work on endophytes in tropical grasses is exciting and important. Some 
of the work might be enhanced by closer relationships with Project SB-1.
Brachiaria is probably the most widely planted tropical forage grass in the tropics. 
The new materials coming from the project are vigorous, with resistance to spittlebug, 
tolerant of high soil Al, and more drought tolerant than other grasses that might be used. 
Their vigour and hardiness in acid, less fertile soils where seasonal drought may occur make 
them a strong candidate for planting in pasture rehabilitation, to help restore degraded 
pastures to a productive state, allowing more intensive use of higher producing pastures, 
freeing some lands for crops, and in the end helping to save tropical forests that otherwise 
might be cleared. Another land-saving factor is drought tolerance in Brachiaria, which 
would help balance feed resources over the whole year, thereby freeing some land for 
cropping or for specialized pasture use.
The Panel notes that the level of core support for Tropical Forages Project is low. Its 
work is both rare and valuable, its performance has been outstanding, and its products are 
valued by farmers and producers. Also, its global research responsibility is highly important. 
The project today barely meets critical mass levels, and does so only because of outstanding 
leadership, sharp and clear focus on priorities and strategies, and brilliant science.
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3.7 General Assessment
The various reviews of CIAT’s work stress the importance of the Centre’s commodity 
improvement projects. The Panel reaffirms the importance of the projects in CIATs role and 
niche in international agricultural research and development.
It is the Panel’s considered opinion that the Centre’s commodity improvement 
projects remain relevant and productive. Given the available resources, the projects continue 
to be outstanding, with good focus, always innovative, using the best available science - both 
conventional and new technologies, tools and approaches. Innovations are the core of 
research, and the Panel is very pleased to find many of these in the Centre’s commodity 
improvement projects. The Panel commends Centre management and staff for continuing the 
tradition of excellence at CIAT and for their dedication and hard work.
Commodity improvement is by its very nature long-term. While the Panel gives due 
recognition to the outstanding accomplishments of the Centre during the period under review, 
it is fair to conclude that these achievements and impacts were built on solid research 
undertaken by the Centre during earlier periods. Most of the research achievements during 
the last five years are still in gestation and have yet to produce tangible products, in terms of 
improved varieties released by national programmes and adopted by farmers. Thus the real 
impact of these products, and the research that went into them, can only be gauged in the 
future. Nonetheless, the Panel is optimistic that many of the research achievements during 
the period under review will contribute significantly toward improving the sustainable 
productivity of CIAT’s mandate commodities.
A significant change in research orientation at CIAT and other Centres is the shift 
away from commodity focus into a broader and integrated natural resource management 
approach. The Panel is pleased to note that most of the Centre’s commodity improvement 
projects have moved toward higher integration with NRM (See Section 4). The Panel found 
evidence in this regard, especially in the Africa-based projects. The Panel encourages CIAT 
to strengthen this integration further in all of its commodity improvement projects, and 
suggests that all requisite competencies are provided to the projects.
It is, however, also the Panel’s responsibility to point out potential threats and 
weaknesses in the Centre’s commodity improvement projects, some of which have become 
apparent during the period under review.
The Panel stresses that for most of the Centre’s mandate commodities, there is no 
alternative supplier of knowledge and technologies at the international level. Beans are the 
foremost example. But the same is true for several important aspects of tropical forages, 
cassava and rice research. The commodity improvement projects are operating on minimal, 
even sub-minimal, level of support to discharge their respective global or regional research 
responsibilities effectively. The Panel finds this to be a serious matter of concern that needs 
careful and urgent attention by the Centre Board and management.
The Panel recognizes that resource limitations and the pressure to “move upstream” 
are major determinants of the shift toward more strategic research. While the Panel concurs 
with the positioning the Centres upstream in the research and development continuum where 
it has comparative advantage, it is worth noting that this framework assumes that effective
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alternative suppliers exist and that NARS are able to pick up research responsibilities that the 
Centre once assumed. The Panel is convinced that this is not necessarily the case with some, 
if not all, of CIAT’s mandate commodities and most of its developing country partners. The 
Panel also wishes to bring to the Centre’s attention the ever present possibility and danger of 
indirectly contributing to widening the rift between the “haves" and “have-nots” among its 
partner NARS.
Because of the strategic importance of CIAT’s mandate commodities to the well­
being of the world’s poor; because CIAT is a major if not the only nucleus of international 
research on these commodities; and because research and development on commodity 
improvement requires consistent, long-term and adequate efforts, the Panel recommends that 
the Centre Board and Management commit, secure and provide sustained and adequate 
support to the Centre’s global and regional commodity research responsibilities.
Because of the vulnerability of the highly successful African Bean Project to changes 
in donor funding and the impression of African NARS partners that CIAT has no long term 
commitment to the continent, the Panel recommends that CIAT assure the project of long 
term sustained funding to safeguard continuity and the ability to expand into promising areas 
such as forages.
Because of advances in technology that allow the modification of the nutritional 
characteristics of staple food crops, such as the production of vitamin A precursors in rice, 
and because improved human nutrition would be a major contribution to the welfare of poor 
consumers in LAC; the Panel recommends that CIAT monitor closely the advances in this 
technology as well as the surrounding intellectual property issues, and take all appropriate 
steps to utilize these technologies in appropriate germplasm improvement programmes.
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CHAPTER 4 - PROTECTING THE ENVIRONMENT
4.1 Introduction
In 1991 “preserving the natural resource base” became one of CIAT’s guiding 
principles. This natural resource management focus, which was consistent with CIAT’s long­
standing systems approach, had the goal of contributing to the “generation and use of 
environmentally sound and economically viable options for improved land management and 
productivity increase by stakeholders”.
The new principle reflected growing understanding of the interconnection of the well 
being of an agroecosystem with the well being of the human community that utilizes it. This 
led to methods of research to increase agricultural production sustainably, which assessed 
more explicitly crop improvement techniques in the context of the ecosystems and socio­
economic systems in which they would be applied, and in a more interdisciplinary manner 
than in traditional crop research. Necessary in any agricultural production system, CIAT 
considered it to be particularly crucial in the fragile, high stress environments on which CIAT 
focused. Thus, research at CIAT integrated the CGIAR pillar of crop productivity into an 
interdisciplinary three-legged stool of interactions among germplasm-based technologies, 
environmental systems and processes, and socio-economic systems and processes. Such 
research, of necessity, involved social scientists, economists and bio-physical scientists and in 
many instances, as a matter of efficiency and effectiveness, utilized participatory research 
methods (see Section 5.4).
4.1.1 Analytical Framework
The Panel agrees with the basic NRM principle that the relationship among strategic, 
applied and adaptive research must be iterative and non-linear. Given its complexity, a basic 
challenge of NRM research is the development of an appropriate framework. To aid the 
Panel in its work, a four element framework was devised, including examples of research 
activities for each element. Therefore, the Panel assessed CIAT’s NRM research using the 
following four-element framework:
• Assessment of the status of natural resources and their management at a given site.
Interactive Assessment: project planning by objectives by scientists and 
stakeholders. Science-led Assessment: existing data sets, GIS, standard scientific 
assessment techniques.
• Identification of the key factors linked to the sustainable use of the natural resource.
Interactive identification: observations by local residents and scientists. Science- 
led identification: literature, experiments based on formal hypotheses.
• Research the key processes, principles and structures that determine the ecological and 
socio-economic outcomes of NRM.
Interactive research: farmer research committees and scientists do experiments 
and refine questions. Science- led research: hypothesis testing in field and/or 
laboratory research.
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• Propose solutions and test their validity.
Interactive testing: scientists and farmers suggest solutions and test in formal 
experiments and/or through farmer research committees. Science-led research: 
field studies or experiments for validation
Reference sites: Based on the expected magnitude of effects of changes in natural 
resource management, CIAT chose three priority Latin American ecoregions for NRM 
research: forest margins and hillsides which are typically characterized by fragile ecosystems 
and poor smallholders, and savannahs which are generally underexploited areas with 
marginal soils but productive potential. To study typical problems in these ecoregions, CIAT 
designated at least one reference site in each. Watersheds were chosen as the research unit 
for reference sites because they were considered to be clearly bounded geographically, 
complex, hierarchical, dynamic, and adaptive systems. CIAT considers reference sites as 
field laboratories at local scales where cross-scale research can be undertaken, and where 
options for smallholder farmers can be tested early on, in collaboration with potential local 
users and other stakeholders. CIAT reference sites are not intended to constitute a sample 
representative of the ecoregion, but rather are intended to provide a sample of the problems.
Three ecoregional reference sites serve as research loci for a number of CIAT 
projects. The forest margin reference site in Pucallpa, Peru is managed with CIFOR and 
ICRAF; and is benchmark site of the ASB (Alternatives to Slash-and-Bum) Systemwide 
Programme. The savannahs reference site is at Puerto Lopez, Colombia where research has 
been limited by security problems. The hillsides reference site in Central America is 
comprised of two locations, San Dionisio, Nicaragua, and Yorito, Honduras, which represent 
different rainfall patterns.
At the time of the review, five CIAT projects devote a majority of their effort to work 
in differing aspects of agroecosystem sustainability: integrated pest management, soil 
degradation, community-based watershed management, land use, and sustainable systems for 
smallholders. Each project uses participatory research methods. The Panel assesses each 
project in terms of the analytical framework presented above.
4.2 Pest and Disease Management (PE-1)
4.2.1 Evolution
This project (IPM for a Safer Environment: Integrated Pest Management in Major 
Agro-Ecosystems of the Americas; hereinafter referred to as the IPM Project), which began 
in 1996, grew out of the former Cassava Programme’s early 1990s project, Integrated 
Cassava Management in Major Agroecosystems of Latin America and Asia, which 
emphasized both IPM and integrated crop management, and included strategic research in 
pest management. With the change to the project system, an IPM Scientific Resource Group 
(SRG) assembled to design subprojects for the IPM project, PE-1. About 8 scientists, most of 
whom also have responsibilities in other projects, now work in the IPM Project.
The IPM project probably represents less than half of CIAT’s total IPM work, which 
is also conducted for rice (IP-4 and FLAR), beans (IP-1 and IP-2) and tropical grasses and 
legumes (IP-5) projects. A scientist from IP-5, tropical forages, also works in the IPM 
project. The only core funding for the project is for work on cassava. The IPM project also
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supports NARS research on non-mandate crops including oil palm, asparagus, grasses, 
potatoes, fruits, citrus, vegetables, flowers, roses, and legumes.
The objective of the IPM project is “to develop and transfer improved pest and disease 
management components for major agricultural production systems and reduce 
environmental damage due to excessive pesticide use”.
Major project research activities include: finding and evaluating natural enemies of 
major pests and diseases; testing and verifying IPM and its components on farms; studying 
the biology, ecology, behaviour and damage of pests and diseases; molecular characterization 
of major pathogens and providing diagnostic kits; and characterization of whitefly 
biodiversity. The project has 3.8 senior scientists.
4.2.2 Achievements and Impact
Building on the earlier Cassava IPM Project research, PE-1 works on an impressive 
array of strategic research problems to understand the biology of pests and diseases and the 
nature of their damage to crop plants. Current achievements include:
• Global Whitefly IPM Research Network (see Box 4.2.2).
Initial work in 22 countries in Africa and LAC has become global in scope.
• Biological control for cassava mealybugs.
Identifying natural enemies and parasitoids of the 2 most damaging mealybugs, 
Phenacoccus manihoti and P. herreni.
Volatile compounds in cassava and parasitoid behaviour.
• Biological control of cassava whiteflies
Identifying parasitoids of Bemisia tabaci as biocontrol agents.
Eleven species of whiteflies identified in the Neotropics.
B. tabaci, a ACME) virus vector, found on cassava in Latin America where 
cassava has no resistance to the African virus, a new threat.
Cassava varieties resistant to whiteflies identified, the first host plant resistance to 
whiteflies ever found.
• Biological control of cassava hornworm
Entomopathogenic fungi, Beauveria and Metarhizium, are potential biocontrol 
agents.
• Biocontrol of cassava green mite (CGM)
Studies of the mite predator, Typhlodromalus manihoti.
Entomopathogenic fungus, Neozygites, and viral CGM pathogens as biocontrol 
agents.
• Integrated control of cassava root rot diseases (Phytophthora)
Participatory diagnostic survey of farmer practices and on-farm trials. 
Identification and molecular characterizations of causal organisms. 
Molecular detection method for Phytophthora on vegetative tissues. 
Heat treatment methods to help control the disease.
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• Virus diseases of cassava
Mapping the spread of cassava frogskin virus in Latin America.
Three potexviruses infect cassava.
• Participatory research with farmers (CIALs)
Project staff have published 30 refereed journal articles, 5 book chapters, 30 
conference proceedings, 5 manuals and conducted 54 workshops.
4.2.3 Future Strategy
CIAT’s work in IPM is mostly strategic in nature. CIAT intends to continue to 
identify parasitoids, entomopathogens or predators to control important pests. Biology 
studies of important diseases and pests will continue, using conventional and molecular 
methods. Pest behaviour will continue to receive attention as a way to improve and speed the
biocontrol processes, including work on volatile materials from plants that may serve as
attractants, pre-release conditioning of biocontrol agents to enhance their activity, feeding 
behaviour of predators and parasitoids, pathogenicity of entomopathogenic fungi and viruses, 
and evaluation of biocontrol agents in the field. Continuing studies will determine the 
principal entomological problems affecting asparagus production and to identify arthropods 
that may be present on produce entering export markets.
Studies will continue on cassava frogskin virus including host plant resistance, 
incorporation of resistance to the African cassava mosaic disease into Latin American
germplasm, a molecular detection method for potex viruses, and determining the possible 
incorporation of a virus into the cassava genome. Phase II research is about to begin in the 
Global Whitefly Research network, including interpreting, synthesizing and publishing 
information and in establishing a website.
4.2.4 Overview and Assessment
This project is clearly producing results and is active in the four criteria in the 
analytical framework used by the Panel. IPM research being carried out under PE-1 is of 
high scientific quality, strategic in nature, and essential for developing IPM components. The 
quality of the work and the scientists involved make the project a kind of magnet for 
collaboration, both within and outside Colombia. The work owes much of its strength of 
staff and breadth of knowledge and experience to its origins in the Cassava Programme. The 
long-range research emphasis of the Cassava Programme on major and emerging pests and 
diseases positioned the Centre well for moving into IPM.
The IPM project is international in scope, with the Global Whitefly IPM Network 
being perhaps the best example. The Panel commends the work of the IPM project in 
identifying key problems, in undertaking strategic research to understand and solve them, and 
in attracting and recruiting partners for the necessary collaboration to deliver the results to 
resource-poor farmers.
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Box 4.2.2 The Global Whitefly IPM Project - An example of rapid global response capability to a transnational problem.
The Global Whitefly IPM Project, which CIAT co-ordinates, is one of twelve projects of the Systemwide Programme on Integrated Pest 
Management (SP-IPM) which is convened by IITA. The Project is formally known as “Sustainable Integrated Pest Management of 
Whiteflies as Pests and Vectors of Plant Viruses in the Tropics”. The Project has a Steering Committee that evaluates new research 
proposals, allocates funds for a Task Force for each new activity, and reviews the progress of on-going initiatives. In early 1996, the 
Whitefly IPM Task Force met to define priorities, which fell within three categories of whitefly importance: (i) as vectors of plant viruses in 
mixed cropping in the low- to mid-altitude Tropics and (ii) as direct pests in LAC, and (iii) as vectors of cassava mosaic disease in 
across cassavasub-Saharan Africa.
Six sub-projects were identified:
• in highlands
• as virus vectors in mixed cropping in Mexico, Central America and the Caribbean,
• as virus vectors in mixed-cropping in Eastern Africa,
• as vectors of plant viruses in mixed cropping in Southeast Asia,
• as vectors of cassava mosaic virus in sub-Saharan Africa
• as direct pests in South America
The Project Work Plan covers six major themes:
• a tropical network of professionals
• integrated diagnosis and characterization of the problems in each area,
• a phase of basic research to understand better the underlying pest and disease dynamics,
• development of improved IPM packages, based on improved scientific understanding
• training
• evaluation of impact
Phase I - developing the network of professionals and diagnosing problems - began in 1997 in Latin America and Africa, with funding from 
the Danish International Development Agency (Danida). Since then the Project has evolved to include seven donors, five IARCs, 10 
advanced research organizations, and 30 NARS (12 in Latin America, 10 in Africa and 8 in Southeast Asia).
All formal partners use standardized methodologies so that data sets from across the Tropics can be compared. In this way critical areas 
(‘hot spots’) were identified where basic research can be conducted - 5 hot spots in Latin America and 5 in Africa. Extensive, standardized 
diagnostic surveys quickly yielded practical information used in guiding initial IPM. For example, extensive surveys quickly defined the 
moving front of the cassava mosaic disease (CMD) in the Eastern Africa Lakes Region, as well as zones at highest risk. Such knowledge 
allowed the multiplication and deployment of elite, CMD-resistance cassava varieties from IITA in front of the epidemic to try to slow its 
spread and protect the most vulnerable zones.
Basic research is about to begin in the ‘hot spots’ identified in the diagnostic phase and to gain more information on the whitefly and its 
biotypes and the viruses for which it is a vector. The Project has enlisted the interest and support of advanced research institutions, IARCs, 
NARS scientists and donors to support and carry out a timely, well-designed and implemented, global research effort on a highly adaptable 
pest/virus complex that has raced around the world. With the help of NARS, and CIAT’s GIS staff, mapping studies have shown where, 
how far and how quickly whiteflies can move in the Tropics. The Panel considers the Project to be a global partnership model that has 
enlisted and mobilized the best scientists in a global effort to meet the threat of emerging, invasive pests. The Panel commends CIAT and 
the IPM project staff for this work.
The Panel noted that PE-1 increasingly is called on to work on problems of non-
mandate crops in Colombia, on a case-by-case basis, The Panel recognizes that this
development is in part a response to funding shortfalls. However, this does raise the question 
of whether this work might draw the attention of CIAT’s IPM scientists away from work on
mandate crops and longer-range global needs.
The Panel suggests that CIAT give special attention where possible to limiting staff 
fragmentation (which may be a particular risk under the project system), while securing long­
term strategic research and effective integration.
4.3 Overcoming Soil Degradation (PE-2)
4.3.1 Evolution
The goal of the Soil Degradation project (Confronting Soil Degradation: Developing 
Strategies for Productivity Enhancement and Resource Conservation; PE-2) is to overcome
45
soil degradation through productivity enhancement and natural resource conservation. The 
project, created in 1997, evolved from the Soil and Plant Nutrition Unit (1996) which in turn 
developed from CIAT's Savannahs (1992-93) and Tropical Lowlands (1994-95) 
Programmes. The project contributes to achieving a sustainable level of agricultural 
production by developing and implementing resource-conserving practices, such as 
Integrated Nutrient Management (INM), integrated soil pest management, minimal or no 
tillage, crop rotations and better crop-livestock integration.
The Project’s objective has become more basic (separated from production) and more 
specific (focusing on soil quality) with time. Its goal is: "identifying strategic principles, 
concepts and methods for protecting and improving soil quality through the efficient and 
sustainable use of soil, water and nutrient resources in crop-livestock systems" (1999).
At present, a multi-disciplinary team of scientists addresses issues of soil degradation 
mainly in the savannahs and hillsides of Latin America. The group convenes the Systemwide 
Programme on Soil, Water and Nutrient Management (SP-SWNM, designated as CIAT 
Project SW-2), relating to similar problems of soil erosion and nutrient depletion in Sub- 
Saharan Africa and Southeast-Asia, and its work in PE-2 constitutes CIAT’s contribution to 
the Systemwide Programme (see Section 7.4). Senior staff cover the areas of soil physics, 
soil chemistry, soil biology and microbiology, plant nutrition and production systems.
The project outputs provide information and decision support tools for national 
programme scientists and extension agents, with a focus to improve production systems and 
prevent and/or reverse land degradation. These are intermediary products in terms of overall 
development goals of CIAT and partners. The project provides the following outputs:
• Assessment of soil, water and nutrient management constraints, and characterization of 
plant components for improved production and resource conservation.
• Development of strategies to protect and improve soil quality.
• Improvement of decision making for combating soil degradation and reaching greater 
agricultural productivity.
• Enhancement of institutional capacity for soil water and nutrient management (SWNM) 
through the dissemination of concepts, methods, tools and training.
The project has 4.15 senior scientists.
4.3.2 Achievements and Impact
The results of PE-2's savannah ecosystem work have been recently reported in two 
CIAT publications: "Sustainable Land Management for the Oxisols of the Latin American 
Savannahs " (1999) and " Sistemas Agropastoriles en Sabanas Tropicales de America Latina 
" (1999). Part of the results on soil quality and soil quality indicators has been published and 
is being applied through the guide " Mètodo Participativo para Identificar y Clasifcar 
Indicadores Locales de Calidad del Suelo a Nivel de Microcuenca. Guia 1.” Some 
achievements according to project output include:
• Soil, water and nutrient management constraints assessed
Crop monocultures and crop rotations with green manures result in an 
accumulation of large quantities (100 kg N/ha) soil nitrate-N in savannah Oxisols. 
Strategies to recover this soil nitrogen should include deep rooting forages in
46
agropastoral systems and/or deep rooting crops such as sorghum and millet in 
crop rotations.
Main biophysical constraints for savannahs, hillsides and forest margins
identified.
Savannah oxisols are more susceptible to degradation than previously thought, 
with large decreases in total porosity (40 to 60 %) and macroporosity (5 to 20 %) 
occurring during 20 years of cultivation.
Rainfall infiltration rates in savannah soils are unexpectedly low as a result of 
rapid surface sealing after tillage (harrowing).
- Upland rice yields decline by over 50 % after 3 years of cultivation, which is 
related to the number of passes of a harrow and subsequent loss of soil structure. 
Intra-specific variation in nutrient release patterns of Mucuna spp. legumes have 
been demonstrated, providing feedback for germplasm improvement 
programmes.
Grass/legume mixtures can enhance the acquisition of N, P, K and Ca on low 
fertility soils compared to grass only pastures.
• Strategies developed to protect and improve soil quality
Pastures sown to improved forage germplasm have been shown to accumulate 
significant amounts of carbon as soil organic matter at depth in Oxisols.
Improved grass/legume pastures result in a larger overall sink for all greenhouse 
gases (carbon dioxide, nitrous oxides and methane) compared with other land use
systems currently present in the Colombian llanos.
Studies on P cycling in long-term pastures indicate that legume- based pastures 
stimulate/maintain higher organic and available P levels than grass alone or 
native savannah pastures.
Residue decomposition rates and nutrient release patterns have been determined 
for rice, maize, cowpea, soybeans and the major grass and forage legume 
germplasm used in the savannahs.
Savannah soils are very susceptible to compaction with rapid loss of pasture 
productivity. The avoidance of surface sealing and compaction is a key strategy 
for sustainable production of savannah soils. Options to achieve this include 
better ground covers, conservation tillage systems and terracing.
• Improved decision making for combating soil degradation
Guidelines for better management of soil organic matter in savannah Oxisols 
have been established.
Soil quality indicators have been identified for the savannahs and hillsides, and a 
guide for measuring soil quality has been produced.
Data from organic material decomposition trials have been incorporated into an 
Organic Resource Database.
A decision tree for the use of organic materials as biofertilizers is being 
developed and tested.
Maps of erosion risk in the Rio Cabayul watershed in Colombia are available.
• Institutional capacity for soil water and nutrient management enhanced
The use of a guide for soil quality has been demonstrated to groups of NARES. 
Over 50 students have been trained and/or participated in research projects.
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Project staff have published 47 refereed journal articles, 49 book chapters, 87 
conference publications or conference proceedings, 1 manual and conducted 3 workshops.
4.3.3 Future Strategy
The Soil Degradation Project will develop strategic knowledge on the evolution of 
soil properties, mainly organic matter and physical factors associated with cropping systems 
of the savannahs and hillsides. Soil constraints and agricultural practices affecting the 
sustainability of the savannahs and hillsides cropping systems continue to be studied in 
agropastoral systems with a grass-legume pasture phase, sequential crop rotations with 
cereal-legumes, conservation tillage and construction of an “arable layer” (productive layer) 
in the savannahs, dual purpose live barriers along contour lines and around lower edges of 
fields, improved fallow systems, and crop rotations in the hillsides.
4.3.4 Overview and Assessment
This project is active in all four elements of the Panel’s analytical framework. 
Outputs 1 and 4 (see Section 4.3.1) dominated the work of the last 5 years of the Soil 
Degradation project. Today it is clearly understood that the sustainability problem can be 
stopped and reversed with an appropriate management of soil organic matter and minimum 
tillage practices. The Panel believes a shift in emphasis to outputs 2 and 3 is now 
appropriate. In the near future, CIAT should implement its findings at the cropping system 
level, emphasizing the commodities for which it has major responsibility: beans, rice, cassava 
and tropical pastures. The Panel visualizes a close association of the Soil Degradation staff 
with the commodity programmes working with a cropping systems perspective. 
Furthermore, since a meaningful application by CIAT of the knowledge developed so far has 
to be done at the cropping system level, and these systems are mostly location specific, the 
Panel suggests that much of this work should be done in conjunction with NARS at the sites 
of interest - e.g. beans in Africa, IPM, Tropileche Consortium, and agropastoral systems 
work in the Cerrados of Brazil.
The link of Soil Degradation with the Smallholder Systems project (PE-5) is essential, 
because at the cropping system level the results of soil degradation have direct relevance to 
CIAT's mandate.
In spite of substantial efforts to develop soil quality indicators, this work is still at the 
level of methodology development. The Spanish guide mentioned above (see Section 4.3.2) 
is a participatory effort to identify and class local soil quality indicators; however, it is not 
ready for use in agricultural management, decision making, and monitoring agricultural 
systems sustainability. Thus, the usefulness of soil quality indicators is still to come.
The Panel considers that the work of the Systemwide Soil, Water and Nutrient 
Management Programme (CIAT project SW2) is of high value. Also, the Panel is 
particularly impressed by the results and relevance of the research contributed to the 
Systemwide Africa Highlands Initiative (see Section 7.4). The outputs on Resource 
Management Domains related to the Organic Resources Database, guidelines for re­
capitalization of nitrogen and phosphorous in degraded soils, and the recommendations for 
optimizing combinations of organic-inorganic inputs and their management are of particular 
importance.
48
The Panel endorses the CCER 1999 conclusion that the organizational arrangement of 
research into projects at Cl AT has had some negative effects on research efficiency. There is 
need to rationalize and organize activities in a more integrative manner in a problem solving 
type of approach.
The Panel wishes to quote from good advice given by the 1995 CCER on Resource 
Management Research: “Rather than thinking of two research approaches - one on
commodities and one on natural resources - CIAT needs to see itself as having one research 
policy contributing to commodity development in a sustainable fashion, and developing 
sustainable agriculture within a commodity strategy.”
4.4 Hillsides Project (PE-3)
4.4.1 Evolution
Hillsides are the major agro-ecosystem farmed by the poor in Tropical America and 
are subject to severe environmental degradation. In contrast to the forest margins and the 
savannahs, CIAT retained a designated hillsides project, “Community Management of 
Watershed Resources” in order to address the specific issues involved in multi-stakeholder 
management of natural resources. In 1992, CIAT created an eco-regional Programme “to 
improve the welfare of the hillside farming community through development of sustainable 
and commercially viable production systems.” From its initiation in 1992 to 2000, the 
Programme/Project has undergone constant and complete turnover of principal staff.
In 1992, the Programme had an agronomist in Central America and, at headquarters, a 
soil scientist and a rural sociologist who acted as programme leader. In early 1993, a logical 
framework and work plan were developed based on projected programme staffing. Research 
activities were focused on soil management, cropping systems, farmer participatory research, 
and decision support systems. Management activities were organized within a "Programme" 
framework. In 1996, financial cuts led to devolving to NARS virtually all the soils and 
cropping systems activities while retaining the decision support and farmer participatory 
research work. As a result, a new logical framework and work plan were developed with the 
goal “To institutionalize community-led management of watershed resources for more 
productive, sustainable and healthy hillside agroecosystems”. From 1996-99, (when 
organized as “Community Management of Natural Resources”) the project worked only on
decision support tools and organizational approaches and ceased research on experimental 
production systems. This was the result of strategic prioritization in consultation with key 
stakeholders and donors at a time when overall resources were being reduced. In 1999, new 
leadership re-appraised this decision, and decided to introduce cross-project research between 
PE-3 and the Soils Project (PE-2) on experimental production systems, rather than restricting 
research only to decision support tools and organizational approaches. A revised logical 
framework and work plan were adopted “To improve the standard of living and food security 
of hillside farmers of Tropical America and make their interaction with the environment more 
sustainable”. The current revised logical framework and work plan is similar in scope to the 
original 1993 plan although some outputs and activities have been assumed by other CIAT 
Projects.
CIAT plans to carry out strategic research at the field, system and landscape level, and 
to focus on identifying principles and processes to intensify, stabilize and diversify small 
farmer production systems, in ways that are ecologically sound and economically viable for
49
at least one generation. Hillsides research products were originally conceived in the Hillsides 
Programme as intended to produce:
• GIS linked decision-support tools for participatory land use planning, bio-economic 
evaluation of new production systems in alternative land management scenarios, soil and 
water resource monitoring tools and decision support tools.
• Experimental production systems combining improved germplasm, with integrated crop, 
nutrient and pest management components.
• Organizational approaches and principles for collective resource management to support 
improved production and conservation in hillsides. Hillsides project research is carried 
out in Colombia, Honduras and Nicaragua.
The CIAT SOL Concept: As part of the Hillsides Project in Central America, in late 
1999 after a change in leadership, CIAT began testing an innovation for technology 
development for production systems in complex, highly variable tropical environments. 
Termed SOL— the Spanish acronym for “supermarket of technologies for hillsides” - the 
idea is defined as: a network of actors and activities taking place at various sites within a 
reference site. The approach is intended to:
• Maximize interaction between scientists and end users.
• Promote rapid feedback between the strategic and adaptive ends of the technology 
development continuum.
• Derive strategic principles for designing menus of technology options for hillsides 
production systems (i.e. the plan for supplying the supermarket).
• Test principles based on strategic research results in specific circumstances, with end 
users and obtain their reactions (i.e. demand from shoppers in the supermarket).
• Produce empirical data from strategic research experiments only now being established, 
and experience in organizing the network as an input to DSS, market options, sustainable 
production systems, crop rotations, NRM decision support tools, soil quality indicators, 
participatory methods and organizational models.
CIAT and its partners expect that SOLs will strengthen existing social infrastructure 
to facilitate effective watershed management research. The Centre anticipates the demand- 
driven SOL approach will encourage farmers and their communities to interact more closely 
with NARS, NGO's and research institutions, experiment and adapt existing or new 
technologies, and improve their capacity to solve some of their own problems. Farmers are 
expected to be able to express their needs for new technologies much more directly and with 
greater clarity than in the past. At the same time, research institutions are expected to 
become more receptive to solving the problems of resource poor farmers in a more timely 
and focused fashion.
CIAT’s priorities for research on community based management of watershed 
resources from 1996-1999 were to produce: 1) an interactive digital database for decision 
support with PE-4 (The Atlas of Honduras), and 2) A multiple-goal decision support tool for 
community land use planning, a suite of models for evaluating scenarios of land use, and the 
software applications for the DS Tool. CIAT's priorities for research in SOL were first 
formulated in spring, 1999 as:
• What are current uses of organic material/ crop residues at reference sites?
• What are the main biotic and abiotic factors limiting crop productivity?
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• What is the potential of local flora as nutrient sinks and biofertilizers?
• Can local indicators of soil quality be related to formal soil quality indicators and used by 
fanners for monitoring changes in soil quality?
The research priorities for on-farm and on-station research in SOL sites in Central
America are:
• What is the potential of contrasting combinations of plant types (short season, shallow 
rooted, perennial, deep-rooted etc.) to solve or minimize limiting factors, in particular 
soil-borne pathogens?
• What are the rates of decomposition and nutrient release of most relevant local and 
introduced sources of organic residues in the watershed, in particular potential 
biofertilizers?
CIAT’s hillside research in Africa is undertaken through the African Highlands 
Initiative, which is convened by ICRAF. CIAT staff were involved in the initial planning, 
serve on the steering committee and are responsible for two working groups: IPM and 
Intensification and Participatory Research (see Section 7.4).
The project has 1.4 senior scientists and 2 senior research fellows.
4.4.2 Achievements and Impact
The Hillsides project works on a wide array of socio-economic and biophysical 
factors. Current achievements include:
• Methodology Development:
Improved measures of poverty for spatial analysis developed for the Atlas of 
Honduras, a joint product with PE-4.
SOLs in the very early stages of being established in two Central American sites. 
Model for ex ante analysis of change in small watersheds resulting from small 
irrigation projects.
The well-being index, a measure of poverty developed for combining GIS with 
data from participatory research.
Two models for Honduras and Colombia to do bio-economic simulation.
Nine tools for watershed resource management decision support published in 
Spanish; 3 in English.
• Methodology Dissemination
- Joint training workshop carried out with the African Highlands Initiative using 
research products developed in PE-3.
• Participatory Research
Project Planning by Objectives around watershed resource management with 15 
organizations (NGOs, farmer organizations, universities, CORPOICA and other 
government agencies, CIAT) in the Cauca Valley, Colombia led to the formation 
of CIPASLA which developed a 5 year plan (updated annually) and developed 
projects to meet objectives, with different institutions implementing different 
parts of the plan. CIPASLA won the Pianeta Azul prize for its work.
51
• Integration of scientific and traditional knowledge:
Method for linking local and regional perceptions of well-being linked to 
georeferenced databases.
Soil quality score card developed with glossary of local taxonomy.
• Database Development:
Baseline data collected on soil quality, soil microfauna properties (Colombia), 
household level agriculture and population censuses (Honduras).
Agricultural Atlases of socio-economic and biophysical data for Honduras 
available and sold through partners’ outlets.
22 internal working documents and databases for baseline studies of the site in 
Honduras and 8 for the site in Nicaragua.
3 Georeferenced digital elevation models for the sites in Colombia, Nicaragua 
and Honduras as a baseline to guide the location of strategic research experiments 
and extrapolation of results.
• Technology Dissemination
Stakeholders experimenting with improved land management in Colombia.
Project staff have published: 10 peer reviewed articles, 9 book chapters, 25 conference 
papers, 10 manuals, and conducted 16 workshops from 1996-9.
4.4.3 Future Strategy
CIAT's Community Management of Watershed resources project plans to validate the 
multiple-goal DS tool in Central America for community-based watershed resource 
management. The GIS-linked watershed models, site digital elevation models, and
bioeconomic simulation models built by the project will be applied in Central American sites
for:
• Land use scenario assessments
• Ex ante and ex post evaluation of conservation and production technologies
• Simulations for experimental production systems research
• Monitor and evaluate landscape changes in sites
• Training
These models will be used as components for a policy-level DSS being assembled 
with Kings College, London and other ARIs.
The project will promote cross-project research with other Cl AT projects in Central 
America, in particular forages and soils for research on experimental production systems in 
Central America through the SOL approach. In 3-5 years CIAT expects its research partners 
to take over facilitating joint training, planning, monitoring and evaluation for the SOL 
network in a watershed. Training in the use of the Nine Tools for watershed management 
decision support has been extended to the African Hillsides, the Andean region, and Vietnam 
and will continue in Africa and Asia.
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4.4.4 Overview and Assessment
With reference to its analytical framework, the Panel found that the research in 
Colombia involves all four elements, while research in Central America is concentrated in the 
first element. Natural resource management at the watershed level is complex and difficult to 
research, but such work - if well designed and implemented - could prove valuable. The 
Panel visited two hillside sites in Central America; Yorito in Honduras (started in 1994) and 
San Dionisio in Nicaragua (started in 1996). There were demonstration plots at both sites of 
NARS partners, alongside CIAT’s plots being prepared for initiating strategic research trials 
in May 2000. No CIAT experimental treatments have yet been established in these sites. 
Research to establish priorities through Participatory Planning by Objectives is in preliminary 
phases in Yorito. The Panel found the quality of biophysical and social science research in 
the two sites it visited to be unsatisfactory. The Panel was not able to visit the Cauca 
hillsides research site for security reasons.
The hillsides work in Colombia has made important contributions to social and 
biophysical methods for watershed management, but the Panel did not find this to be 
replicated in Central America. The Panel was unable to discern a systematic and coherent 
programme of biophysical or social science research being undertaken at either of the 
reference sites visited in Central America. The Panel noted a lack of appropriate baseline 
data from which to assess changes in sites where CIAT has been working for over four years. 
The 1999 COSUDE/IDRC evaluation of the hillsides project similarly noted a lack of clear 
goals for the reference sites, and recommended the collection of baseline data on which 
comparisons could be based, to increase focus, and to define clearly strategies to achieve 
results.
The Panel insists that a rigorous and coherent research plan consistent with CIAT's 
NRM approach be developed for each reference site. To accomplish this, the programme 
needs a framework and methodology structure that ensures integration of social scientists and 
biophysical scientists, and builds on their special skills and talents.
The Panel shares the view of the 1999 COSUDE/IDRC project evaluation and the 
previous EPMR that the limited PE-3 staff should be concentrated. To make continuous and 
systematic fieldwork, and necessary methodology development possible, the Panel urges that 
serious consideration be given to stationing more project staff in Central America. Given the 
importance of the reference sites in the Hillsides Project, the Panel suggests that scientists 
should deepen their relationship with farmers by living near the reference sites in Central 
America instead of in capital cities.
CIAT needs to develop a strategy for dealing with the diverse capabilities and 
commitments of its partners in the SOLs. The Panel proposes that farmers' involvement in 
SOLs be monitored to determine the effectiveness of the SOLs in reaching farmers of varying 
socio-economic status and gender.
The Panel observed a lack of consistent operational definitions at CIAT of its key 
concepts such as reference site, SOL, and SOLcito, leading to considerable confusion, and 
hampering interdisciplinary efforts. Work that cannot be defined or explained is not likely to 
be implemented well.
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The Panel remarks that farmers' ability to express their needs for new technologies 
with greater clarity and more directly will have little effect in the absence of substantial 
research capacity in the NARS or NGOs. Attention should be paid to strengthening the 
network of researchers to whom farmers will be making their requests, (see Section 5.4.4).
Because the Hillsides Project work developed in Colombia has not yet lived up to its 
promise in Central America, the Panel recommends that CIAT develop a rigorous and 
coherent research plan for the Hillsides Project including clear and consistent definitions.
4.5 Land Use Studies (PE-4)
4.5.1 Evolution
The objective of this project (Environmental Sustainability and Land Use Dynamics 
in Latin America; PE-4) is to “improve policy and decision making for sustainable land and 
environmental management in Latin America through the scientific analysis of land and 
environmental patterns, anticipated dynamics and policy indicators.” The process started in 
1982 when an Agroecological Studies Unit was created at CIAT, staffed by geographers 
working in different plant breeding programmes with the goal of meeting their needs for 
mapping and spatial analysis.
In 1992, when Natural Resources Management became a work area for CIAT, the 
Unit was transformed into the Land Use Programme. This Programme continued to provide 
services to the plant breeding programmes, but also began to develop a research agenda 
within a NRM frame. In 1994 it was thought that separating the services and research 
components would serve the Centre better. Therefore, a GIS Unit was created to provide 
services, while Land Use was kept as a research Programme. Under the 1996 change to a 
project structure, the Land Use Programme was renamed the Land Use Project. By 1998, the 
decision of 1994 was reassessed, and the GIS Unit was integrated within the Land Use 
Project. The Land Use and GIS work together in various activities, including serving other 
CIAT Projects (NRM and Plant Breeding) to address research needs in several fields.
Project outputs include identification of environmental opportunities and constraints; 
land use patterns; spatial distribution and correlation with socio-economic data; determinants, 
dynamics and impacts of land use in Latin America; and the development of socio-economic 
indicators. Other products of the project are Rural Sustainability indicators, environmental 
indicators, land use characterization, interpolated climate surfaces, land use and soil erosion 
maps. The project has 6.0 senior scientists.
4.5.2 Achievements and Impact
The Land Use Project has made important contributions to the tropics in general and 
to Latin America and the Caribbean in particular. Contributions include climate surfaces for 
the tropics (supported by data from 20,000 climate stations) and development of a model to 
estimate climatic characteristics of any point in the tropics based on available meteorological 
data. The project has also developed FloraMap™, a software to define possible distribution 
of living species, and site similarity analysis using a comprehensive database.
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The Land Use project supports Cl AT scientists such as breeders and epidemiologists 
who work with spatial distribution of organisms. Such efforts include; combining 
agroecological and characterization data for bean and forage accessions; the ecology and 
dissemination of whitefly-transmitted viruses; and helping to define CIAT's reference sites 
through basic characterization, mapping, and decision support systems for land use planning
• Development of Analytical and Decision Making Tools:
Decision support tools for land use planning.
Contributes to World Bank Sustainability Indicators Programme, GEO 2000, the 
State of the World Resources Programme, the Soil and Terrain Database (FAO) 
and others.
• Development of GIS tools:
Accessibility algorithm for accessibility analysis to markets, harbours and remote 
areas.
Spanish version of the MapMaker model for land use planning.
Use of radar images to generate elevation models (important in the tropics due to 
persistent cloudiness).
• Data sets for Latin America :
Atlas on Environmental and Sustainable Indicators', indicators and indices for 
multi-level decision makers providing the basis for land use dynamics studies. 
Atlas of Honduras: biophysical and socio-economic characteristics at 
municipality and community levels before and after Hurricane Mitch.
- Data set for Africa: support to IP-2 in producing the Atlas of Common Bean 
Production in Africa.
In 1995-1999, project staff have published 46 refereed journal articles, 24 book 
chapters, 47 conference publications, 12 conference proceedings, 2 manuals, 11 web 
publications and 10 CD Roms.
4.5.3 Future Strategy
To capitalize on its unique position in land planning and GIS expertise and 
infrastructure, CIAT desires to become a leading Latin American institution in environmental 
monitoring (NRM indicators, land use dynamics) and impact assessment, The area of
environmental sustainability will continue to be central to Land Use activities.
CIAT plans to use climatic databases and site similarity analysis along with GIS 
modelling and regional trials data to develop tools (e. g. refinements of the FloraMap model) 
for germplasm improvement, targeting and distribution; for development of bioinformatics 
(the combination of GIS and genomic analysis allowing the study of geographic flow and 
distribution of genes); and for the study of the distribution and epidemiology of pests and 
diseases.
4.5.4 Overview and Assessment
The Land Use Project works in elements 1 and 2 of the Panel’s evaluation framework 
- which is quite appropriate in the Panel’s view - and is fully meeting its objectives. The 
Project on Environmental Sustainability and Land Use Dynamics in Latin America plays an
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important role in addressing biophysical and socio-economic issues related to NRM at a 
broad scale. Through participation in multidisciplinary groups, modelling efforts and the 
combination of physical, social and economical information, this group has proven capacity 
to generalize and develop information at the regional level in Latin America. It has shown 
the feasibility of identifying areas of growing potential for given species and varieties 
(FloraMap), of monitoring changes in land use (Atlas of Environmental Indicators for Latin 
America) of developing maps of environmental vulnerability (hurricane Mitch, El Nino) and 
of participating in the land planning process using GIS technology and participatory 
techniques (e.g. Puerto Lopez pilot land planning study, Colombia) with high accuracy, cost 
efficiency - at a cost 50 percent lower than traditional approaches.
The Land Use project is one of CIAT's major NRM activities, and provides a focus on 
the broader NRM issues of the Tropics including lowland and hillsides ecosystems. At the 
same time, it provides the NRM research with the means to scale-up resource management 
knowledge generated at lower levels. The Panel considers the continued development of this 
project to be of high value to the sustainable use of natural resources in Latin America and 
the tropics at large, and one of CIAT's major contributions to its mandate.
4.6 Smallholder Systems (PE-5)
4.6.1 Evolution
The Smallholder Systems Project (Sustainable Systems for Smallholders: Integrating 
Improved Germplasm and Resource Management for Enhanced Crop and Livestock 
Production Systems) was established in 1997 to integrate farmer adoption of improved 
germplasm with more sustainable management practices to ensure sustainable production 
systems. The mandate of Smallholder Systems is to study production systems development; 
integrate crop management-oriented research in commodity programmes; and evaluate and 
integrate factors affecting rural production systems such as soils, agro-industry, and socio­
economic structures and processes. It has worked with commodity-based special projects, 
introducing a whole-farm approach to the research agenda and an NRM approach to land use.
Research priorities are set annually in collaboration with other Cl AT projects and 
international and national partners. Special projects in cassava and forages in South East 
Asia were folded into this project. The project co-ordinates CIAT’s contributions to the 
forest margin reference sites in Peru.
Systems research is carried out at the Forest Margins reference site at Pucallpa, Peru, 
and in a mountainous area in Hue Province, Vietnam and in Thailand. Some Soil 
Degradation research is now integrated into the Smallholder Systems work plans. Research 
on developing more sustainable cropping systems that include forages and cassava is carried 
out in Latin America (forages, much of it through the TROPILECHE consortium) and 
Southeast Asia (forages and cassava).
Cl AT systems research in Colombia and Central America is now led by project PE-3, 
“Community Management of Hillside Resources”, (see Section 4.4) PE-5 has contributed 
through simulation modelling of smallholder cropping systems and development of forage- 
based technologies. There is little smallholder agriculture in the Savannahs, though PE-5 
contributes in diagnosis of problems and opportunities and on-farm development of forage 
technologies.
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The Smallholder Systems Project collaborates in Latin America with CIFOR, ICRAF 
and ILRI (Forest Margins, TROPILECHE); and IRRI and ILRI in Latin America and Asia on 
forages and cassava. TROPILECHE also works in Central America and is one of three 
consortia of the systemwide Livestock Initiative (see Box 4.6.1).
The project has 3.3 senior scientists and 2 postdoctoral fellows.
Box 4.6.1 The TROPILECHE Consortium in Latin America
TROPILECHE is one of three consortia of the Systemwide Livestock Programme. CIAT is the convenor of 
TROPILECHE, and its Co-ordinator - who holds a joint appointment with the International Livestock Research 
Institute (ILRI) - is stationed at CIAT.
The objective of TROPILECHE is to increase milk and beef production of dual-purpose livestock in 
smallholder farms through the development of improved forage-based feeding systems”. Study sites include the 
dry hillsides of Central America (Costa Rica, Nicaragua and Honduras) and the forest margins of the Amazon 
(Colombia and Pera), where livestock production is important in land use and the livelihoods of resource-poor 
farmers. In the forest margins, low quality feed from degraded pastures limits milk production. In the 
seasonally dry hillsides, the major feed constraint to improving milk production is lack of high quality forage 
from native pastures during the dry season. The strategy to solve feed constraints includes: evaluating new feed 
resources to match animal nutritional requirements, on-farm participatory evaluation of new forages, 
characterization of benchmark sites - including economic analysis and acceptability/adoption studies.
CIAT Projects working in TROPILECHE include Tropical Grasses and Legumes (IP-5, which plays the major 
role, Sustainable Smallholder Systems (PE-5), and Hillsides (PE-3).______
4.6.2 Achievements and Impact
The Smallholder Systems project works mostly on applied research with partners to 
integrate strategic research results into production systems. Current achievements include:
• System components assessed to provide alternative land use options:
Studies in Forest Margins: characterization, problem diagnosis, and land use
dynamics; poverty and environment, indicators of human nutrition and health, 
intensification and livestock development.
New forage options for smallholders in Asia.
Green manure in East Africa (see Section 3.3.3).
Interactions between social groups and changes in land use and biodiversity. 
Vietnam watershed: characterization, problem definition (see Section 4.4).
• Generic agricultural technologies for sustainable production developed through PRM 
(see Sections 3.6, 5.4):
Partners initiated participatory projects (LAC).
- Varieties and agronomic practices identified/developed/evaluated (LAC, Asia).
- PRM crop and technology development and evaluation (LAC, Asia).
Datasets: rainfall and erosion linked to GIS (LAC).
- Acceptance of technologies: NGOs: cassava conservation strategies; farmers: 
Arachispintoi-Brachiaria associations (LAC) (see Section 3.6).
- Manuals published, video produced: new forage varieties, guide to grasslands, 
PRM, farmer success story (Asia, LAC).
Relations developed between crop response and soil and plant nutrient levels.
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• Models/frameworks developed:
DSSAT model: linked with organic matter module, Brachiaria model added, 
adapted for smallholder systems simulation modelling - GIS model developed 
integrating germplasm and environment.
Linear models of interventions: forage in dual-purpose cattle production, 
economic evaluation in smallholder systems (see Section 7.4).
Framework for participatory monitoring and evaluation.
• Increased effectiveness of CIAT and partners for research for developing productive and 
sustainable land use practices:
Networks and partnerships to increase collaboration
Books and manuals produced: CIAT systems research, PRM in agronomic 
research, PRM.
Introduce new approaches to targeting and developing technologies with farmers 
Partners trained in PRM (Africa, Asia, LAC)
In 1995-1999, project staff have published 59 refereed journal articles, 30 book 
chapters, and 162 conference publications or conference proceedings.
4.6.3 Future Strategy
CIAT will focus on improving pasture systems for forest margins, developing new 
smallholder crop and livestock technologies, developing methodologies for farm-level socio­
economic and environmental impact and for model for multi-institutional PRM, developing a 
model for community-based natural resource management in Southeast Asia, and developing 
new approaches to scaling up technologies developed through PRM.
4.6.4 Overview and Assessment
The Smallholder Systems Project has the explicit objective of integrating germplasm 
and natural resource management to develop sustainable systems. This higher system level 
of integration is more challenging and complex, but amenable to assessment under the 
Panel’s framework. The Panel is pleased to note that project objectives and activities always 
start with, and are based on, a holistic and rigorous description of the landscape.
The Panel commends the project for its success in integrating NRM and commodity 
research. The Panel notes in particular the work in South East Asia that has been very 
successful in developing and introducing technology options, principally forages, for 
resource-poor smallholder systems. Similar successes were achieved in developing 
sustainable cassava-based systems in Asia. Both of these activities have undergone external 
reviews recently, and the Panel concurs with their findings and very positive assessments.
Participatory methods have proved effective and valuable in the project’s approach. 
The Panel saw evidence that the approach is enthusiastically endorsed and adopted by 
CIAT’s partners in the communities where the activities are undertaken. The Panel 
encourages the Centre to ensure that it does not work exclusively with the top strata of 
smallholders.
The Panel notes that a suitable “entry point” appears to have been useful in catalysing 
the interest and participation of local partners, and providing a locus on which the integration
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of germplasm and NRM can be built. Cassava and forage, together with soil erosion, appear 
to have provided these points for integration in Asia. Co-ordinating research on common
issues/scientific problems across different sites (especially reference sites) would be valuable 
in the Centre’s systems research. The Panel encourages Cl AT to synthesize the wealth of 
experience and knowledge gained from the systems research into its overall NRM 
framework, as it develop strategies for replication and/or scaling up.
4.7 Overall Assessment
The Panel concurs with the finding of the First Review of Systemwide Programmes 
with an Ecoregional Approach that "the principles underlying the ecoregional approach are
valid and of continuing high priority for pursuing the sustainable improvement of agricultural 
productivity".
The development of sustainable livelihoods and production systems in heterogeneous 
ecological and social systems is a complex undertaking. There is no magic bullet. In its 
NRM research, CIAT has fostered the incorporation of participatory methods into the culture 
of biophysical scientific research (see Section 5.4). Although it has taken time, progress has 
been made in embedding the NRM scientific research in local ecological and social realities. 
However, the opportunity for comparative strategic research inherent in the reference sites 
has been significantly under-utilized. The Panel encourages CIAT to develop a comparative 
research strategy and methodology for these sites. The effectiveness of the Hillsides projects 
in Central America is hampered by the lack of consistent definitions and of a framework to 
allow biophysical and social scientists to work in an integrated way at the agro-ecosystem 
level. The NRM research needs to bring all of its components to an equal level of excellence 
and a higher degree of scientific integration. Careful attention must be paid to ensuring that 
this diverse set of research projects has a cumulative effect and that the framework and 
methodologies can be replicated elsewhere. That will be the overall test of success of this 
work.
CIAT's NRM research appears to be more successful when it has a explicit entry point 
that provides a rapid pay-off for the farmer and an initial focus for research. CIAT projects 
currently use two methods for creating an entry point into a community: technology and 
social process. For example, the Africa Bean Project uses bean technology (often following 
participatory methods) as an entry point and then widens its focus to research other farmer- 
identified problems including NRM. The Hillsides Project uses a social process, 
Participatory Planning by Objectives, elicit farmers’ problems and then narrows its focus to 
research questions within CIAT’s commodities or natural resource management research 
areas. The Panel encourages CIAT to ensure that all field projects have clear entry points.
Given the possible fragmenting effects of the project structure, the Panel advocates 
that attention be given to encouraging scientists to work together across project boundaries. 
Most scientists in CIAT are part of more than one project.
The Panel concurs with the Systemwide Review of Ecoregional Research 
recommendation that collaboration with strong partners in strategic research on biophysical 
and social science and policy aspects of NRM should be strengthened. We also concur that 
the imbalance between biophysical and social science research must be redressed. Because 
CIAT is developing and testing innovative ways of doing science, the Panel suggests that
59
CIAT consider investigating the research process itself. This might include analyses of the 
processes and factors affecting the effectiveness of interdisciplinary research, participatory 
research methods and multi-scale research.
Because the approach of CIAT’s Natural Resource Management research at the farm, 
community, watershed, and ecoregion levels, is not always clear, the Panel recommends that 
CIAT develop a rigorous overall research approach with greater integration among projects, 
define their specific objectives (including the role of reference sites and related activities) 
more clearly, and establish a clear framework of their hierarchical and functional relations 
and responsibilities.
Because the Hillsides Project work developed in Colombia has not yet lived up to its 
promise in Central America, the Panel recommends that CIAT develop a rigorous and 
coherent research plan for the Hillsides Project including clear and consistent definitions.
The Panel commends CIAT for its strong commitment to Natural Resource 
Management Research, shown by the research efforts of various projects (P-1 - P-5) at 
various levels of integration: region, ecoregion, watershed, village and farm. The Panel urges 
CIAT to make the necessary efforts to integrate more fully the work among projects, define 
their specific objectives more clearly and establish a framework showing their hierarchical 
and functional relations and responsibilities.
CIAT is in a unique position to develop the principles and practices related to low 
input, sustainable agronomy and is making a major contribution in this area. We urge the 
Centre to stimulate the implementation of field demonstrations of these findings at 
headquarters and at the reference sites.
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CHAPTER 5 - STRENGTHENING NARS
5.1 Introduction
The international centres have always been concerned with the development and 
strengthening of the agricultural research capacity of the countries they serve, and especially 
of the country where a given centre is located. This responds fundamentally to the need to 
have sound research partners at the country level, to ensure that jointly generated 
technologies effectively reach local farmers and achieve the expected impacts on food 
production and rural community improvement.
Given the Centres' mandates and their limited funding, the approach taken towards 
strengthening the national agricultural research systems (NARS) has typically emphasized the 
following: making available superior genetic materials produced by the centres; training of 
national agricultural research scientists and technicians; collaboration and assistance in 
carrying out research, often involving the direct participation of Centres' scientists; and 
distribution of information and publications. These activities have been selective, directed 
towards the programme areas of concern of each International Centre. An important way of 
reaching out broadly to the NARS of many countries simultaneously has been through the 
formation of research networks.
CIAT has followed this general pattern in its relations with the NARS, evolving over
time in accordance with the needs and priorities of its own research programmes, and local 
realities. Thus, in the early years, the training programme was very large, diverse and 
intensive and mostly concentrated in the Latin American region. Subsequently it was
reduced but broadened to include more trainees from other regions, and more recently its has 
become much more limited and selective to provide training in key or innovative areas of 
research. Similarly, CIAT has emphasized crop improvement research with national research 
institutes (like ICA-Colombia, or generally the INIA's, in their Latin acronym) with which 
extensive agreements where established, including for joint use of field facilities. The initial 
concentration of CIAT efforts in Latin America was later broadened to Africa, where now
CIAT has most of its out posted staff, and to some extent to Asia.
As CIAT changed the focus and organization of its research programmes starting in 
the late 1980's, the nature of its relations to the NARS also was progressively modified. For 
instance, at the country level certain institutions, other than the INIAs, have sometimes 
become more important as components of the NARS (agricultural universities, state level 
research centres, NGOs), becoming attractive as collaborators in some research areas. This 
situation is especially true in Brazil, despite the overwhelming presence of EMBRAPA; and 
also in smaller countries like in Central America, where the INIAs often are too small or 
weak, and other agencies are better equipped for some kinds of research, such as in applied 
rural social sciences.
The foregoing trend in CIAT - NARS relations has been prompted also by the 
significant move by CIAT towards NRM research, with its ancillary features of focusing on
less-favoured agricultural areas, poor small farmers, participatory research methodologies, 
and rural agroenterprise development. These are all topics in which the traditional INIAs do 
not have strong capacity, and in fact they frequently find themselves excluded from them by
61
their mandates or current policies. Under these circumstances, strengthening the NARS 
means finding institutional partners different from the INIAs, and this is visible in the CIAT
associations during the 1990's.
Another factor affecting CIAT's activities in support of NARS' improvement concerns 
the CG decision to devolve the more applied crop research, like creation of finished varieties, 
to the NARS and restrict the international centres to upstream research. This strategy is 
introducing an important change in the traditional forms of CIAT-INIA co-operation in plant 
breeding research, and can be expected to lead to new schemes and partners for this research, 
including associations with the private sector.
Under the current project-based organization of CIAT's research, its activities for 
strengthening the NARS are grouped under three projects: Agroenterprises (SN-1), Linkages 
with NARS (SN-2) and Participatory Research (SN-3). These projects are reviewed in detail 
in the following sections. Two caveats should be raised beforehand, though: 1) there are 
many formal and informal activities, contacts and exchanges that take place at the level of all 
CIAT projects, which have an impact on improving the NARS' research capacities, but which 
may not be explicitly captured under the three projects mentioned above. 2) The "NARS- 
strengthening" objective of CIAT at present is not as strong or as important a goal as it was 
15 or 20 years ago. In fact, since collaboration with NARS is indispensable now to carry out 
most of CIAT's research projects, the choice of partner institutions is principally dictated by 
shared interests, potential synergy, or relative resource contributions. Local institutional 
strengthening and human resource development occur naturally as part of the primary 
research co-operation.
5.2 Agroenterprises (SN-1)
5.2.1 Evolution
The Rural Agroenterprise Development Project (Rural Agroenterprise: Linking 
Smallholders to Growth Markets for Improved Resource Management; SN-1) has its origin in 
the 1970's, when the Cassava Programme initiated research on root processing and 
consumption characteristics, as these aspects were crucial for the crop breeding part of 
CIAT's research. The Centre contributed significantly to the development of postharvest and 
processing technologies for cassava, along with marketing and consumer research. Also 
starting in the 1980's, the Utilization Section of this Programme led the efforts to formulate 
and implement "integrated cassava research and development projects", which sought, in 
partnership with local and national institutions, to establish small rural agroenterprises for 
cassava processing and marketing. The first such project was set up in 1981 in the 
Colombian North Coast region, to process dried cassava chips for the animal industry as a 
way to expand the market for small farmers' produce and raise their income levels. A similar 
one was established in Northeast Brazil in 1989, in a collaborative project between CIAT and 
various Brazilian governmental institutions (see reviews of these two projects in Chapter 6). 
This general approach has been adopted in some countries in Latin America, and is now 
being used also in Africa.
As CIAT's programmes were reformulated in the early 1990's and the Hillsides 
Programme and subsequently the Tropical Lowlands Programme were established with an 
emphasis on poverty alleviation, the need was perceived within these programmes for
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postharvest and consumer market technologies, as components of a research strategy aiming 
to help and motivate farmers to achieve the sustainable use of natural resources. Thus, when 
CIAT restructured in 1996, the Rural Agroenterprise Project: Linking Small holders to 
growth markets for improved Resource Management was created.
The objectives of the project are: "to develop..... methods, tools, and institutional
models for the design and execution of successful rural agroenterprise projects that integrate 
market opportunities and postharvest technologies with environmentally sound production 
and processing practices".
This project takes an area-based, rather than a single commodity approach, to 
identifying agroenterprise opportunities with market potential for small farmer communities. 
For this reason, it works in close collaboration especially with other projects in the natural 
resource management sphere (see Sections 4.4 and 4.5). It focuses on fragile hillsides and 
tropical lowland ecosystems, but also includes work in the Colombian llanos in the savannah 
ecoregion, on small farmer groups, and on ways to improve women's roles and family 
incomes.
5.2.2 Achievements and Impact
Although Project SN-1 has long roots in CIAT's research, its current 1996 formulation 
is quite new. It has already performed an impressive array of activities but final outputs and 
impact on target areas and populations will take longer to assess. So far, the project is 
capitalizing on the successful implementation and positive evaluation of the two earlier 
projects in Colombia and Brazil, mentioned above.
The first important achievement is the elaboration of a conceptual approach for the 
development of rural agroenterprises, grounded in CIAT's past experience and current 
research. This approach sets forth the major steps to be followed in the process (i.e., 
identification of market opportunities; appropriate postharvest technologies; needs for 
effective organizational schemes; institutional models for support systems; and building 
capacity to develop such projects) and describes the tools, methods and information required 
for each step to be successfully executed. This conceptualization provides the logical 
organization and ordering of all the project's activities.
The "research materials" of the project are local agroindustry organizations, methods 
and institutional arrangements developed, tested and validated with partners, Data are
generated through field case studies in different countries for documenting lessons learned 
and best practices. The project has been very successful in bringing together a variety of 
institutional partners and special funding to implement several field case studies, mostly in 
Latin American countries and a few in Asia.
Following the above-mentioned component steps of the rural Agroenterprise 
Development Project, some highlights of its output and achievements are as follows:
• Market opportunity identification. A participatory method for selecting crops 
with good market potential, developed at CIAT, was tested in reference sites in Peru and 
Honduras, with good results. These show that fruits, vegetables and dairy products rank high 
in the preferences of small farmers. An Internet-based information system on alternative
63
trade (ATIS) of special interest for small farmers has been developed and placed in the 
project's web page.
« Postharvest technology. Data and information systems to assist in postharvest 
technology selection have been developed, and participatory research methods have been 
adopted for postharvest technology research in geographical areas of project concern. These 
methods are being field tested on topics such as sour cassava processing and lemon grass 
drying in Colombia, and cheese processing in Peru. Also, in collaboration with CIRAD 
studies have been made for the adaptation of advanced technology for adding value to 
selected crops with good potential markets. One example is the production of passion fruit 
juice.
• Agroenterprise organization. A review study was completed and a method 
defined to identify research needs with regard to internal organization of small agroindustries. 
This method was applied in 8 case studies of the Andean region of South America, 3 in 
Central America and 2 in Asia, thereby identifying factors and characteristics associated with 
the performance of small rural industries. Also, an analytical study was done on enterprise 
linkages in the agribusiness chain, focussed on a case in Colombia.
• Integrating rural agroindustrv and local support systems. A methodology was 
developed and tested for the design of models and policies to facilitate the integration of 
small agroindustries. This methodology was applied in the study of six integrated 
agro industry projects in Colombia, organized around the processing of six crop and livestock 
products. Also, a scheme has been formulated for setting up rural agroindustry committees, 
and applied in reference sites in Colombia, Honduras and Peru.
• Enhanced capacity for executing agroenterprise projects. Over 150 national 
personnel have been trained through CIAT-sponsored workshops and other events, using 
training materials produced by the project. These have been in Latin America and Africa. 
The project has also published and broadly distributed technical and awareness documents, 
and is active in the formulation and support of networks and other linkages of partner 
organizations.
While this is a good indication of the productivity .of the agroenterprises project, it 
does not provide sufficient data to analyse its cumulative impact. Most of the achievements 
constitute intermediate research outputs, or results that can only have impact if adopted by 
newly emerging (or improving) rural agroindustries, located in ecoregions like those defined 
by the project. However, considering the vast number of field studies conducted, the many 
national and regional collaborating institutions involved, and the large number of technical 
personnel participating, the Cl AT project most likely has already contributed to raise the 
local capacity to analyse, design and implement small agroindustry projects of this nature. 
The evidence will be the actual development of such industries in the right rural context in 
developing countries. CIAT should set up a monitoring system to track such development 
and implement impact assessment studies in due time.
5.2.3 Future Strategy
This project is still at an early stage of implementation and many of its current 
activities are in full development or at mid stream. It can be expected therefore that the 
present strategy will continue for the next few years. Continued focus on poverty alleviation
64
should sharpen the targeting of small farm crops in fragile environments, female employment 
in post harvest activities, and small enterprises. Similarly, expected impact on the 
environment will require continued emphasis on adding value to crops, as an incentive to 
better resource conservation, and on processing techniques that reduce pollution.
5.2.4 Overview and Assessment
The project has made remarkable progress in the four years since it was created. It 
has produced information, methods and empirical results on a variety of topics, and it has 
attracted local partners and substantial funding support to carry out its activities. However, 
the breadth and diversity of topics covered, the geographic dispersion of its “research fields”, 
and the multiple and varying objectives of the project, make it difficult to figure out how it 
will all eventually come together, in the form of tested and replicable conclusions and 
recommendations. In fact, a big question is to what extent this project is “research”, versus a 
combination of activities that rather belong in the “rural development” project area. The 
project follows the case study method and proceeds in a trial and error scheme progressively 
adjusting its results and subsequent strategies until reaching the desired objectives. Although 
this maybe an appropriate method for advancing knowledge given the complexity of the 
problems present in the rural environments covered by the project, it may take a long time to 
arrive at satisfactory results, and it may still be doubtful whether such results can be 
extrapolated to other non-observed situations.
The Panel recognizes that the project seeks to develop methodologies and contributes 
to research partnerships in support of improving the livelihoods of the rural poor. However, 
the Panel suggests that project staff and Cl AT research leaders revisit the approach followed 
by the project in order to sharpen its research techniques, and do an ex ante appraisal of its 
probable outcomes in regard to the overall purposes of NRM research at the Centre.
5.3 Linkages with NARS (SN-2)
5.3.1 Evolution
The project to strengthen links with NARS (SN-2) was set up at the time of CIAT's 
reorganization in 1996, by putting under a single co-ordination officer various units that dealt 
with external relations, training and the provision of information. These activities were of 
long standing at CIAT and in the 1970's and 80's were known as “outreach”, correctly 
conveying the fact that relations with the NARS were mainly one-way, from CIAT to them. 
The deep changes occurred in the 1990's in CIAT's programmes and administrative 
organization had many implications for the intensity and nature of its linkages to the NARS 
and to the international agricultural research establishment. In essence, this meant shifting to 
a multilateral co-operation approach, reducing the training function and emphasizing 
arrangements such as networks and consortia with NARS and other collaborating institutions, 
seeking funding from host and participating countries for the CG centres (i.e., CIAT), and 
obtaining special project funding from any donors. To perform better this set of tasks under 
the new scenario, CIAT created a Regional Co-operation Directorship, putting under its 
authority also the Communication Unit, the Information and Documentation Unit, and the 
Training and Conferences Unit. All four of these, were subsequently labelled project SN-2 
“Strengthening Private and Public Linkage for Agricultural Research and Development”. 
This therefore is not a research project, but a service project whose objective is defined as:
65
“To help increase the effectiveness of national, regional and global agricultural research 
systems by building partnerships, sharing information, developing human resources, and 
promoting collaboration between countries and institutions . One of its functions is to 
centralize the administration of resources received under contract from NARS to finance joint 
research, training and co-operation activities.
5.3.2 Achievements and Impact
Achievements of this project will be reviewed according to the objectives and 
activities of each of the four components of the project. The Directorate for Co-operation, 
which co-ordinates the project, has as its major function to maintain relations with NARS and 
Agricultural Ministries at high administrative levels, and to monitor the needs and demands 
of NARS in Latin America, Africa and Asia. Principal achievements in the past years 
include:
• Establishment of a new "co-operation policy", approved by the BOT, that 
provides the guidelines for all collaborative projects underwritten by Cl AT. It 
lays out standard procedures for establishing agreements and contracts for 
research ventures funded by specific donors. The Directorate has taken active 
part in negotiations and contacts to formalize many of these research agreements.
• Improved relations with national governments. Close rapport has been achieved 
principally with the Colombian Government, which has become an important 
contributor to the CG (US$ 1.7 million per year), largely for support of CIAT's 
work. With Brazil, close co-operation has been resumed through EMBRAPA, 
which allocates its annual US$ 0.5 million contribution in cash to CG centres 
through CIAT. Training agreements were signed with the Government of 
Ecuador, funded by the World Bank.
• Strengthened ties with LAC regional organizations/programmes, CIAT
participated in joint project proposals and bids with PROCIANDINO and 
PROCITROPICOS; and it established agreements with IICA for activities in 
Central America.
• Expanded collaboration with universities. Several agreements were signed with 
universities of Latin America and Europe, for student research and training in 
CIAT projects.
• Contractual arrangement with the Spanish Agency for Technical Co-operation, to 
administer agricultural projects funds.
Several specific research partnerships have been arranged through CIAT project staff, 
which are housed within the respective projects. These are discussed in Section 7.3, since the 
Directorate of Project SN-1 is only marginally involved in these, mainly in centralized record 
keeping.
Achievements and impact of the Communications Unit and the Information and 
Documentation Unit are reported in Sections 7.6 and 7.7 respectively. These Units have had 
an excellent performance, despite CIAT's budgetary stringency of the past years.
The Training and Conferences Unit, notwithstanding the drastic reduction in its staff 
and budget, has continued to provide excellent support for the planning and execution of 
courses, seminars and workshops held at CIAT and elsewhere. Achievements in this area are
discussed in Section 7.5.
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5.3.3 Future Strategy
The organization and functions of Project SN-2 are expected to be maintained in the 
coming years. Increased efforts will be made to further improve relations with national 
Governments in CIAT s regions of concern, raising CIAT's profile, and seeking co-operative 
ventures and project funding. Contacts will be expanded with countries and NARS of Africa 
and Asia.
5.3.4 Overview and Assessment
This project is essentially a conglomerate of administrative and service units, that 
provide specific outputs and support of an institution-wide nature. It is not really one 
"project", and assessment must be related to each of the functions involved. In this respect, 
the Directorate of Co-operation appears to have been very successful in improving relations 
and collaborative links with governments, NARS, and selected regional and national agencies 
m Latin America. This was made evident, for instance during the visit by some members of 
the Panel to EMBRAPA and other research institutions in Brazil, Contacts with the
equivalent institutions in Africa and Asia are decentralized to CIAT regional co-ordinators. 
The Panel suggests that CIAT should make special efforts to establish closer ties in these 
regions, particularly with those countries and NARS where CIAT technologies and services 
would be of greatest value.
The role of the Communications, Information and Documentation, and Training Units 
in effectively linking CIAT with the NARS is crucial for the Centre’s continued effectiveness 
in strengthening these systems. These Units have performed in an outstanding manner. The 
Panel suggests that CIAT should consider doing a review of its experience with partnerships 
(see Section 7.3).
5.4 Participatory Research (SN-3)
5.4.1 Evolution
While the very best plant breeders have had strong relationships with farmers, the 
necessity of and methods for consulting farmers (especially poor and women farmers) has not 
been a part of the formal training or mainstream scientific culture of plant breeders. CIAT 
has been one of the leaders in developing participatory plant breeding (PPB), a method plant 
breeders can use to create and systematically incorporate collegial relations with farmers into 
their way of doing research.
Strategic research on participatory research methods (PRM) began at CIAT in the 
1980s with a focus on participatory evaluation of advanced lines by farmers and other users. 
CIAT breeders began to realize in the late 80s that there were potential gains to be made by 
using participatory methods with segregating materials in beans and cassava. Strategic 
research further developing PPB has been undertaken in the African Bean programme and the 
Systemwide Programme on Participatory Research and Gender Analysis. In 1990 the W. K. 
Kellogg Foundation funded a special project based at CIAT called IPRA (Investigación 
Participativa con Agricultores (Farmer Participatory Research). During the 1990’s the focus
67
moved beyond research methods linking individual researchers with individual farmers to 
methods to develop a long-term community level capacity for technology evaluation and 
adaptive research by creating farmer research committees (CIALs). In the mid 1990’s 
CIAT’s Board of Trustees established the Hillsides programme and IPRA became a project 
within it. In 1997 with the shift to projects, the Hillsides programme evolved into two 
projects: Community Management of Hillsides Resources (PE-3) and Approaches to 
Participatory Research (Methods of Farmer Participation in Research and Gender Analysis 
for Technology Development and Natural Resource Management; SN-3). The current focus 
in Latin America is on the institutionalization and scaling up of CIALS. A variant of the 
model of participatory research is being implemented by FLAR (see Section 3.2).
Inattention to the gendered division of knowledge, responsibility, labour, property,
technology and power can adversely affect research. CIAT is the convenor for the
Systemwide Programme on Participatory Research and Gender Analysis (SW-3) (see Section 
7.4). The programme assesses and develops methodologies and organizational innovations 
for gender-sensitive participatory research, and operationalizes their use in plant breeding and 
crop and natural resource management
5.4.2 Achievements and Impact
• Participatory Research Methods (see Sections 4.3. 4.4, 4.5. 4.6, 5.2)
In an area of Colombia where live contour barriers had been adopted only by 
farmers required to do so to get credit or extension services, the adoption of live 
barriers by farmers who were introduced to live contour barriers with 
participatory methods was compared over two years with adoption by farmers 
who were required to plant them to get credit. Only 20 of the 40 farmers who
signed up for credit, actually planted barriers, In contrast all 115 farmers
approached through participatory methods had planted and 146 farmers to whom 
they had recommended barriers had also adopted them.
Diffusion of PRM to CIAT projects: IP-2: green manures and AHI, SN-1: market 
opportunity identification (Africa, LAC), PE-3, PE-4: land use planning (LAC), 
PE-5: forage evaluation (Asia, LAC), technology development (Asia, LAC, 
ASB).
Three Latin American universities can teach PRM.
PRM institutionalized: workshops include both farmers and scientists, farmers as 
co-authors with CIAT scientists of CIAT publications and reports to government.
• Gender Analysis
Workshops on skill building in gender analysis and stakeholder involvement for 
participatory research in LAC, South Asia, South East Asia and Africa.
Production of written, electronic and visual materials on PRM and gender 
analysis for use by practitioners, scientists and scholars.
Twenty-one small grants have been awarded for empirical studies of gender 
sensitivity in PPB and NRM.
Websites for programme information and recommended PR & GA tools.
• Participatory Plant Breeding (see Sections 3.2, 3.3, 3.4, 3.6, 4.2,)
CIAT and some (but by no means all) NARS breeders in East Africa told the 
panel that, despite their initial opposition and scepticism, they now think that PPB 
makes them more effective as breeders. They said PPB shortens the time to the
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release of a new variety and enables them to produce varieties compatible with 
heterogeneous local conditions and local preferences. Similar opinions have been 
reported from West Africa, Syria, Jordan, India and other countries where IARCs 
and the PRGA work.
Diffusion of PPB to CIAT breeders (beans in Africa and LAC and cassava in 
LAC), (see Sections 3.3.2, 3.3.3, 3.3.4, 4.6.2)
Diffusion of PPB to some international crop networks and national programmes 
in Asia, Africa and Latin America.
PPB research initiated by NARS breeders in Brazil, Honduras, Bolivia, Ethiopia, 
and Yemen, other IARCS and northern universities on the advantages and 
disadvantages of farmer involvement in the early stages of plant breeding, (see 
Section 4.6.2)
• CIALs
- Preliminary data show that research by a CIAL can increase adoption rates and 
that there is a spillover affect to other communities with CIALs. For example, 8 
years after a new bean variety had been tested by a local CIAL, it had been tried 
and adopted by 80% of the farmers in the originating village, 50% in three nearby 
villages with CIALS, and 20% in four communities without CIALs.
Adoption and diffusion of the CIAL approach in Latin America to over 40 NGOs, 
government organizations and universities in 8 countries.
Training of 400 facilitators (including 100 trained by other institutions) and (in 
1999) 18 trainers of facilitators.
Nationalization of the CIAL programme in Colombia.
Formation of CIAL Associations in Colombia and Honduras.
CIALS now helping to form other CIALS and undertaking community service 
projects.
5.4.3 Future Strategy
CIAT plans to continue to develop PRM for eventual empirical study. It will develop 
new and modify existing PRM, in particular, expand the scope of the CIAL approach to 
include the capacity for discovering and learning about ecological principles and key 
biological processes related to crop health management and integrating them with existing 
local knowledge, and determining when collective action is needed to increase effectiveness. 
It will institutionalize PRM through organizing participatory research under the direction of 
farmers in Latin America and supporting the application of PRM in CIAT and the NARS. 
The systemwide programme will focus on mainstreaming programme outputs in CG centres, 
facilitating empirical PPB/NRM studies, including decentralized partnerships among IARCs, 
NARS, NGOs, and GROs, integrating gender/stakeholder analysis into all PBB and NRM 
empirical studies. The Participatory Plant Breeding and Intellectual Property Rights, Ethical 
Values and Best Practices Programme initiated in 2000 will research the IPR implications of 
PPB to which farmers make an intellectual contribution.
5.4.4 Overview and Assessment
CIAT’s agroecosystem approach depends on successfully grappling with complexity. 
Since the farmer works with complexity on a daily basis and must, of necessity, be an 
integrator, her/his active participation is essential to the success of this approach. The Panel 
lauds CIAT for innovative work on PRM which both enables breeders to incorporate user
69
preferences in complex agroecological and socio-economic systems and enables farmers to 
become more effective in their interactions with NARS and NGOs. This set of
methodologies is an important international public good.
The Panel concurs with the previous EPMR’s recognition of the promise of CIAT’s 
innovative methods for achieving farmer and community participation in “benefiting the 
sites, the ecoregion and the overall development of effective approaches to research in natural 
resource management in the small farm sector”. CIAT has played a crucial role in putting
PRM on the intellectual map.
Having seen the results of variety trials presented by CIAT farmer-researchers, the 
Panel applauds the use of participatory research methods to facilitate, research and adapt the 
integration of germplasm-based technologies with more sustainable natural resource 
management practices to specific socio-economic-ecological systems.
Dynamic and effective work on PRM is being done in the Africa Programme. The 
programme focus has been on Latin America, while the PRGA Systemwide Programme 
works with most of the IARCs and a large number of NARS in Africa and Asia as well. 
Increased interaction and exchange between Headquarters and field programmes working on 
PRM would be mutually beneficial.
FLAR provides an interesting partnership model. The Panel encourages CIAT to 
consider establishing a similar innovative partnership for PRM training and dissemination, 
CIAL support, and network facilitation. This partnership should be designed to relieve CIAT 
scientists the burden of training and organization maintenance in order that they might 
concentrate on research.
Empirical research on the long-term effectiveness of many participatory methods is 
still in preliminary stages. Therefore, CIAT must systematically investigate the effectiveness 
of these methods. The project has invested sufficient resources in developing and
disseminating PRM and organizational innovations to create an adequate number of cases for 
study. The Panel believes that now the project should concentrate its efforts on rigorous 
comparative research on the formation, effects and evolution of PRM and traditional methods 
under varying conditions; the process of organizational innovation and its effects on 
sustainability and livelihoods; the factors affecting the diffusion of PRM; and the effect of 
PRM on the practice of science. World class social scientists must undertake this research 
(see Sections 4.4.4 and 4.7). The Panel is very impressed by the potential of participatory 
plant breeding and the manner in which CIAT has linked it to the issue of intellectual 
property rights in the aforementioned IDRC-funded project on Participatory Plant Breeding 
and Intellectual Property Rights, Ethical Values and Best Practices.
70
CHAPTER 6 - BETTER POLICIES
6.1 Introduction
The international centres, including CIAT, established a significant capacity in 
agricultural economics research from the initiation of the system in the 1960’s. Economics 
research was required to assess the viability of the farm technology developed by the Centres, 
but also to provide more macroeconomic analysis about the mandate commodities and on
general developments in agriculture, to provide a contextual framework within which 
agricultural research had to be designed and executed. This capability was subsequently 
expanded to include social sciences more generally, especially as the CG strategy directed 
more effort towards small farmers, the rural poor and women’s roles.
The socio-economic research at the IARCs played an important role in helping shape 
policies within the CGIAR system and at each centre, and also it contributed to the policy 
discussion and formulation at the country level, particularly with respect to the NARS’ 
organization and programmes.
In the last decade, socio-economic research at the IARCs has changed away from a 
macro policy focus. At CIAT in particular, this activity has been reorganized so as to 
concentrate mainly in the assessment of impact of Centre’s research. Some of the major 
problems being dealt with, like NRM in less favoured areas, gender issues, poverty 
alleviation and sustainability are quite complex and often site-specific. Hence it will take 
time until new reliable strategies and models become available and may affect policies. 
Within CIAT and the CG system impact assessment analysis may play a significant role in 
policy design and resource allocation, even before “finished products” are released.
6.2 Impact Assessment (BP-1)
6.2.1 Evolution
Assessment of CIAT’s research impact has been conducted since the 1970s, initially 
focusing on estimating the returns to investment in crop research.
As the mission, objectives and work programmes of CIAT were changed in response 
to expectations and requests of donors, it became necessary to address more directly and 
thoroughly the question of impact assessment. Thus, in 1993 the Impact Assessment Unit 
was formed, which was subsequently converted to the Impact Assessment Project 
(Assessment of Past and Expected Impact of Research; BP-1) at the time of CIAT’s 
restructuring in 1996. This decision has correctly given higher priority to this task within 
CIAT, and is insuring the continuity of a well focussed effort, with a high level of 
professionalism. CIAT is one of the seven centres participating in the former IAEG (now 
SPIA) study on the impact of CGIAR germplasm improvement research.
The purposes of the impact assessment project are to generate and disseminate 
information and methodological tools aimed at: 1) improving the capacity of CIAT and 
partner organizations to allocate research resources more efficiently, and 2) helping
71
demonstrate to donors and other stakeholders the productivity and social value of the 
Centre’s research.
It should be stressed that the current view of impact assessment in the CG system, one 
that CIAT is implementing, is that it must be an integral part of the entire research process: 
planning, priority setting, execution and monitoring, and evaluation of results. Impact 
assessment feedback into this process helps to modify strategies, as well as earlier ex ante 
assessments and projected outcomes.
The methods of neo-classical economics have been used extensively to estimate 
economic returns to agricultural research. Based on the concepts of consumer and producer 
surplus they have been used particularly to assess the effect of research outputs on individual 
commodities and/or aggregate production. Since the 1970’s several studies of this nature 
have been done at CIAT for its mandate commodities. As CIAT’s mission and programme 
were redefined and modified, particularly during the 1990’s, the problem of assessing impact
became more difficult. Measuring the effects of the adoption of research outputs on small 
farmers’ livelihoods and rural communities was critical to evaluating CIAT’s research.
Evaluating the effects of NRM research was further complicated by the long time 
frame (raising inter-generational issues), the frequency of market failures in the natural 
resource sector, and structural factors such as land tenure systems, state-local relations, and 
local culture. In addition, cost-benefit analysis was unsuited for assessing impacts in terms of 
improvements in sustainability of agro-ecosystems, sustainability of livelihoods, community 
and individual well being and empowerment, and equity. Many standard social science 
methods, while appropriate, also have limitations. Thus, CIAT has devoted considerable 
effort to generating and adapting methodologies appropriate for socio-economic NRM 
assessment.
CIAT’s impact assessment effort has evolved to cover two major lines of work: 1) 
Empirical evaluation of effects of its research, both ex-post (i.e., of actions already conducted 
and results achieved) and ex ante (i.e., estimating likely results of projects yet to be 
implemented); and 2) developing or improving methodologies for adequate impact 
assessment of CIAT’s NRM activities and research projects with high social content. In 
addition, the BP-1 has continued to devote substantial effort to set up computerized databases 
and conduct agricultural sector and commodity trend studies.
6.2.2 Achievements and Impact
In this section, the contents, significance and main conclusions of the above impact 
assessment work since 1996 are reviewed. Before, though, mention should be made of the 
particular achievements and “impacts” of CIAT projects discussed in other chapters of this 
report. These represent enumeration of research products, releases of technological 
innovations, intermediate-level utilization of these, and occasionally simple quantification of 
farmer adoption of better plant materials. Although quite valuable to provide indications of 
CIAT’s research productivity and degree of outreach to farmers, they are not good measures 
of impact, in the sense that they cannot determine quantitatively how the final target 
population of farmers and consumers (including sub-categories by gender, income, etc.) are 
actually affected by the new technology. The impact assessment studies conducted by the 
BP-1, reviewed below, aim basically at measuring this latter definition of impact.
72
6.2.2.1 Empirical Assessment of Past Research Impact
w“ 1Th-e rbe eaerne  c1o5m pdlieffteerde natn ds toutdhieerss ToC^o]^
W 1C insures good quality data. Subsequent socio-economic analysis, however is uneven
- ** ^e noted .ndency to
ipThe majoristy of these pstudies focuslon iglilll
ratios or internal rates of return, to some estimate of added value of total production 
ibmenneafcit?s’, ftTo ’”c™alc8ulTatTio™n o,'f ^varioSu0s" 'iCnSdliUcadtieors such
or gross
     S include lluali>aUve qu^tions tohe^assisTe'
«heVaCf irin7h«lrritZrge:er™tr,,i0'' “ famUy ”d “
virus resistant varieties that help avoid yield losses; it then relates bean production area with 
poverty incidence maps and it concludes that bean research helps significantly to improve the 
station of poor fanners. This, both through increasing yields and fanner income and
cnsis TWsT^ h f an<? ‘7r°ving *e people’s capacity to cope with economic 
cnsis. This study does a fine job of relating agricultural research with poverty analysis
represents also one of CIAT’s methodological contributions to impact assessment studies’. and
tW , ^d°Ptlon Judies on cassava and on IPM in beans in Colombia show rates of adoption 
that fall after an initial higher level. These are interesting because they identify 
c aractenstics of the technologies that made them unattractive to farmers eg high moisture 
cassava not well suited for processing, and beans IPM, rendered uneconomical’by high risk of 
rop loss versus low cost of chemical spraying. These results can provide feedback 
information to the researchers, for the further design of their programmes.
lmr, f£SrAagro,ndrStry devel°Pment has salned importance in CIAT’s research strategy 
under the NRM area, it seems appropriate to evaluate the impact of past efforts aimed at 
generating market opportunities through processing of traditional crops, and gain insights 
he pful for new projects of this kind. The BP-1 has conducted two such studies, one on small
are sdii bdnTÌTrtb ”, .T' ” Nor1heast Brazil a"d one in Colombia. These
are still being further analysed with new methodological approaches. The projects were
milar in their conception and forni of implementation, essentially involving the introduction
emheLTSaVa Jane,leS SmalI'scale industrial equipment and processing technologies 
embedded in participatory community programmes, with public support and CIAT playing a
leading role. The BP-1 evaluation studies reach positive results and conclusions Tbout the
73
value of such projects. In the Colombia case, they estimate an internal rate of return of 80%, 
with benefits evenly distributed among producers, processors and consumers. The rate of 
adoption of new cassava varieties is 52%. Several other qualitative positive impacts on the 
community are identified. Although the rate of return seems overestimated due to the 
assumptions and procedures used in the study, the conclusions reached appear quite 
reasonable: 1) agricultural research should not restrict itself to crop improvement, but must 
also consider the marketing problem; and 2) that co-operatives and other local community 
organizations are very important to reach the poor with the new technologies, and for the 
correct design of these technologies. The Brazil study only estimates gross benefits of the 
project, which look meagre because of the small increase in production achieved over the 
study period, but it reaches similar conclusions as to positive impact on the rural area 
involved.
In South East Asia, an impact assessment was based on the principle that quality of 
life is best defined by the person who lives it. Thus, in this participatory research method, the 
measures of quality of life were defined together with the farmers. These methods are 
increasing the validity of impact assessment.
Another innovative BP-1 study seeks to assess the value of CIALs (community level 
participating research committees) for the adoption and impact of CIAT technology in the 
Cauca department of Colombia. This is an important study, which should provide much 
needed evidence about the contribution of CIALs towards the better fulfilment of CIAT’s 
purposes. While still in process, preliminary results indicate that the existence of farmer 
research committees has raised the adoption rate of an improved bean variety, and otherwise 
stimulates farmers awareness and activities for their own technological improvement. 
Another recent study on CIALs, based on a small sample of organizations that support them, 
has arrived at a preliminary estimate of 78% returns on the investment by these organizations.
Two aggregate studies by BP-1 refer to global impacts of CIAT Germplasm 
Improvement Programmes 1967-97, and to Evaluation of Rice and Forages Research in Latin 
America. The first of these is of special interest, because of its long-term and broad spectrum 
analysis of CIAT’s research impact over three decades. Data problems are severe for a study 
of this nature, and therefore many criticisms or objections could be made as to certain 
assumptions and figures used in the study to overcome the data deficiencies. Nevertheless, it 
is a very valuable effort, ingenious and skilful, based on reasonable assumptions and 
analytical methods, which yields satisfactory rough approximations of economic returns to 
CIAT’s crop improvement research. These results show world average internal rates of 
return as follows: In rice 57%, forages 35%, beans 27% and cassava 24%. Even under high 
error margins, these are high rates when compared with those obtained in most other 
investments in developing countries. The study also found high marginal rates of return to 
bean research in Africa and cassava research in Asia, encouraging a global projection for 
CIAT outputs originally produced in Latin America.
In sum, the foregoing BP-1 impact studies, however different in content and rigor of 
analysis, point overall to a quite positive result with respect to the impact of past research 
activities of CIAT. Indeed, the selection of studies with the purpose of assessing the 
acceptability of certain innovations to farmers is biased towards this result, but the aggregate 
studies cited above add confidence to the overall view expressed here.
74
6.2.2.2 Assessment of Future Impact of Research
Five of BP-1’s studies fall under this category, in which the objective is to estimate 
possible returns to research efforts, under alternative assumptions or scenarios as may prevail 
over the periods of time considered. This information is useful for prioritization, allocation 
of research resources, and research programme design.
Studies on forages, cassava, savannahs and forest margins crops, and savannah soils 
research estimate the projected benefits, following conventional cost-benefit analysis 
techniques and employing software packages developed at CIAT and IFPRI.
In the case of planned forage CIAT research in Latin America, an internal rate of 
return of 76% is calculated — higher than that found in a previous study — confirming the high 
payoff to this research activity. Simulation of alternative scenarios shows the advantage of 
opening the international market, and the disadvantages of protective policies in other 
countries. The study of expected returns to CIAT cassava research is important because it 
assesses consequences of budgetary reductions in this programme, and the effect of spillovers 
of LAC research into Asia and Africa. It estimates net benefits ranging from 0.5 to 1.5 
billion dollars for each of the three world regions. The distribution of benefits is slightly in 
favour of producers, with a 60% share on average.
The study on Savannahs and Forest Margins crops refers to Colombia’s Llanos and 
Amazonia, and estimates the benefits over 15 years accruing to 16 crop and livestock 
activities researched by CIAT and the Ministry of Agriculture. It concludes that net present 
value of social benefits would range from 0.5 to 23 million dollars per year for each activity, 
with livestock meat at the top. Noteworthy is the finding that the returns to new high value 
crops like fruits can be higher than for traditional staples like beans and cassava. Benefits 
would accrue mainly to consumers, Again, the study concludes that investment in
agricultural research for this ecoregion is highly profitable.
The evaluation of soil management technology and agropastoral systems for the Latin 
America Savannahs developed by CIAT’s NRM programme is still in progress, but it is 
innovative insofar as it will incorporate GIS maps to define and analyse impact according to 
areas of homogeneous impact.
Finally, a study to assess the efficiency of communal water management (for drinking 
purposes) in a Nicaraguan village represents an effort to study the institutional and 
technological options available to poor people, in the resource management areas. This is a 
case study, the main value of which will be as input for the development of analytical 
methodologies for assessing strategies and impact of social capital, at the rural community 
level, as reviewed below.
Ó.2.2.3 Development of Analytical Methodologies
BP-1 has been working on four methodological issues that impinge upon its 
evaluation responsibilities in CIAT:
• The creation and improvement of computer software for application of economic surplus 
models. The basic output has been the MODEXC programme, which CIAT is using 
extensively and has made available to any users. It has also collaborated with IFPRI in
75
development of the DREAM software, which incorporates GIS data and techniques to 
assess spatial consequences of new technology, and is useful for the estimation of 
spillover effects.
• Assessment of NRM activities and of agricultural technologies having impacts on natural 
resources. Development of methods and tools in this area is still at the initial stages and 
so far there are only partial applications, as reviewed under 6.2.2.1. Also, a scheme has 
been developed to assess impact over time at the NRM reference sites. Collection of 
baseline data for this monitoring system is starting in 2000.
• Design of new methodology to assess impact of agro-enterprise projects for small farmers 
is still at the proposal stage.
• Methods to analyse the impact of projects designed to increase social capital. This is a 
very important effort, given the increased emphasis on organizational innovation (CIALs, 
SOLs). The study is drawing on the literature on economics of information to design a 
conceptual framework for analysing the relations between social capital, decision making 
and social welfare, which can then be applied to community level problems in areas of 
rural poverty.
With the exception of the economic surplus methodology, the other studies represent 
a rather new thrust at CIAT, with no operational results yet. The Panel supports the 
development of multiple methodologies appropriate for assessing the full gamut of socio­
economic impacts of CIAT’s research.
6.2.3 Future Strategy
CIAT intends to maintain the general direction of its Impact Assessment Project, 
aimed at providing information and methods. More effort will be devoted to appraise the 
anticipated returns to research in different areas, while also providing feedback on the effects 
of past investments in research. This information will help CIAT in the design of future 
research strategies and project selection. In the short term, CIAT will strive to improve 
targeting of research benefits to the poor rural people and to environmental problems.
6.2.4 Overview and Assessment
Impact assessment at CIAT is a well organized, ongoing activity with broad coverage 
of subjects and geographical areas. There does not appear, however, to be a planned pattern 
or priority order with respect to the topics studied. It looks that the availability of special 
funding dictates which impact assessment studies are carried out; but unfortunately the 
particular interests of specific donors do not always coincide with the priority needs of CIAT.
For instance, as argued elsewhere in this report, tropical forages is a very important 
area of CIAT’s work, with enormous actual or potential impact in many developing 
countries. Yet, there is only one recent CIAT study to document this assertion, and it is 
limited to the Latin American Region. Most of what has been done or is planned on this 
topic is concerned with farmer adoption of CIAT plant materials - which is a restricted view 
of impact and hence only partially useful from the standpoint of assisting in research re­
design and resource allocation.
In general, the impact assessment studies reviewed are focussed on small rural areas 
and/or specific projects - commodity or other - and place major emphasis on documenting 
and understanding adoption of the CIAT provided technologies. Such is the case with most
76
of the impact assessment studies on beans, cassava and rural agroindustry, This is
appropriate and valuable for many purposes, but it does not easily allow aggregation into 
indicators to measure the overall impact CIAT research has. It may be appropriate for CIAT 
to put more resources into impact assessment at the macro level. It may also be appropriate 
for CIAT to include standard methods in the social sciences such as meta analysis and 
qualitative analysis. Analysis of factors such as land tenure systems and culture would also 
strengthen some impact assessments.
The Centre allocates a significant portion of its budget to NRM. Its NRM research is 
complex because it involves farmer participatory research methods, small rural and 
institutional development activities, and poverty alleviation. Impact evaluation in this case is 
not only about the effects of the new technology, but also of the effects of the research 
strategies or methods used on the communities. Some studies, such as the one on CIALs in 
Colombia and on cassava processing schemes aim at assessing these new methods. However 
these few studies do not yet provide conclusive evidence. CIAT ought to implement a more
intensive programme of research in this area (see section 5.4). The incipient work on 
developing impact assessment methodologies for NRM is fine, but it does not show the 
urgency of this subject. Perhaps one way to approach the problem would be for CIAT to 
contract out the development of the required impact assessment methodologies for NRM in 
tropical areas with advanced institutions/universities of the North. CIAT could then devote 
its effort to empirical testing in the field.
Because the integration of research on germplasm, natural resources and social 
science lies at the heart of CIAT’s strategy and because CIAT has had a lengthy experience in 
bringing about such integration, the Panel recommends that CIAT document its experience 
by assessing the impact of its past integration efforts on its target areas and populations
6.3 Gender Analysis
The last EPMR commended CIAT’s efforts to incorporate gender analysis into all 
aspects of the research programme. This relatively strong performance has continued 
throughout the period under review.
During field visits as well as Headquarters discussions, the Panel observed that gender 
analysis plays a part in determining research strategy and objectives for both biophysical and 
social science planning. The presence of women farmers in focus groups and in CIAT’s field 
level interactions indicated to the Panel that CIAT staff and partners in the field have made 
significant progress in integrating knowledge of gender issues in agriculture and NRM. 
Economic analysis of trends in rural and urban poverty examines gender implication of 
changing conditions. Crop improvement in beans, cassava, and grasses recognizes the 
importance of women in the farming systems in question and includes women in PRM. In 
CIAT’s research on participatory approaches, gender questions are studied explicitly. 
Through its convenor role in the Systemwide Programme on Participatory Research and 
Gender Analysis, CIAT both fosters and benefits from the development of new analytical 
methods and tools applied to gender questions.
The Panel noted that the implication of differential impact by gender of technology 
uptake has not always been integrated as a standard part of CIAT’s ex ante or ex post analysis 
of impact, and encourages CIAT to examine this issue systematically.
77
It will be important to keep up the flow of information about gender analysis into the 
other research projects, so that new knowledge can be integrated at planning and 
implementation stages. The Panel encourages CIAT to identify explicit mechanisms to 
ensure that this will happen.
78
CHAPTER 7 - PARTNERSHIPS
7.1 Doing Research Together
During the period under review, partnership has been stressed as a central feature of 
CIAT’s philosophy. “Doing Research Together” is the subtitle of CIAT’s current Medium 
Term Plan. Positioning itself appropriately will allow CIAT’s modest human and physical 
resources to leverage significant contributions to poverty reduction and natural resource
conservation in the world. In taking this approach, CIAT has moved with the times in 
recognizing that the practice of science has changed significantly in recent decades. The 
quality of CIAT’s working relationships with other institutions - national and international, 
public and private, profit and non-profit - will be the critical determinant of the centre’s 
effectiveness.
The role of the Directorate of Co-operation reflects the increased emphasis CIAT 
places on its many partnership arrangements. The objectives of the Directorate are to identify 
and monitor the demands and needs of CIAT’s partners, to represent CIAT as a stakeholder 
in various collaborative networks, and systems of co-operation, and to co-ordinate the 
internal policy framework and procedures for managing various partnerships. The 
Directorate houses project SN-2 Strengthening National Systems, as well as the Information 
and Documentation Unit (the Library), the Training Unit, and the Communications Unit (see 
Section 5.3).
The key concept of partnership plays out in CIAT’s approach to its host country, to its 
donors, to other CGIAR centres, to the research and development institutions of developing 
countries, to advanced research institutes, and to NGOs. The following sections consider the 
various partnerships that compose the Centre’s network of alliances and affiliations, and 
which provide the framework for optimizing its contribution.
7.2 Host Country
From the beginning, CIAT’s relationship with the Government of Colombia has been 
positive, productive, and mutually supportive. The presence on the Board of Trustees of 
three very senior ex officio Colombian members reinforces the links that are in place at an 
operational level.
During the period under review, this relationship has been strengthened on both sides 
by a number of factors. The Government of Colombia has become an active member of the 
CGIAR and has provided international leadership in the Global Forum as well as the 
Oversight Committee of the CGIAR. At the same time, Colombia’s contribution to CIAT in 
the form of restricted core financing has increased to a level of US$ 1.9 million. The 
additional in-kind contribution to CIAT provided through tax and duty exemptions is 
currently of the order of US$ 100,000.
The Government of Colombia describes its relationship to CIAT as that of “investor” 
rather than “donor”. In this spirit, CIAT and national system representatives participate in 
planning and implementing a shared programme of work, established by joint committee.
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CIAT provides significant training and interaction with the Colombian national research 
system, in particular in the areas of biotechnology and participatory research techniques. The 
CIAL framework developed collaboratively at CIAT has been adopted as a key methodology 
for the delivery of research/extension by the national system. (See 5.4) The institutional and 
technical backstopping role of CIAT in the creation and operation of FLAR has been a 
critical part of the evolution of rice research organization in Colombia. The presence of a 
Colombian national in the senior management team is cited as a strongly positive factor in 
maintaining and fine-tuning the collaborative relationship between CIAT and the 
Government of Colombia.
The challenge for CIAT, as for the Government of Colombia, is to ensure that the 
work undertaken in partnership genuinely reflects the international character and mission of 
CIAT, as well as serving the needs of the host country.
7.3 Research Partnerships
CIAT has a long history of research collaboration with NARS, other Centres and 
advanced research institutes (ARIs). These partnerships have subsequently broadened to 
include partners from the private sector and the non-formal sector. The research activities are 
embedded in the different projects of the Centre (see Chapters 2,3,4,5,6). System-wide 
linkages are elaborated in Section 7.4.
During the early years of the Centre, the dominant mode of partnership was through 
bilateral arrangements with NARS on research, training, and technology transfer. This 
subsequently evolved into multinational, regional, or global networks. Examples of these are 
PROFRIJOL and PROFRIZA for beans in LAC, PABRA in Africa, the Cassava Network in 
Asia, the Cassava Biotechnology Network, Forage Network in Asia, and others. These 
networks have served as effective platforms for joint research between and among CIAT and 
the NARS, and contributed significantly to the advancement of research, technology 
development and technology transfer by the Centre.
The Centre also has research linkages with other CGIAR institutions, such as IITA on 
cassava, ICRAF on the African Highlands Initiative and natural resource management, IRRI 
and WARDA on rice, ILRI on tropical forages, IPGRI on genetic resources, and others.
In addition, CIAT has strong research partnerships with other international 
organizations such as the Centre de Co-operation Internationale en Recherche Agronomique 
pour le Developpement (CIRAD now IRD) and CSIRO. CIRAD scientists are stationed at 
CIAT headquarters for joint research on rice and crop protection.
Cognizant of the importance of advanced biology applications to its research agenda, 
the Centre in recent years has established new collaborative linkages with advanced research 
institutes (ARIs) and Universities in the US and Europe on biotechnology research.
CIAT has extensive research linkages in the area of natural resource management. 
For instance, the Centre has research linkages with the World Bank and seven countries in 
Central America, the World Resource Institute, the US Geographical Service (USGS), and 
the World Conservation Union (IUCN), for the development of sustainability indicators.
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In addition, Cl AT has strong research partnerships with several ARI’s on for 
modelling and decision-support systems research for natural resource management, including 
the Universities of Wageningen and Florida, and Kings College (London).
Moreover, the soils research group is linked with numerous advanced research 
institutes for development of crop and phosphorus models, including Universities of 
Bayreuth, Paris, Complutense de Madrid, Cornell, Ohio State, Michigan, London UK.
During the last decade, including the period under review, the Centre has further 
broadened its linkages to include partners from the private sector and the non-formal sector. 
These research collaborations, such as FLAR and CLAYUCA for rice and cassava, 
respectively, are both multinational and multisectoral. The Centre was instrumental in 
initiating and catalysing these novel partnerships that bring together the resources and 
expertise of CIAT, the public sector and the private sector to undertake research on CIATs 
mandate commodities (see Section 3). This mode of partnership is evolving to be a model for 
CIAT and the other Centres of the CGIAR.
Another novel research partnership evolved at CIAT in recent years - the partnership 
with the non-formal sector in the Centre’s different commodity improvement and natural 
resource management projects. This evolved concomitant to the Centre’s increasing 
emphasis on participatory research approaches.
CIAT is also embarking on a system of partnership that can be considered “new” in 
the CGIAR system - the concept of a Science Park. Within its campus in Palmira, the Centre 
hosts about 18 different organizations from the public sector, universities and research 
institutes, and other CG centres to undertake research and development on various themes 
that contribute to CIATs goals.
The Panel highly commends the Centre for the breadth and depth of its research 
linkages. These partnerships enrich the research agenda of the Centre, create collective 
ownership and accountability for CIATs mandates, and generate resources and synergy to 
pursue the Centre’s goals and objectives.
Because CIAT has had extensive and varied experiences with different forms of 
research partnerships (e.g., networks, consortia, joint ventures, collaborative projects), the 
Panel recommends that CIAT carry out an analytical review of this experience to derive 
lessons for itself and other CGIAR institutions.
7.4 Systemwide Activities
Collaboration among CGIAR centres takes three forms:
• Centre to Centre relationships based on a shared mandate: e.g., CIAT and IITA on
cassava, CIAT and ILRI on livestock and forage work.
• Bilateral or multilateral Centre to Centre relationships based on mutual research interests: 
(e. g., CIAT with IFPRJ, ILRI, IPGRI, ISNAR, etc.).
• Participation in CGIAR’s systemwide programmes.
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This section summarizes the Panel’s impressions on CIAT’s role and involvement in 
the CGIAR’s systemwide programmes.
In 1996 the CGIAR initiated a series of Systemwide Initiatives and Programmes to 
address issues that cut across the centres and to foster greater collaboration among the 
IARCs. CIAT has been a strong participant in systemwide activities from their start in 1996. 
At present the Centre takes part in nine CGIAR-level systemwide activities. In three it plays 
a leading role (as convener or co-convener), in four of the remaining six it carries
responsibility for a major component or project within the programme, and in two it 
participates on par with other collaborating centres. These are listed in Table 7.1.
Table 7.1 CIAT’s Involvement with CGIAR’s 
Systemwide Programmes
Leading Role Major Responsibility Participant
Ecoregional Programme for SW IPM Initiative (led by SW Genetic Resources
Tropical Latin America IITA) Programme (Led by IPGRI)
SW Programme on Soil, SW Livestock Programme SW Initiative on Genetic 
Water, and Nutrient (Led by ILRI) Resources (SINGER-Led 
Management (Co-convener by IPGRI)
with IB SRAM) SW African Highlands 
Initiative (Led by ICRAF) Consortium for the 
SW Initiative on Sustainable Development of 
Participatory Research and SW Initiative on the Andean Ecoregion 
Gender Analysis Alternatives to Slash-and- (CONDESAN-Led by CIP)
Bum (Led by ICRAF)
The Panel’s terms of reference did not include an assessment of these systemwide 
programmes, including those where CIAT plays a leadership (i.e., convening) role. This 
would have necessarily involved assessing the contributions of all partners- not just CIAT. 
Nevertheless, the Panel gained some impression of CIAT’s specific contributions to these 
systemwide efforts. These were noted, where relevant, in the preceding chapters. What 
follows are the Panel’s general observations about CIAT’s involvement with CGIAR’s 
systemwide programmes.
• CIAT is one of the most “connected” centres within the CGIAR - in the sense of its 
collaboration with other CGIAR centres. Playing a leadership or major contributor role in 
eight systemwide activities reflects a major commitment to cross-centre work.
• CIAT has been generally successful in the roles it has played in carrying out systemwide 
activities. The Panel has noted these in the earlier chapters. Prominent among these are 
the following:
The 1999 CCER on Soil and Plant Nutrition and Agricultural Research Systems 
Research at CIAT notes that the SW Programme on Soil, Water and Nutrient 
Management has been successful in early stages, but that it is far from achieving
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expected synergies. The CCER notes that the participants were very pleased with 
the role CIAT and IBSRAM played as co-convenors.
The Systemwide Initiative on Participatory Research and Gender Analysis has 
generated a number of useful methodologies and tools and helped operationalize 
their use in plant breeding and crop and natural resource management.
CIAT’s contribution to the SW IPM Initiative (co-ordinating the Global Whitefly 
IPM Project) has been very successful, as exemplified by its impact on slowing 
the spread of cassava mosaic disease in East Africa (see Box 4.2.2).
• The Panel considers two factors as significant contributors to CIAT’s success in joint 
work with other institutions: 1) an internal corporate culture that fosters participatory 
work and collaboration, and 2) its spectacular success in fund raising.
7.5 Training Unit
The objective of CIAT’s Training Unit is to “strengthen knowledge, abilities, attitudes 
and competencies of our partners in the areas of agricultural research and rural development 
through graduate training in order to improve the capacity of national research and 
development systems to conduct co-operative and individual research and development 
projects.”
The role and responsibility of the Training Unit have changed dramatically since the 
last EPMR. CIAT no longer sponsors its traditional group training in general agriculture and 
commodity production. These courses, as foreseen in the previous EPMR have been 
devolved to other institutions. The training effort is now dedicated to individualized in- 
service training, including thesis research, and specialized courses in areas of new 
technology. Training is linked to the demand expressed by partner governments and 
organizations. CIAT has developed 22 short courses in a wide variety of specialized areas.
In addition, CIAT now offers two or three more elaborate, multidisciplinary courses each 
year. In 1999 biotechnology and GIS advanced courses were offered. In collaboration with 
universities in 49 countries, CIAT hosts and provides supervision to approximately 25 - 30 
MSc and PhD thesis students at any one time. The Training Unit also offers materials backup 
too much of the non-formal training that CIAT undertakes through its participatory research 
activities.
CIAT formal training is now provided in new modes of delivery. From a staff level of 
23 in 1996, including one international staff member, the Training Unit has been reduced to 
3, all recruited locally. Much of the preparation of course materials is now contracted out, in 
some cases to former CIAT employees working in (EATs - see Section 9.2). Teaching and 
resourcing of courses is provided by CIAT scientific staff. Where CIAT training used to be 
financed solely through the core budget, most is financed today by partner institutions 
themselves, through CIAT projects, or by special training funds provided by donors.
In the period under review CIAT has trained 648 men and 444 women professionals, 
of whom about 85% are from Latin America, 10% from the developed countries, and 5% 
from Asia and Africa. The Panel notes that many training materials are available in Spanish 
only, and assumes that this limits training efforts outside Latin America.
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The Panel commends the Centre for moving to a demand-led, partnership model, 
which integrates CIAT’s professional and technical resources with the training needs 
expressed by developing country partners. It notes that the move from large production 
courses to specialized advanced short courses may have created some gaps in the network of 
contacts that Cl AT maintains with NARS. The Panel urges Cl AT to consider how training 
might better reinforce CIAT’s profile and links with NARS.
Given the combination of capabilities in the Training Unit, the Information and 
Documentation Unit, and the Communications Unit, the Panel encourages CIAT to explore 
the possibility of providing increased training at reasonable cost in a Distance Education 
format. Such an initiative could support many other CIAT activities, including the
Telecentres project.
7.6 Information and Documentation Unit
Otherwise known as “the Library”, the Information and Documentation Unit provides 
a link to the immense and growing body of scientific knowledge that is relevant to the work 
of CIAT and CIAT’s partners. Its objective is to provide comprehensive information services 
to on-site and off-site clientele. In a rapidly changing field, the challenge will be both to 
continue to expand its virtual facilities, and to ensure that its users are aware of the 
remarkable new information services that are becoming available. The potential usefulness 
of CIAT’s information facilities, especially to NARS partners, is exceedingly high.
The traditional role of a library is to receive information products like books and 
journals, and provide them to users. The modem library accesses information in multiple 
forms, in some cases direct from authors, and makes it available both to off-site users through 
the Internet and to on-site users in hard copy, or by use of electronic resources. The role of 
the library is to intermediate between sources and users as license and patron authenticator. 
In the period under review, the CIAT library has embraced the modem role. A number of 
services have been added, including access to online catalogues, journal licensing, electronic 
photocopying, CD ROM databases, grey literature, bibliographic information and search 
tools, as well as CIAT publications. NARS users have routine access to bibliographic 
bulletins, tables of contents, and quick custom bibliographies. The Systemwide Ecoregional 
Programme operates an active e-mail network with over 2000 NARS, development agencies, 
and NGOs. Formal and informal training has been offered in Latin America to ensure a 
critical mass of professionals able to take advantage of new services.
In order to provide continuous upgrading of CIAT’s own service capacity, the library 
has 300 interchange agreements agricultural institutions and universities, and is a member of 
the agricultural libraries network AGLINET. To the same end, CIAT staff participate 
regularly in international professional associations and networks. The Panel encourages 
CIAT to continue to explore economies of scale and synergies that could be generated 
through collaboration with other libraries inside and outside the CGIAR.
The Library is recognized within CIAT as a very solid unit, whose orientation toward 
service and the anticipation of user needs is strong. Because of the strength of the national 
staff, it has been possible to maintain this high level of performance without recmiting 
internationally.
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The Panel commends Cl AT for the accomplishments of the Information and 
Documentation Unit, and encourages the staff to continue its proactive and energetic 
approach to its work. The Panel urges CIAT to ensure that its internal and external users are
kept up to date on the services the Unit can provide.
7.7 Communications Unit
The Communications unit supports the partnership philosophy of CIAT through its 
work in scientific publishing, in public awareness, and through the development of CIAT’s 
website.
CIAT’s scientific publishing is a critical factor in maintaining its credibility. The 
Communications unit provides support to the research programmes through editing journal 
articles, producing technical books, and packaging CIAT electronic products. Scientific 
publishing in the review period has seen continued emphasis on genetic resources, the 
publication of new titles on natural resource management, and new electronic products such 
as Floramap™.
CIAT’s relationship with a wide variety of non-technical partners requires a focus on
public awareness. This involves the design of a coherent and compelling corporate image, 
development of public awareness materials which project this image, the preparation of 
presentations for key events, and support of CIAT interactions with the print and other mass 
media. CIAT materials emphasize the priority CIAT attaches to poverty alleviation, 
integration of advanced tools into problem-solving research, focus on participatory methods, 
and innovative collaborative arrangements. The corporate annual report, “CIAT in
Perspective”, as well as the institutional bulletin, promotional brochures and videos reiterate 
CIAT’s commitment to rural people, CIAT’s international relevance, and its global reach.
Through its media links, the unit aims at wide distribution of “science stories” in Latin 
America, and targeted distribution of selected stories to major media and specialized 
publications in North America and Europe. This strategy has resulted in articles in the 
Economist, and other major media. Communications staff has provided a short course for 
journalists on biotechnology issues. CIAT co-operates with the CGIAR system public 
awareness efforts, where its materials are appreciated.
The Communications Unit participates in the ongoing development of the CIAT 
website, with the objective of a providing a site that gives ready access to CIAT facts and 
themes from inside and outside CIAT. A steering group within CIAT co-ordinates support to 
the website development.
The Communications Unit has also been involved in the development and 
implementation of a CIAT/IDRC project on Telecentres for Marginalized Communities. In 
this highly innovative project, CIAT will test institutional models for the provision of 
telephone/ fax/ email centres in small communities - a kind of technological leap-frogging, 
which dovetails with participatory research and planning models emerging at CIAT and 
elsewhere. The Panel urges that this work be integrated with other community-level research 
of CIAT.
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The work of the Communications Unit is imaginative and original. The Panel was 
impressed by the high quality of CIAT publications and public awareness materials. It 
commends especially the efforts made to consolidate CIAT’s corporate image as an 
organization oriented to the problems of poor people and the difference that scientific 
research can make to them.
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CHAPTER 8 - GOVERNANCE
8.1 Board of Trustees
8.1.1 Introduction
The CIAT Board of Trustees is responsible for the overall functioning of the Centre. 
In the context of the goals and purposes of the CGIAR system, the Board determines the 
centre’s objectives, direction, budget and programme. It delegates the implementation of this 
programme to the Director General and Centre staff, and monitors the performance of 
management in meeting the programme goals.
8.1.2 Board Composition
According to the constitution of CIAT, the Board of Trustees is composed of no more 
than 17 members, including three ex-officio representatives of the Government of Colombia, 
and the Director General. As this is a relatively large size Board, one place has been allowed 
to remain unfilled for the past three years. The membership includes an appropriate range of 
scientific and management expertise relevant to CIAT, including private and voluntary 
(NGO) sectors, as well as university, national, and international public sectors. The 
geographic balance of the Board reflects the programme involvements of CIAT in its strong 
representation from Latin America, with members from Asia and Africa. The current Board 
includes 8 developing country nationals, 8 developed country nationals, 6 women and 10 
men. (Table 8.1)
By Statute, the Board includes four Colombian nationals. The Minister of
Agriculture, the Rector of the National University, and the Executive Director of CORPOICA 
serve ex officio, while the fourth is elected by the Board. A Colombian Chairman Emeritus 
attends most Board meetings, without vote, as honoured guest and informal ambassador. 
This unusual arrangement has proved highly effective in providing continuity and wisdom to 
the Centre.
The Board secretariat function is carried out with great precision and dedication by a 
member of CIAT staff, whose appointment as Secretary to the Board is renewable every two 
years.
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Table 8.1: Current Board Members
Centro Internacional de Agricoltura Tropical (CIAT) 
Term 2000-2001
Name Bot Committees Gender Region Discipline Nom. Start term Re- End term
Country By elected
Holm-Nielsen, Lauritz C-BOT, M-ExFin, M Europe/Denmark Botany CGIAR 2/21/97 12/03/99 12/03/2002
*** M-PC, M-AC, M-NC
****
Chaparro, L Fernando VC-BOT, M-ExFin M LA/Colombia Sociology Board 12/12/97 12/01/2000
***
Contini, Elisio M-PC, M-AC, M- M LA/Brazil Economics Board 12/12/97 12/01/2000
ExFin
Fogelberg, Teresa*** M-PC F Europe/Netherlands Sociology/Anthropology Board 12/04/98 12/07/2001
Gebhardt, Christiane M-PC F Europe/Germany Plant Pathology Board 12/12/97 12/01/2000
Girard, Colette M. M-Exfin, M-PC, C- F Europe/France Natural Resources Board 2/21/97 12/03/99 12/03/2002
NC
Jones, James, W.* M-ExFin, C-PC M NA/USA Agricultural Systems Board 12/04/98 12/07/2001
Maeno, Nobuyoshi** M-PC M Asia/Japan Agronomy______ Board 12/03/99 12/06/2002
Paul, Samuel C-AC M Asia/India Public Institutions Board 12/1/95 12/04/98 12/07/2001
Management
Sibale, Elizabeth M-PC, M-NC F Africa/Malawi Plant Breeding CGIAR 12/04/98 12/07/2001
Pantin, Graciela * M-AC F LA/Venezuela Sociology Board 12/04/98 12/07/2001
Valent, Barbara M-PC F U.S.A. Biochemistry Board 12/03/99 12/03/2002
 -
Moncayo, Victor Manuel M-PC M LA/Colombia Lawyer Ex 03/15/97 Indefinite
officio
Samper, Armando ★ *** M-NC C-Emeritus M LA/Colombia Agricultural Economics Board 4/01/82 Indefinite
Schoonhoven, A. van M-ExFin. M Europe/Netherlands Entomology Ex- 9/23/99 04/2000
Officio
Uribe, Alvaro F. ***★ M-PC M LA/Colombia Zootechny Ex- 11/1/97 Indefinite
officio
Villalba, Rodrigo M-BOT M LA/Colombia Social Sciences & Law Ex- 08/01/99 Indefinite
Officio
Appointed as Trustee Elect in December 12/97 to begin their first term in Dec./98. 
** Appointed as Trustee Elect in December 4/98 to begin his first term in Dec./99 
*** M-ExFin - Sub-committee on Compensation 
**** Ad-hoc Sub-committee on Security 
NOTE: One position remains open (BOT-41, Feb./97)
M-BOT = Member Board: C-BOT = Chair Board; VC-BOT = Vice Chair; M-ExFin. = Member Executive & Finance Committee; M-PC = Member Program Committee; M-AC - Member Audit Committee; 
M-NC = Member Nominating Committee; C-Emeritus = Chairman Emeritus
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8.1.3 Committees
8.1.3.1 Executive and Finance Committee
The Executive and Finance Committee consists of the Chair, Vice Chair, Director 
General, chairs of all Board Committees, plus two members at large, In response to
recommendations of two previous reviews, the responsibility for financial issues has passed 
from the Audit (formerly Audit and Finance) Committee to the Executive and Finance 
Committee. Subcommittees on resource mobilization, security, and compensation report to 
the Board through the Executive and Finance Committee. All Committees report to the full 
Board, which empowers the Executive and Finance Committee to act on the Board’s behalf 
between annual meetings.
8.1.3.2 Audit Committee
The Audit Committee on behalf of the Board supervises and receives the reports of 
the Internal and External Auditor. It plans the commissioning and implementation of the 
annual External Audit and pursues in detail issues raised by the External Auditor’s report. 
The External Audit is contracted to a different company periodically.
8.1.3.3 Nominations Committee
The Nominations Committee plans for the orderly replacement of outgoing Board 
members, with careful attention to expertise, geographic, and gender balance. The
Committee also manages the process of electing the Chairperson and Vice Chairperson.
8.1.3.4 Programme Committee
The Programme Committee advises the Board on issues pertaining to CIAT’s 
mandate, strategy, programme of research, and scientific quality. It recommends the annual 
Programme and Budget to the full Board for approval. Its members participate in the Annual 
Review of the Centre.
8.1.4 Recent History
CIAT’s Board of Trustees has faced major challenges in the past five years. At the 
time of the last review, a very significant strategic change was underway but not yet fully 
implemented. Because of the illness of the Director General, the Chair of the Board had 
stepped in as Interim Director General until a replacement was appointed. In addition, 
unanticipated financial constraints made it necessary to undertake two separate 
reorganizations including severe downsizing in each case. The Board also dealt with the 
impact of the abduction of a staff member and ensuing legal issues which emerged. More 
recently, the Board had to undertake a second Director General search effort within five 
years.
The Board has been absorbed with one urgent matter after another during the period 
under review, and this has imposed substantial demands of time and effort on all Board 
members. In principle the full Board meets once a year, with Programme Committee 
attendance at the Annual Review, and one further Executive and Finance Committee meeting. 
In practice, the Board has met twice a year in four of the five years under review.
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The Board has weathered these demands in good form, and risen to the challenges 
implied by the simultaneous appearance of funding shortfalls, security concerns, personnel 
changes, and major strategic adjustments. Moreover, the determination of the Board to 
provide maximum stability in institutional structure and research management over the past 
three years has minimized the destabilizing impact of the external conditions in which CIAT 
operates.
8.1.5 Assessment of Current Functioning
8.1.5.1 Culture of the Board
CIAT Board of Trustees is a lively and dedicated group. Each member is encouraged 
to participate fully, and does so. Members receive information on a regular basis from the 
Chair. The transparency of the Board’s approach to doing business is increasing. The quality 
of its deliberations is high, and could be even higher given the calibre of the members. 
Introductory material provided by CIAT, and attendance at the Annual Review, along with 
training sessions sponsored by the CGIAR, have reduced the time it takes new members to 
contribute fully. It is clear that mutual respect among the Board members and the willingness 
to tackle problems in a pragmatic way create a constructive atmosphere. The Board might 
capitalize these resources even more effectively by investing time in a team-building retreat 
similar to those undertaken by the management team.
8.1.5.2 Director General Search Process
The management of the selection process for a new Director General was exemplary. 
On an ad-hoc basis, the Board appointed a committee consisting of both Board members and 
outside expertise to carry out the search process. The Search Committee consulted widely 
with stakeholders in seeking applicants from a wide variety of sources. It presented to the 
Board a shortlist of qualified candidates that reflected genuine diversity in scientific and 
management approaches. The interviews included meetings with staff, and the Board 
solicited feedback from these meetings.
8.1.5.3 Level of Engagement
One of the tasks of a CGIAR Board is to determine the correct level of engagement in 
the Centre’s policy formulation, strategic planning and programme oversight. Boards are 
enjoined not to stray into operational areas that are clearly the prerogative of management. 
At the same time, it is essential for the Board members to be fully informed about operations 
and well versed in the issues that influence management decisions. The Board of CIAT has 
been, if anything, overly respectful of the line between Board and management. While 
receiving excellent information about financial outcome, for example, it is not clear that the 
Board interacts substantively on financial allocation questions. The budget approval 
discussion in the Board is focussed on the “bottom line”. While this may be justified in times 
of crisis when solvency is an urgent matter, the Panel urges the Board to refocus its attention 
on resource allocation and the monitoring of implementation. The Board should use the 
budget as a planning tool, and as a vehicle for substantive discussion of strategic issues. 
Budget presentations by the staff should be designed to support such discussions.
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8.1.5.4 Programme Committee Agenda
Programme committee deliberations include thorough review of each project, based 
on very detailed project reports. Both the materials presented and the tenor of these 
discussions tend to be drawn to the level of the “trees” rather than the “forest”. This deprives 
the Centre of some of the wisdom available to it, and underutilises the talents of the members. 
In the view of the Panel, there is a need to address programme themes and issues at a 
different level of analysis. The Board discussion of linking its project reviews to 
implementation rates is a useful beginning. The Panel urges the Programme Committee to 
deliberate on its agenda, with a view to providing stronger guidance to the Centre on CIAT’s 
programme problematique, trade-offs, and opportunities as well as on projects. The 
Programme Committee needs to identify the supporting information and the level of 
interaction with programme staff which will enable it to establish and pursue a strategic 
agenda.
8.1.5.5 Committee Articulation
Although committee mandates are well defined in the CIAT by-laws, in practice the 
articulation between agendas of the full Board, Executive and Finance Committee, 
Programme Committee and Audit Committee is not fully developed. The Executive and 
Finance Committee operates with a large agenda, and its meetings include many topics which 
then reappear on the agenda of the full Board. In addition, the Audit Committee still receives 
some financial reports, which are not strictly within its purview. Committee meeting 
schedules sometimes overlap in ways that make full attendance impossible. As a result, some 
issues are handled more often than necessary, yet in inadequate depth by the full Board. As a 
means of making the operations of the Board more efficient, the Panel encourages the Board 
to use the Executive and Finance Committee to plan the overall Board meetings, including 
agendas, in a way that optimizes the input of Board members. In this way, the commitment 
of 15 - 20 days of valuable time normally implied by Board membership can be used to 
greatest effect.
8.1.5.6 Interaction with Staff
Board members seldom visit field sites for the purpose of interacting with CIAT staff 
and partners. Such visits can serve to provide information about the context of CIAT’s 
operations, improve the Board members’ grasp of the issues confronting the Centre, and at 
the same time the visits have strong representational value in the field. Flaving a Board 
member in tow may give occasion for field staff to reinforce important contacts with host 
governments and other partners.
The Board interacts more frequently with the scientific staff at CIAT Headquarters, 
but this seems to be a matter of personal and professional interest rather than a deliberate part 
of its programme of activities. The advantage of such interaction is that it allows the Board 
members to appreciate in more depth both the CIAT programme, and the environment in 
which the scientists are working. Issues such as security, spousal employment, security of 
tenure, career planning and family implications of employment at CIAT are specific to 
context. Board members need to be aware of the whole picture in order to make appropriate 
decisions on policies and priorities. Arguably, this was a factor in the departure of the 
previous Director General. The Panel urges the members of the Board to increase their 
interactions with CIAT staff both at headquarters and in the field.
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8.1.5.7 Varia
CIAT’s Constitution and By-laws are clear and accessible. The Board Handbook is a 
valuable reference tool, kept current by the Board Secretary. Board Members are covered by 
health, accident and liability insurance. The Board has adopted the “Reference Guides on 
Roles, Responsibilities, and Accountability of Centre Boards of Trustees” published by the 
CGIAR Secretariat, and implements its recommendations for Board Chair evaluation.
The Board includes members capable of stepping in as interim Director-General, and 
of moving in to positions of Chair and Vice-Chair.
8.2 Centre Commissioned External Reviews (CCERs)
The concept of CCERs emerged at the CGIAR Mid-Term Meeting in 1995, and was 
further developed by TAC and the CGIAR Secretariat. External reviews are considered the 
cornerstone of the CGIAR’s system of accountability, and are expected to cover four major 
areas: programme priorities and strategy, relevance and quality of science, achievement and 
impact, and governance and management. CCERs may be commissioned in any area that a 
Board may choose, but one of their main uses is to assess the relevance and quality of 
science. Thus evaluation of science is a key theme of the CCER concept.
CIAT describes its science evaluation process as follows: “CIAT’s evaluation 
framework includes two dimensions: research strategy and quality of science. The strategic 
process evaluates if CIAT research has the right goals, meets stakeholder needs, is feasible, 
has adequate projected outputs, and the right resources and organization to deliver these. The 
scientific quality review concerns issues such as: is our science rigorous, cutting edge, and of 
high international standards; are the methods used optimal and is the peer review process 
appropriate. The Internally Commissioned External Review (ICER) concerns a review of the 
quality of science” 1
The CIAT Board of Trustees monitors the quality and relevance of the research 
programme through, inter alia, Centre Commissioned External Reviews (CCER). The Board 
follows a process that includes approving a list and plan for reviews. External consultants 
carry out the review. The Board approves the selection of a Chair for the review and
Management then selects the rest of the CCER panel. A Board representative meets with the 
Chair, or confers with him or her by telephone to ensure that Board concerns are taken into 
account. The Management then comments on the report, which is sent to the Board for 
discussion, including actions to be taken on its recommendations or suggestions. A year 
later, a considerable part of a Board meeting is devoted to following up on implementation of 
the CCER recommendations and suggestions.
The Board considers the CCER to be a major element in evaluating the quality of 
science at the Centre. As such, CIAT’s original plan was to conduct one review a year,
following a planned schedule for projects or areas to be reviewed.
1 Terms of Reference of the Review Panel, Internally Commissioned External Review (ICER) 1997, Integrated 
Conservation of Neotronical Genetic Resources (Project SB-1) and Enhancing the Understanding and Use of 
Agrobiodiversitv Through Biotechnology Methods (Project SB-2).
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8.2.1 CCERs Conducted During the Review Period
Four CCERs were commissioned by the Board during the review period, covering 
Resource Management (1995), Genetic Resources and Biotechnology (1997), Crop 
Improvement (1998) and Soils, Plant Nutrition and Agricultural Systems (1999). In addition 
an ICER commissioned by the CGIAR on Genebank Operations (1995) is considered by
CIAT to be the equivalent of a CCER. The EPMR Panel refers to these in respective 
chapters.
8.2.2 Future Strategy
The Board plans to schedule CCERs covering all aspects of Centre activities such that 
they support the next EPMR. In addition, CIAT plans to commission a CCER on 
Management.
8.2.3 Overview and Assessment
The coverage of the CCERs is shown in Table 8.2. The Panel notes that the Project 
most reviewed was Genetic Resources which was the subject of two major reviews and was 
linked as a key partner in the 1995 CCER of Resource Management. Projects on Beans, 
Cassava, Rice and Tropical Forages were the subjects of a major Commodity Improvement 
CCER (1998) and were also strongly linked to two reviews, CGIAR Genebank Operations 
ICER (1995) and the Resource Management CCER (1995). The Biotechnology and 
Production Systems projects were reviewed twice, each of them being reviewed once as a 
main focus and once as a project linked to another review. Projects reviewed once as a main 
foci were Beans in Africa; Soils and Plant Nutrition; Hillsides; and Land Use; while 
Systemwide Soil, Water and Nutrition; IPM and the former Forest Margins Programme were
linked to a review. Projects not covered by a review during the period were Rural 
Agroenterprises, Linkages with NARS, Farmer Participatory Research, Impact Assessment, 
Ecoregional Programme for Tropical Latin America and the former Savannah Programme.
All CCERs mentioned the quality of science, although most of the assessments were 
based on observations of the panel and their experience, and none indicated the use of 
quantitative evaluation methods. Nevertheless, the CCERs did discuss quality of science 
explicitly, which aided the work of the Panel.
The CCERs were useful to the Panel’s deliberations and made its tasks easier. The
Panel emphasizes that it comments in different chapters on the opinions presented by the
CCERs, and in most cases the Panel expresses its agreement.
The Panel commends CIAT’s Board for commissioning the CCERs and for their 
quality— which in most cases was quite high - and for its plans for CCERs in the future. 
Each presented well-argued, provoking recommendations and suggestions.
The Panel was concerned that in some cases the follow-up to the CCERs may not 
have been consistent. The Panel believes the Centre would benefit from a CCER on the 
broader NRM work and on participatory research.
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Table 8.2: Coverage of CIAT Projects by Center-Commissioned External Reviews (CCERs), 1995 - 1999
ICER/ Hill- Forest Savannah
CCER, SB, SB2 IP, IPs IPs 1P4 IPs PE PE2 Sides3 PE4 pe5 SN SN2 sn3 BP, SW, sw2 sw3
Margin
Date pe
Plant Nutrition 
& Agriculture 
Systems 
1999
Commodity
Improvement
1998
Genetic 
Resources 
& Biotech. 
1997
Resource
Management
1995
1CER-CGIAR
Genebank
Operations
1995
• = main foci (one of)
• = linked to the Review
Code for the Projects:
SB i Genetic Resources PE, Integrated Pest Management (IPM) SN3 Farmer Participatory Research
SB2 Biotechnology and Agrobiodiversity PE2 Soils BP, Impact Assessment
IP, Beans PE3 Hillsides
IP2 Beans in Africa PE4 Land Use SW i Ecoregional Program for Tropical Latin America 
IP3 Cassava PE5 Sustainable Systems for Smallholders sw2 Soil, water & Nutrient Management 
IP4 Rice SN Rural Agroenterprises sw3 Participatory Research & Gender Analysis
IP5 Tropical Grasses and Legumes SN2 Linkages with NARS'
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CHAPTER 9 - ORGANIZATION AND MANAGEMENT
9.1 Organizational Structure
At the time of the last EPMR, CIAT was organized along programme lines in what 
was called a “soft” matrix. Although the centre carried out its research in 28 projects, the 
organizational structure itself was based on 6 Programmes, 6 Units, and 5 Scientific Resource 
Groups. A management team of 9 members was organized hierarchically, with 2 Deputy 
Directors General. The 1995 EPMR recommended that the centre moves to a full matrix 
organization, and accentuate the role of the project leaders by involving them fully in project 
definition, planning, and budgeting.
The current organizational structure of CIAT (Figure 1) reflects a decision of the 
Board and Director General to compress the pyramid structure, to decrease the size of the 
Management Team and to reduce the number of projects to 16. Since 1996, these projects 
form the basic organizational unit in CIAT. They correspond to the requirements of the TAC 
priorities and the CGIAR system matrix.
In an effort to develop and reinforce an integrated vision of CIAT’s values and 
practices, the Management Team is now organized horizontally, with each member reporting 
directly to the DG. The members have made an effort to create a culture of teamwork 
through regular weekly meetings and facilitated management retreats. Leadership when the 
DG is absent is rotated among the members. With a research programme consisting of 16 
widely diverse projects, one of the most important functions of the Management Team is to 
promote co-ordination among CIAT activities and projects and to provide an integrating 
vision of CIAT’s overall strategy.
The Panel notes that the Management Team may be considered large for an
organization the size of CIAT. It observes, however, that it is actually smaller than in the 
past, and that the lack of hierarchy within the team appears to have fostered greater 
participation and access for all CIAT staff.
As called for in the last EPMR, project leaders are now responsible for planning, 
budgeting and financial implementation of projects. Each project leader reports directly to a 
member of the Management Team, as do unit managers in the service and support areas. The 
intention of management in introducing this structure was to reduce the number of reporting 
levels, and to improve the access of staff to the senior management. It seems clear that these 
objectives have been accomplished.
The Panel was struck by the strong support expressed by staff at all levels for the 
increased openness of senior management to the perspective and concerns of the staff. This 
openness has paid off in a strong sense of commitment to the corporate values of CIAT. The 
effort to foster a spirit of co-operation among units, and collaboration across organizational 
boundaries has in large measure overcome a tradition of management by fiefdoms.
This being said, the Panel notes that the ideal of integration of CIAT’s research 
programme is not fully achieved at the present time. The increased authority of the project 
leaders to plan and manage research projects has brought with it increased workload in the 
form of financial and other management tasks. The need to organize research along lines
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determined by the availability of donor contributions with diverse timeframes and reporting 
requirements also decreases the freedom of CIAT scientists to reallocate human and material 
resources readily. In addition, through the removal of even a “soft” matrix, the place of 
discipline-based interaction is relegated to informal settings in an already heavily loaded 
schedule. These factors diminish the ability of CIAT scientists both to undertake long-term 
research commitments, and also to make short term adjustments.
At best, research teams should be able to form and dissolve around problems with 
maximum flexibility. Nevertheless, this goal must be achieved while maintaining adequate 
accountability for results, and transparent budgetary practices.
The Panel urges CIAT to introduce a mechanism by which CIAT scientists will be 
able to dedicate adequate time to benefit from interaction with disciplinary colleagues.
While not wishing to prescribe a particular model, the Panel encourages CIAT to 
ensure that its organizational structure promotes integration of its research activities, and 
maximizes the ability of biophysical and social scientists to focus together on research goals 
organized by problem.
9.2 Research Management
9.2.1 Priority Setting
CIAT’s last major strategic planning exercise was done in 1991 (“CIAT in the 1990s 
and Beyond: A Strategic Plan”). It guided the thrust of CIAT’s research programme over the 
past decade. This plan resulted from an interactive process between the Board, management, 
internal task forces and leaders of national programmes. Since then, CIAT used the medium- 
term plan (MTP) exercises to adjust its strategy, e.g., move from programmes to projects, 
pilot initiatives in non-mandate crops, business development initiative. The 1998-2000 MTP 
included input from the Regional Forum for Latin America and the Caribbean as well as from 
a wide spectrum of CIAT scientists. Some external partners nevertheless deplored a limited 
consultation before the introduction of these significant changes.
Given some of the key strategic issues CIAT is facing at this point in time (see 
Chapter 10) and given the donors’ shift to increasingly targeted short term funding for what is 
a long term research agenda, now is the time for CIAT to redefine its vision and long term 
strategy. Concern has been raised that the Centre is moving away from its mission, that it is 
in too many markets, and that it is time to stop “patching up” the old strategic plan and 
engage in long term thinking. A new strategic planning exercise was started recently with a 
target completion by the summer of this year but it has been put on hold until the arrival of 
the new Director General. The Panel considers this a prudent move.
Priority setting at the project level has been very participatory both internally and with 
partners. Indeed some of the projects have a participatory planning by objectives (PPO) 
approach with periodic adjustments in response to expressed farmer needs.
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9.2.2 Organization of Research
CIAT fully implemented its shift from a programme to a project based research 
management structure in 1996. The programmes were self-sufficient groups with all the 
expertise they needed. In view of the funding shortfalls this could not be sustained. Research 
activities were grouped under 16 projects that have their own budget but, for the most part, 
have to share their scientific staff with other projects.
Projects are managed by project managers who report to one of two research 
directors. Scientists are “housed” in one project and report to that project manager although 
they generally work on two or three projects. Considerable responsibility and accountability 
has been devolved to project managers. They have to define their projects, set objectives, 
raise funds to complement whatever unrestricted funds they receive, deal with partners, 
manage their staff, manage their budget and periodically report to management and to the 
donors involved in their project. In CIAT it is the project manager’s role to “sell” his/her 
project to donors and the management team’s role is to help the project managers in this 
endeavour but not do it for them. The Management Team also considers that the project 
manager position is a “temporary position” in the sense that someone can rotate in or out of 
it. Project managers, therefore, are not permanently promoted in the position. They keep 
their prior salary and are given a “responsibility allocation” but only as long as they stay in 
the position.
Although the project organization has been in place in CIAT for close to four years 
and although it is a common practice in research management, it has not yet received wide 
acceptance in CIAT and it has not entirely produced the hoped for results. Some of the 
expected advantages of the project organization were to improve long term planning, help 
reach a critical mass of expertise, decentralize authority and accountability, decentralize 
innovation, create more entrepreneurial research groupings and improve transparency. Some 
of these objectives were achieved.
A large number of CIAT scientists, however, find fault with the present structure. 
They complain that it fragments staff, creates overlap, splinters scientific effort and focus, 
hampers integration, interaction and team building, creates internal competition for funds 
within CIAT, reduces the capacity of scientists to explore, and makes long term planning 
more difficult. A recent CCER also concluded that the project arrangement had some
negative effects on research efficiency. In addition project managers complain that they have 
to spend a considerable amount of their time (50% or more for many) on project 
management, and project staff complain that they have to spend too much time on fund­
raising, meetings and planning.
Yet some staff favour the set-up and some projects perform very well and do not seem 
to suffer from the woes listed above. Hence, the project structure, per se, may not be the 
cause or the sole cause of the problems. Projects are successful or unsuccessful for a variety 
of reasons: having a clear focus, manageable size, minimum critical mass of scientists, right 
mix of disciplines, having a good project leader, adequate funding, etc. While the panel has 
not attempted to disentangle these and other critical success factors for each project, it 
observes that “integration of effort” is a common intra-project as well as inter-project issue at
ciat:
Integration in three domains is particularly important: 1) along disciplinary lines; 2) in 
output terms; and 3) in blending genetic research with NRM research. Disciplinary
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integration requires cross-projects mechanisms (formal or informal) enabling scientists in the 
same or associated disciplines to learn from and provide support to each other. Integration in 
output terms is both an intra-project issue (for those projects housing several disjointed 
activities) as well as an inter-project concern. CIAT’s earlier organization facilitated this 
through “programmes”. The challenge CIAT faces now is to generate a similar integration 
without a formal programme structure. This places a significant responsibility on the 
directors.
The third integration domain (blending genetic research with NRM research) is also 
an intra-project as well as inter-project concern. This is a complex problem as it involves co­
operation among staff with radically different scientific orientations. However, the Panel 
believes that, with its dedication to the cause and lengthy experience in addressing the issue, 
CIAT has a unique comparative advantage to generate novel means of bridging the gap.
In conclusion, as integration of research efforts is a cross-cutting issue for the Centre, 
the Panel recommends that CIAT include in its next strategic planning exercise an in-depth 
examination of the composition of its project portfolio and the mechanisms used to foster 
intra-project and inter-project integration.
9.2.3 Project Planning, Budgeting, Monitoring and Reporting
Restricted grants are prepared by the project manager or scientist who will be in 
charge of it (project leader) with help from the Project Office and according to a detailed 
procedure. The proposal requires management approval. Once donor funding has been 
officially confirmed, the project is assigned a budget and a budget code. This gives the 
project leader his/her financial authority and budget ceiling for this project. The project’s 
budget line is closed when commitments reach the project’s budget ceiling or when the 
project completion date is reached. A donor database was created, and updated recently, to 
help the project leaders in their contacts with donors. A project budget monitoring system 
was developed internally in 1997, following consultation with project leaders, and it has been
upgraded since then.
These procedures and system are a significant improvement over the past. They 
ensure accountability, transparency, and consistency. Project leaders and managers are sent 
very detailed monthly reports that are expected to allow easy monitoring of their budget. 
This, however, is not the case. A large number of project/sub-project leaders complain about 
numerous problems (erroneous charges, late postings, multiple reporting) and about having to 
spend considerable time at the end of each month reconciling their reports with their budgets. 
Several projects have hired an administrative assistant to deal with these and other 
administrative issues.
The Panel considers project budget monitoring and reporting to be a critical 
management issue in the Centre. While some project leaders blame this situation on the shift 
to projects, the Panel believes that most of the problems stem from system and procedural 
problems. Some of the main reasons for these problems are the limitations of the 
system/software and the delayed posting to the project budgets of charges such as salaries, 
travel, lab, charges from and to CIAT’s outposts. This means that a project leader could 
therefore consult the system and find that money is available when in fact it is not. 
Additional problems stem from completeness of the forms used in the budgeting process as 
well as multiple data entry and complexity of reporting both due to the multiplicity of donors
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and of sub-projects (the number of reporting statements to be prepared by the Finance 
Department each year is now in the hundreds!).
While the data provided by the reporting system is sufficiently up-to-date and 
accurate for periodic reporting to management, it is of limited usefulness to a project leader’s 
day-to-day needs and it requires significant work to prepare donor reports. A redesign of the 
system is planned for 2000. The upgrade will allow real time posting of all charges and it 
will be accessible by all CIAT offices.
Apart from this system redesign, the Panel suggests that CIAT give consideration to
the following:
• Clarify the role, accountability and involvement of the different actors in the 
monitoring and reporting process (project leader, Project Office and Finance 
Department) and increase the dialogue between them.
• Consider providing increased support to the project leaders, e.g., from the Project 
Office and the Finance Department, or by assigning a trained project co-ordinator 
for a group of projects.
• Clarify the terms and conditions of contracts with donors (e.g., type of expenses 
and overhead to be charged to the projects).
• Train project leaders and their administrative staff on basic project management 
and project financial management.
The Panel notes that, following a recent reporting problem on a GTZ project, GTZ has 
agreed to assist CIAT in reviewing the processes, procedures, manuals and organization 
structure of the Finance Department. This is to be done in calendar year 2000. With the 
system redesign described earlier and also planned for this year, this should help alleviate 
CIAT’s project monitoring and reporting problems.
This notwithstanding, the present information systems do not provide the project 
leaders with relevant, timely and accurate financial information, and therefore the Panel 
recommends that CIAT elevate the priority assigned to the redesign of its financial 
information systems, processes and procedures.
As a final point related to project planning, the Panel notes that funding of some
CIAT activities is tied with appointment of specific donor-identified scientists. This is not 
unique to CIAT. While this situation reflects the current realities in the funding environment 
of the CGIAR, the Panel considers that qualifications and competency of the staff proposed 
by the donor must meet the standards of scientific excellence espoused by CIAT. It is not in 
the long-run interest of CIAT to dilute its scientific excellence. When faced with such a 
dilemma, the Panel would urge CIAT to uphold its standards of scientific excellence at the 
expense of additional funding.
9.2.4 Information Systems
The last EPMR recommended that a strategic plan for the development and 
organization of information systems in CIAT be formulated as soon as possible. CIAT 
conducted a major analysis leading to the development of proposals for large new
investments in information systems. Management decided in 1998, after discussion with the
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Board of Trustees, that the scale of the proposed investment exceeded what was feasible 
within existing financial constraints. A new working group developed a proposal for a more
modest reorganization that was approved by the Management in 1999. CIAT also undertook 
a full Y2K compliance exercise.
The Panel finds that CIAT’s management of information systems has been pragmatic 
and cost-conscious, but that The Centre still lacks a coherent centre-wide Strategic 
Development Plan for information systems.
9.3 Institutional Management
9.3.1 Leadership and Management
At the time of the previous EPMR, CIAT was in the process of recruiting a new DG 
and one of the panel’s recommendations was that “in its consideration to fill the position of 
Director General, the Board carefully consider the importance of a leadership style that will 
reintegrate the CIAT community and encourage participation in decision-making 
processes...”. Since then, CIAT management had the challenging task of turning around this 
large and complex centre under difficult conditions, e.g., decreased funding, staff reductions, 
security problems. In this context, the Panel wishes to commend CIAT’s Management, and 
its former Director General in particular, for demonstrating effective managerial leadership 
and for exhibiting the leadership style the previous panel was hoping for.
Based on a large number of interviews with CIAT staff and managers, the Panel sees 
the key achievements and contributions of the former DG in the areas of finance, 
management and human resources as:
• restoration of the centre’s financial integrity
• constitution of a strong management team
• introduction of a participatory style of management
• improved relations and communications with staff, including the creation of two 
associations for staff not represented by the then existing association and union
• greater transparency at all levels
• creation of various committees and working groups
• creation of special funds, e.g., Staff Development Fund (FDRH)
• introduction of a carry-over policy for core budgets
• introduction of performance-based financial incentives for managers
• improvements in the performance appraisal system, from the DG downward, 
including a 360-degree feedback for managers
The Panel notes that these achievements address many of the concerns expressed by the 1995 
EPMR. Some of these achievements are discussed further in appropriate parts of this chapter.
The present CIAT management team (MT) has been in place since April 1996. It is 
composed of seven members: the Director General, the four Directors (Genetic Resources, 
Natural Resources, Co-operation, Strategic Planning), the Financial Manager and the 
Executive Officer (in charge of Administration). The members of the MT consider that it 
operates exceptionally well and the Panel agrees that it does indeed fully operate as a team. 
During the DG’s absences the acting assignment rotates between members of the MT and the
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members also act for each other. Members of the MT evaluate each other’s performance as 
part of the 360-degree performance appraisal system presently being tested at Cl AT. The 
MT meets once a week and has a fairly structured agenda: periodically it meets informally 
with a few scientists, once a month it is briefed on financial issues by the financial Manager 
and twice a month it discusses special topics. The MT also goes on retreat twice a year, 
outside of CIAT, with a facilitator, to discuss strategies and priorities. The only reservation 
the Panel might have is that, while members of the MT are declared to be all equals, the fact 
that two of them do not have the title of Director may result in a perception of hierarchy 
between them. This is further discussed under the Financial Management section.
While relations between management and staff were an issue at the time of the 4th 
EPMR this is not the case today. CIAT now has four associations/unions representing staff: 
two were created at the instigation of the former DG (the Assistants/Associates Advisory 
Committee and the Secretaries Advisory Committee) and two have been in existence longer 
(the Workers Union and the Principal Staff Association). Each of these groups meets with 
the management team between two and four times a year. The representatives of all four 
groups unanimously praised management for the progress in communications over the last 
five years, for the quality and transparency of relations and for management’s responsiveness 
to the issues they raise. The staff associations/committees are represented on various CIAT 
committees, panels and funds (e.g., Harassment and Discrimination, Pricing, Staff 
Development, Bio-diversity) and new initiatives have resulted from their suggestions (e.g., 
the creation of the Staff Development Fund, the introduction of 360 degree feedback, the 
availability of the staff manual on-line and on CD-ROM for out posted staff). 
Representatives of these groups have also been involved in the development of CIAT policies 
and, for the first time, in the recent round of interviews of the candidates for the Director 
General position.
9.3.2 Human Resources Management
9.3.2.1 Staffing
Although major staff reductions (28%) had already been made during the period 
covered by the last EPMR (1989-1994), further severe cuts had to be made during the period 
covered by this EPMR due to funding shortfalls. From 1995 to 1999, CIAT’s total staff 
decreased by 32% (see table 9.1). Over the last ten years this means a total CIAT staff 
reduction of 55%. Turnover (i.e., the percentage of staff leaving CIAT each year) for 
internationally recruited staff (IRS) has remained stable and at a relatively normal level over
the past few years (in a 15 to 20% range). For nationally recruited staff (NRS) it has been 
much higher, in a 40 to 45% range in 1996 and 1997 when most of the staff reduction 
occurred, and around 35% over the last two years. Although these figures include contracts 
that terminated and were renewed, they seem somewhat high, especially since the number of 
NRS staff has rebounded in 1999 when it increased by 5%.
With respect to reductions by major areas within CIAT, Table 9.1 shows that total 
staff in Research decreased by 23%. Reductions were even higher in Research Support (- 
34%) and in Administration and Finance (-43%). Concerning reductions of NRS and IRS 
staff, NRS were more affected than IRS: -32% vs. -8%, even though the number of NRS has 
actually increased in 1999. As a result, IRS staff now represent 11% of total staff vs. 8% five 
years ago. Within the IRS category, however, one should note that the decrease is entirely 
among senior staff (from 72 to 56) while the total for senior research fellows, postdoctoral 
fellows and visiting scientists has increased from 19 to 28.
I
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Staff cuts of the magnitude experienced by CIAT are never easy to implement and it 
is therefore very much to the credit of CIAT management to have implemented drastic 
reductions in a way that showed care and concern for staff. This was underlined by the staff 
associations/committees and by the workers union. Praise was already given to CIAT 
management during the last EPMR for how it handled the previous round of cuts; this Panel 
strongly commends management for its handling of the latest round of reductions.
Table 9.1: CIAT Staffing, 1995-1999
1995 1999 Percentage Change
Research 549 421 -23%
IRS 81 75 - 7% 
NRS 468 346 -35%
Research Support 189 125 -34%
IRS 6 6 0%
NRS 183 119 -35%
Administration and Finance 346 196 -43%
IRS 4 3 -25%
NRS 342 193 -44%
Total 1084 742 -32%
Internationally Recruited Staff 
Male 75 65 -13%
Female 16 19 +19%
Total IRS 91 84 -8%
Nationally Recruited Staff 
Male 699 428 -39%
Female 294 230 -22%
Total NRS 993 658 -34%
TOTAL 1084 742 -32%
Given the high level of unemployment in Colombia, the lower level staff whose job 
was cut had the highest risk, of all CIAT staff, of not finding another job. One way in which 
CIAT helped them was to encourage them to organize themselves in unipersonal companies 
(mostly suited for individual NRS scientists) or in small enterprises - workers association 
companies or EATs - better suited for the provision of services. EATs were encouraged to 
compete for contracts to perform a number of the services CIAT needs (e.g., cleaning, 
cafeteria and housing service, switchboard, drivers). Contracts are bid every two years but 
the contracts themselves are for one year with the possibility for CIAT to cancel. The initial 
one-year contract, however, was guaranteed. This had the effect of giving those staff at least 
short term security by letting them perform essentially the same work at the same place, 
though under different legal arrangements and at less favourable conditions. But, being small 
private enterprises, EATs are free to offer their services on the market, which several of them 
have done. With the help and advice of the National Apprenticeship Service (SENA), CIAT 
also trained departing staff in how to start their own business and it offered legal and
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administrative assistance to the EATs. While the Centre may, in some cases, have been able 
to find somewhat cheaper service providers on the market than the EATs, this approach 
ensured CIAT that it had people that knew the organization and knew what was expected of 
them.
Before making the staff cuts, CIAT management provided staff and their 
representatives with information on the reduction goals. In making the redundancy decisions, 
it took into account individual circumstances (e.g., performance, time to retirement, gender, 
family responsibilities, health status). CIAT also helped those staff who did not opt for an 
EAT or a unipersonal company to find a job elsewhere. This whole approach allowed CIAT 
to avoid labour disputes despite the large cuts and despite a switch to fixed term contracts 
from indefinite contracts. It also maintained goodwill and loyalty to CIAT among both 
departing and remaining staff.
This approach, however, may not be feasible if further cuts were needed. CIAT 
management feels that it would be financially difficult to pay for separation costs of 
permanent staff. Hence the institute would have to let go of fixed term staff, i.e., the most 
recent recruits, whose cost is lower and whose expertise is possibly most up-to-date. This 
would therefore increase staff unit costs and possibly reduce overall quality.
9.3.2.2 Gender and Nationality Diversity
Table 9.1 shows that female staff was less affected by the reductions than male staff. 
In the IRS category female staff actually increased by 19% while male staff decreased by 
13%, so that women now represent 23% of IRS staff compared to 17% in 1995. While this is 
an overall improvement, the proportion of women decreases as one goes up the organization 
ladder or up the salary structure, e.g., 41% of research fellows/visiting scientists but only 7% 
of project managers/unit heads (one in fifteen), and 17% of senior management (one in six) 
are women. It should also be noted that there are no women in the post-doc fellows category, 
which is generally a good recruiting ground for the centres.
In the NRS category female staff were also less affected by reductions than male staff 
(-22% vs. -39%) and they now represent 35% of NRS staff (42% when excluding workers) 
vs. 30% five years ago. But in this category, contrary to the IRS, the proportion of female 
staff increases as one goes up the ladder: 26% of technical staff but a notable 46% of 
managers/administrators are women. Recent recruitments show an increase at the technical 
and professional levels too.
It should be noted that CIAT provides its Board with detailed data relating to gender: 
by level for IRS and NRS, for the current year and past years, for current staffing levels and 
for recruitments, by salary level, for turnover, for training and for the composition of the 
various CIAT committees. Concerning recruitment, the data also compares the proportion of 
women who applied, who were short-listed and who were selected. For 1999 the proportion 
of females short listed for vacancies is always higher than the proportion of female 
applicants, which reflects either higher qualifications of the female applicants or a conscious
diversity effort by CIAT management. For those types of positions where more than one 
person was being recruited during the year, the proportion of women selected is higher than 
the proportion of women applicants (where there is only one vacancy to be filled the 
proportion is of course 100% or 0% depending on whether a woman was selected or not). 
These figures are better than in 1998 but cannot yet be considered a trend. This effort at
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recruitment compensates for the fact that the proportion of females departing CIAT is higher 
than their proportion of total staff.
Concerning training, data from the last 2 years show that NRS women receive 
proportionately somewhat more training than men. Data for IRS staff seems to show the 
opposite though the numbers are small and therefore not conclusive. With respect to 
promotions, however, women do not fare as well as men: only one woman for eight IRS 
promotions over the last two years (12.5%), and 12 women for 35 NRS promotion this past 
year (34%). With respect to internal committees, while the situation varies from year to year, 
women are generally represented in all committees and, there is generally more than one 
woman in each committee; in most committees the proportion of female members is between 
20% and 50%.
While aggregate figures for female representation in CIAT are encouraging, the Panel 
encourages CIAT to ensure a better male-female balance in those areas and organization 
levels where females are underrepresented and in those fields of expertise where the 
proportion of women in the international pool of talent is higher than in CIAT.
With respect to national origin of CIAT IRS staff, US nationals and Colombian 
nationals constitute the two largest groups (27% and 14% respectively). The distribution by 
major geographical areas is: North America (USA and Canada): 31%; Europe: 29%; Central 
and South America (including Colombia): 21%; Africa; 14%; Asia: 2%; Australia: 2%. With 
respect to work location of the IRS staff, 58 (69%) are stationed at headquarters and 26 
(31%) are stationed abroad, compared to about 25% stationed abroad at the time of the 
previous EPMR.
9.3.2.3 Disciplinary Breakdown
Table 9.2 indicates the disciplinary breakdown of CIAT scientists as of September 
1999. The disciplinary breakdown of 70% biophysical scientists to 24% socio-economic 
scientists may not provide an appropriate balance for CIAT’s research programme. The 
Panel noted that, in general, biophysical research in natural resources increasingly is being 
done at the system level. The Panel also noted that, since social science research often 
requires significant amounts of time in the field, it is probably not possible for the nine social 
scientists (one of whom is a full time administrator) to provide adequate amounts of rigorous 
social science research.
K
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Table 9.2 CIAT's Disciplinary Breakdown September 1999
Bio Physical Scientists 50 70%
Crop Management 19 27%
Pest Management 13 18%
Germplasm 11 15%
GIS 5 7%
Ecology 2 3%
Socio-Economic Scientists 17 24%
Social Science 9 13%
Economics 8 11%
Other 4 6%
TOTAL 71 100%
9.3.2.4 Impact of Security Issues
Given the situation in Colombia, the panel looked at the impact of security, or lack 
thereof, on the IRS staffing of CIAT. It is clear that security is a major issue for most if not 
all staff. How much each staff is affected in his/her personal and professional life, however 
depends on personal circumstances, e.g., whether they have a spouse and children, their 
degree of tolerance to risk, their preferred type of recreational activities (outdoor activities are
riskier), whether they need to conduct research in risky areas, etc. Some staff are so
concerned that they have left or would prefer to leave. Others state that the situation is not as 
bad as it is purported to be, especially if one takes appropriate precautions, or people simplv 
adjust to it.
In terms of recruitment, CIAT claims that, so far, it has been able to recruit at the level 
of expertise it needed. What is very difficult to assess, however, is the extent to which the 
candidate pool is being affected, i.e., there may well be good candidates for CIAT’s 
vacancies but many others may simply not have applied because of the security problem. On 
the assumption that staff with children would be the most affected and the most likely to 
leave or not to apply, the Panel looked at IRS recruitments and departures over the last five 
years. From 1995 to 1998 there are, on average, as many staff with families who are leaving 
then there are who are joining CIAT. In 1999, however, there is a clear change with hardly 
any staff with children joining CIAT. But CIAT was making a concerted effort at recruiting 
younger people so that it is not clear what caused the shift. In conclusion, it is clear that the 
security situation does affect staffs lives but the degree to which this may affect staffing is 
uncertain.
9.3.2.5 Performance Appraisal
Significant improvements were made to the performance appraisal system during the 
past five years. While CIAT has several performance appraisal forms tailored to different 
levels of staff, with increasing detail as one goes up the organizational ladder, they are all 
based on the same approach. The appraisal system for IRS is described in detail in a manual 
published in 1999, which includes, among other, definitions and criteria for ranking relative
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performance, criteria for determining financial rewards, and a complaint procedure. For NRS 
staff the policies and procedures are essentially similar.
For the director general, the management team and all project and unit managers, the 
appraisal is based on a Responsibility Performance Agreement (RPA). For all senior staff the 
appraisal is based on a work plan or on a set of objectives. RPAs, work plans and objectives 
are agreed upon between staff and their manager at the beginning of the year and then 
documented. They include targets and indicators, which aim at measuring outputs rather than 
inputs. However, and wherever possible, these targets and indicators should be quantitative 
rather than descriptive. For managers, the appraisal includes, among other, elements on 
leadership of science, financial management, human resources management, team 
performance, managerial teamwork, management of relations with donors and partners.
Except for workers, the appraisal process starts with the staff s self-assessment. For 
all staff the performance is discussed between the staff and his/her first-in-line supervisor and 
so are objectives for the following year as well as training and development needs. The
appraisal is reviewed by the second-in-line supervisor and signed by both evaluators. For 
NRS staff the appraisals are reviewed by an Evaluation Committee composed of the 
executive officer, the financial manager, head of the human resource department, and a staff 
representative. The staff member is given a copy and has the opportunity to make final 
comments in writing. The appraisals of IRS are reviewed by an Evaluation Committee 
composed of the director general and the two research directors. The Evaluation Committee, 
after consultation with the other directors, does a relative ranking of staff performance and 
determines how meritorious performance is to be rewarded, i.e., by an increase in the salary 
base or a one-time bonus or a combination of both. About 10 to 15% of staff receive 
bonuses. Essentially the same process applies to managers, though for them the financial 
reward is called Responsibility Performance Payment, which can also be paid as a salary 
increase or as a bonus, and a ceiling is defined in advance. As a matter of practice it seems
that managers are rarely or never given awards beyond 80% of the defined ceiling. The 
Evaluation Committee is also responsible for overseeing the whole performance appraisal 
process and for recommending the financial envelope available for salary increases and 
bonuses.
While performance appraisal was identified in the 1995 EPMR as an area in need of 
improvement, this Panel believes, in view of the changes made during the period under 
review, that the concerns expressed five years ago have been fully addressed and that the 
present performance appraisal system is excellent. If anything, it might be somewhat too 
detailed in view of where industry standards are going. While, just like in any other 
organization, there is not 100% compliance (e.g., some managers do not engage in a full 
performance discussion with their staff), the staff representatives feel that the process is much 
better than in the past and that it is fair, equitable and generally applied. It has resulted in 
clearer objectives, better training opportunities and better staff satisfaction. Part of this 
success is certainly due to the appraisal system itself but part may also be due to the fact that 
training was offered to both staff and appraisers.
9.3.2.6 Compensation and Benefits
The Panel did not have time to look at compensation and benefits in any detail, but it 
did look at three recent reports on the subject: a 1997 IPGRI report on IRS salaries and 
benefits in seven CG centres, a 1998 IDRC commissioned survey of programme staff 
compensation in various organizations, and a just released 1999 survey of compensation
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within the CG system. All three studies seem to indicate that CIAT’s compensation package 
is in about the middle of the pack.
The local salary surveys, which CIAT procures twice, a year and the information that 
the Human Resources Office gathers on its own from local companies do not point to a lack 
of competitiveness due to compensation. The CIAT staff associations and the staff the Panel 
spoke to did not mention compensation as an issue. On the contrary, some staff, both IRS 
and NRS, expressed satisfaction with the conditions offered by CIAT though, undoubtedly, 
the staff who lost their job and came back as members of EATs must feel differently.
On the other hand, at least some CIAT managers feel that the compensation package 
is becoming less competitive on the European market. They are also concerned that 
recruitment at mid-career or for some types of expertise (GIS, biotech) is increasingly 
difficult. There is also a concern that, with increasing donor funding problems, it will 
become harder to retain high calibre staff.
9.3.2.7 Training and Development
An important improvement implemented by CIAT management during the period 
under review was the creation of the Staff Development Fund (FDRH) in 1997. The FDRH 
had a significant impact on training and development opportunities available to all staff. 
From discussions the Panel had with staff, it also seems to have been a significant factor in 
improving morale.
Prior to the creation of the FDRH, training and development activities supported by 
the Centre had to be job related and were apparently not equally available to all staff. Since 
the creation of the FDRH, training and development/education opportunities are open to all 
staff for job-related as well as personal development. A staff development committee 
examines all requests, prioritizes them and decides which ones will be funded and in what 
proportion. For example, group training and English training are generally covered at 100% 
while secondary, graduate and post graduate education are generally not covered at 100% and 
have to be taken outside of work hours. Priority is given to job-related training and to group 
training, though neither of these are requirements. Most requests appear to be granted and a 
significant portion of their cost covered. The number of staff using the FDRH to take formal 
education has significantly increased in the three years since its inception: from 64 in 1997 to 
109 in 1999. The staff associations feel that the selection process is fair, that the system 
offers opportunities that were not available before and that these opportunities are here for 
staff to seize. An assessment of the FDRH’s effectiveness and impact is presently under way.
Of note, also, is the training programme offered to seven groups over the past few 
years. This covered teamwork, conflict resolution, communications, advice to the group’s 
manager, and a group retreat facilitated by a consultant. Several persons suggested that such 
training might be offered to all CIAT managers. In view of recent problems encountered in 
donor relations and of wishes expressed by staff themselves, the Panel suggests that more
systematic English training be offered to staff or at minimum to all those staff having to deal 
with other CG centres, with people in non-Spanish speaking countries or with visitors. 
Limitations in English or French also prevent some NRS staff from being out posted in 
Africa or Asia. The Panel is also pleased to note the very large number of IRS staff whose 
mastery of Spanish is such that they can conduct their business in Spanish, which is 
especially useful in the field.
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While much progress has been made in the area of training and development and 
while this is generally considered a staff member’s own responsibility, CIAT needs to ensure 
that its staff, and especially its senior staff, remain at the cutting edge in their field of 
expertise. To that effect CIAT needs to provide increased time and incentives for 
development activities such as writing refereed journal articles, attendance at significant 
seminars and conferences.
9.3.2.8 Varia
In addition to the major changes mentioned above in the area of human resources 
management, CIAT has also introduced or revised a number of policies, for example: 
Harassment and Discrimination Policy (3/1997), Diversity of Staffing Policy (3/1998), Code 
of Conduct for Internationally Recruited Staff (1/2000); the latter includes a statement on 
conflict of interest and procedures for complaints and appeals. These policies are issued in 
English and Spanish. The Panel was favourably impressed with their general level of clarity, 
detail and precision.
To encourage staff participation, as recommended by the 4th EPMR, CIAT has, in 
addition to the four staff associations/committees/union, at least 15 standing committees and 
several ad hoc panels. While such a large number of participatory bodies runs the risk of 
leading to “management by committees”, this does not appear to be the case and the Panel 
heard no comment or complaint to that effect. The Panel did not have time to verify the 
extent to which these committees are active or effective but, with one exception, it didn’t hear 
comments that they are not. The one exception relates to harassment and discrimination.
The Panel overwhelmingly heard from staff that people in CIAT are treated fairly and 
equitably, that there are few complaints of harassment and discrimination, that the one case of 
harassment mentioned to the Panel was dealt with effectively, that there is no gender 
discrimination, and that there are good conflict resolution procedures to deal with problems 
that arise. But the Panel also heard at least some concern that a few managers may be getting 
away with aggressive behaviour, e.g., yelling at subordinates who may be unwilling to come
forward with complaints for fear of losing their job in this uncertain funding situation. Not 
all staff appear to know how the Harassment and Discrimination Panel operates and doubts 
were expressed about its effectiveness in dealing with such situations. Concerns were also
expressed about unequal benefits for NRS staff in various parts of the institute (e.g., in terms 
of cars or language training) and of the unequal treatment of students working in various 
parts of CIAT. The Panel suggests that CIAT management, in co-operation with the four 
staff associations, verifies the extent and seriousness of these concerns and, if appropriate,
takes the necessary measures.
Also worthy of note is, through the Social Welfare Fund, CIAT is helping staff 
acquire housing or face special life events. In addition to providing funds, advice and 
counselling is given on, e.g., home budget management, spending habits. This is done 
through two funds, one in which staff make voluntary contributions and one in which CIAT 
makes a contribution; both contributions are 5% of salary. An average of ten staff a month 
make use of this Social Welfare Fund.
9.3.3 Administration
The Administration Department of CIAT (hereafter referred to as Administration) 
covers nine units: International Staff; Human Resources (which deals with NRS staff);
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Purchasing; Maintenance; Food and Housing; Institutional Protection (i.e., security); Miami 
Office (for purchases in the USA); Bogota Office (for liaison with the Colombian 
administration); and the Legal office. The services covered by the first two units
(International Staff and Human Resources) have been discussed extensively in section 9.3.2 
above (Human Resources Management).
Over the past five years, and just like the rest of CIAT, Administration has undergone 
major changes in terms of staffing, budget, client orientation and ways of doing business. 
Administration should be commended for its systematic approach to making these changes. 
A team was constituted to look at which services were strategic for CIAT (and should 
therefore be kept in-house), which could be re-engineered, which could be contracted out and 
which could be eliminated altogether. As a result of this analysis, the staff of most units was 
significantly reduced while a few were slightly increased and all units saw their budget 
significantly reduced.
For the entire Administration Department staffing was reduced by 55%, from 274 
staff in 1995 to 123.6 in 1999 (the legal adviser only works for CIAT for 60% of his time); 
this is a significantly higher reduction than for CIAT as a whole (-32%). Administration’s 
budget was reduced by 52%, from US$ 5.7 million in 1995 to US$ 2.7 million in 1999, i.e., a 
US$ 3 million reduction that is twice the reduction objective it was assigned. Administration 
now represents 18% of total CIAT staff (vs. 25% in 1995) and 8% of total CIAT budget (vs 
16% in 1995).
The staff reductions were done in the same manner as described in the Human 
Resources Management section (9.3.2) and the outsourcing was done mainly with EATs. 
Other cost reducing measures were implemented concurrently, e.g., inventories were
substantially reduced, the organization structure of the department was flattened, many 
personnel contracts were changed from indefinite to fixed term, the positions of departing 
unit managers were downgraded, the number of secretaries was reduced and they were 
trained to become administrative assistants, overtime payment was replaced by compensatory 
time, students were used under agreements with local universities. Revenue enhancing 
measures were also pursued, e.g., Administration was active in obtaining tax refunds from the 
Colombian Government (about US$ 100,000 per year), and some of the services were put on 
charge back with, for some, the objective to recover their cost (Food and Housing Motor 
Pool).
At the same time it was implementing the above measures, the Administration 
Department also changed its own work culture. Emphasis was put on client service, cost 
consciousness, teamwork, integration of IRS and NRS staff, and better planning and 
appraisal. For the latter, the departmental unit managers discuss, as a team, the performance 
of the past year and the major objectives for the coming year. Each unit then agrees with the 
Department manager on very detailed objectives.
All these changes have resulted in much improvement over the past 5 years. With a 
few exceptions, the quality of services offered by Administration as well as its responsiveness 
are generally considered high by staff and by the organizations housed on CIAT premises. 
While this picture is very positive, there are nevertheless a few complaints and there is room 
for further improvement. For example, overhead charged are considered high; the prices 
charged by Food, Housing, Graphics and the Miami Office are also considered high and 
above market. The organizations hosted by CIAT at headquarters (i.e., in the CIAT Research 
Park) also believe that there needs to be more clarity and uniformity to what they are being
109
charged. Similarly, it is not clear to CIAT staff making purchases through the Miami Office 
why the prices are sometimes higher than what they are quoted by the providers (apart from 
the overhead being charged). The representatives of organizations hosted at CIAT also find 
CIAT’s travel contractor expensive and unresponsive, to the point where some of them are 
now buying their own travel tickets in Cali.
Apart from the general description made above, a brief list of achievements and issues 
by major unit is presented below:
Purchasing covers the usual functions of such a unit as well as the warehouses. It has a set 
of written procedures, including for purchases over the Internet. Total purchases reached 
US$ 6.4 million in 1999, not including the Miami Office, which handled US$ 2.2 million 
worth of purchases. The Panel originally had concerns about some of the purchasing 
procedures, namely what appeared to be a lack of competitive bidding for the purchase of 
cars (one of the largest items after laboratory equipment and supplies, and computer 
equipment). However, while a pure competitive bidding process was not used, the unit has 
obtained prices, which other suppliers were not able to match, much less beat. The internal 
and external auditors, questioned on the matter by the Panel, were satisfied with the process. 
Over the last five years the unit also succeeded in reducing the inventories by 60%, from US$ 
770,000 to US$ 310,000. Its plan is to reduce inventories by another 50% after doing a 
consumption analysis of the slow moving items. The unit reduced its staff by 53%. The 
Miami Office, organizationally separate from the Purchasing unit, increased its staff from 6 
to 8 over the last 5 years to also provide services to other CG Centres. It was set up to 
expedite and reduce the cost of making purchases in the USA. It adds a percentage to 
purchases it handles in order to recover its costs.
Maintenance covers the maintenance of the physical plant, engineering, systems operation 
(water, electricity, steam, telecommunications, heat and air conditioning, lab equipment, etc.), 
the motor pool, the repair shop and the transportation of personnel. The unit reduced its staff 
from 90 to 27 during the period under review and it went from self-sufficiency in 1995 to 
mostly contracting out to EATs in 1999. Vehicles are bought by CIAT at advantageous 
conditions and tax-free and they are leased to CIAT units and sold at public auctions after 4 
years. CIAT has an agreement with the Colombian Government, by which it can sell the cars 
without having to pay taxes, thus recovering a substantial portion of the original cost. Since 
1996 CIAT also made substantial savings on electricity by buying from private providers.
Food and Housing reduced its personnel by 71% and contracted with EATs to perform most 
of its services. The unit manager meets monthly with the representatives of the various staff 
associations to evaluate food services and she periodically compares prices with the market. 
Internal customers, however, claim to be able to find better deals on the local market. The 
unit is expected to recovers its costs, and does so, partly by marketing its services both 
internally and externally (e.g., offering its food and housing facilities to other companies for 
conferences and seminars).
Institutional Protection. As discussed elsewhere in this report, security is a major issue at 
CIAT given the local conditions. The unit has kept its 19 staff over the last 5 years but has 
seen its budget reduced by 25%. The unit ensures protection of the facilities through a 
contract with a private firm, which is periodically replaced; but it ensures personal protection 
with its own staff. The unit manager co-ordinates with local authorities, consulates and other 
companies, organizations, airlines, etc. The unit has developed an emergency evacuation 
plan as well as guidelines, brochures and recommendations for staff. It conducts awareness
110
meetings for staff and disseminates information on the internal CIAT network. Apart from 
ensuring security on the campus the unit also developed a number of measures to ensure, to 
the extent possible, the security of staff in their homes, in their children’s school and on their 
way to and from work. The head of the unit informs the Director General on the security 
situation as required, the management team weekly and the staff at large at least monthly. An 
audit/review of CIAT’s security set-up, conducted by an outside firm, is presently under way. 
The staff realizes that CIAT cannot control the security situation but they are generally 
satisfied that CIAT is taking the appropriate measures to ensure their protection. The Panel 
shares this view.
Legal services are provided to CIAT by its former lawyer who now is only at 60% in the 
employ of the Centre. The services rendered are those of a classical in-house legal unit: 
standardizing legal contracts and agreements, insurance contracts, advice to management, etc.
International Staff and Human Resources cover all personnel related functions, including 
occupational health. Their combined staff increased from 16 to 18 during the period under 
review (+13%) but their budget decreased by 15%. Their achievements have been
extensively covered in Section 9.3.2 and hence need not be discussed further here.
9.3.4 Financial Management
9.3.4.1 Financial Situation
CIAT’s total revenues reached an estimated level of US$ 33.3 million in 1999 (figures 
for 1999 are not yet final as of the writing of this report). This total includes self-generated 
revenues but excludes recovery of indirect costs and is not adjusted for unpaid European 
Union funding. During the period under review total revenues fluctuated between US$ 32.2 
million in 1995 and US$ 33.6 million in 1998 (see Table 9.3). While, at first glance, this 
could be considered a positive outcome in a period of general funding shortfalls, the key 
factor is the continued substantial decrease in unrestricted funding: from US$ 23.4 million in
1995 to US$ 17.8 million in 1999, a 24% decrease, and a 53% decrease over the last 10 years. 
Unrestricted funding now represents 54% of total revenues vs. 73% in 1995 and 85% in 
1989. The picture is even bleaker when one looks at unrestricted funds available for 
research. Given the reluctance of many donors to recognize the need for full cost recovery 
almost by definition non-research expenses (e.g., management, administration, internal 
services, financial provisions, termination costs) have to be essentially covered by 
unrestricted funds. As a result, unrestricted funds, which can be allocated to research now
represent only about 30% of total resources available (still 46% in 1995 but between 27% and 
33% over the last 4 years) - see Table 9.4.
Because of this situation, CIAT made great efforts to generate other funding and was 
mostly able to compensate for the decrease in unrestricted funding, which explains the fairly 
stable total income. As a result, CIAT’s financial results over the last three years were 
balanced. Operating expenditures exceeded revenues in 1995 and in 1999 but the three 
intermediate years showed a surplus. After taking into account recovery of indirect costs 
(between US$ 0.8 and US$ 1.6 million) and contract termination costs (especially high in
1996 and 1997), CIAT had a total operating deficit of about US$ 2 million in 1995 and 1996 
and a slight surplus in the last three years (between US$ 0.1 and US$ 0.6 million). Table 9.5 
shows that resource allocation to research had dipped in 1996/1997, due to the high contract 
termination costs, but had slightly surpassed its 1995 level by 1999 (US$ 24.9 million).
Ill
Research-related allocation decreased by 45% from 1995 to 1999 and the allocation to 
internal services and management decreased by 13%.
CGIAR’s 1998 Annual Report, in its Table III-5, shows that the distribution of 
CIAT’s expenditures, by category, in 1998 was:
• 55% for Personnel, about the same as CIMMYT but somewhat above the other 
major centres and above the CGIAR average of 50%
• 33% for Supplies and Services, lower than the other major centres and than the 
CGIAR average of 37%
• 7% for travel, about average
• 5% for depreciation, also about average but lower than the other major centres
The depreciation of the Colombian peso, the effect of the carry over policy and a 
slower than planned implementation of research projects lowered the cost of implementing 
the research agenda which resulted in operating surpluses and, in turn, allowed a 
replenishment of the operating fund close to its 1995 level of US$ 5 million. This is still 
below many other CG centres and below the CGIAR guidelines of 90 days of operating 
expenses. However, the auditors have no major concern about the level of the Operating
Fund as they do not think that it seriously hampers CIAT’s operation. Nevertheless, 
management should continue replenishing the fund and, meanwhile, continue to pay close 
attention to cash management.
The Panel also examined CIAT’s investments. From 1992 to 1996, and especially in 
1993/1994, Cl AT heavily borrowed dollars for reinvestment in Colombian pesos in order to 
take full advantage of the differential between the devaluation rate and inflation rate of the 
peso. During 1993/1994 these investments peaked at US$ 43 million and the borrowed funds 
reached up to US$ 24 million. An Investment Committee was created in 1993 to make 
investment decisions. While these investments paid off handsomely (US$ 4.4 million in 
1994) they were speculative and risky. In 1994 the Board recommended a re-evaluation of 
the goals of the investment programme and in 1995 it requested that the Investment 
Committee seek legal and economic advice. In 1996 the Board decided that borrowings for 
the purpose of investment had to have prior Board approval. It also set a US$ 10 million 
ceiling for these borrowings and it requested quarterly reports to the Board Chair and to the 
Chair of the Board’s Audit Committee. There is also monthly reporting to the Management 
Team. In 1997 management changed the composition of the Investment Committee which 
decided to liquidate all of its investments in pesos. The Panel notes, after confirmation with 
the new external auditor, that CIAT now follows a more conservative investment policy, 
which the Panel finds more appropriate for an organization such as CIAT. All transactions 
are now also monitored by the Internal Auditor.
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9.3.4.2 Finance Department
To assess the operation of CIAT’s Finance Department the Panel relied heavily on 
three sources: 1) the external auditors, which replaced the previous audit firm less than two 
years ago, 2) a joint CGIAR Secretariat/German GTZ team which recently conducted a 
review of CIAT’s financial management systems and procedures following a problem which 
arose in a GTZ funded project, and 3) CIAT’s internal auditor. The Panel’s own observations
the vei7 P°sltlve views of the external auditors, the internal auditor and the 
CG1AR/GTZ team .
The structure and organization of the Finance Department are consistent with its 
mission. It is led by experienced professionals but its downsizing over the last few years and 
the replacement of some of the departing staff by more junior staff has impeded the 
strengthening of its functional areas. Nevertheless, CIAT managers and staff praise the 
Finance Department for the “huge improvements” in client orientation, responsiveness and 
transparency that occurred during the period under review.
The Finance Department satisfactorily operates the needed financial processes and 
provides good analytical assistance to managers in the conduct of their business Detailed 
procedures have been written or updated and documented over the last 3 years and the 
manual of procedures is being updated. Financial reporting is of professional standard and 
the management team gets adequate, timely and sufficiently accurate information to help in 
its decision-making process. The Board of Trustees gets a quarterly report. However as 
discussed earlier in Section 9.2, while project and sub-project leaders get detailed budget 
reports on their projects, the accuracy, timeliness and, therefore, usefulness of the information 
provided needs to be improved. Similarly, the quality of reporting to donors needs 
improvement. The main reason is that the financial system is composed of many sub­
systems, not well integrated, and sometimes with antiquated software. As a result, the 
Finance Department has a hard time coping with the increasing complexity and multiplicity
of reporting requirements due to the increasing level of restricted funding.
Other achievements worth mentioning in the financial area during the period under 
review are:
• The creation of a carry-over policy that allows managers to carry over to the 
following year those fimds which they have not spent. The introduction of this 
policy had the immediate effect of giving managers and staff a tangible incentive 
not to go on year-end spending sprees so as not to “lose” the money remaining in 
their budget. This made staff more cost-conscious because the savings made in 
their unit are for their unit to keep.
• The participatory approach to decision-making through the creation, under the 
encouragement of the former Director General, of a number of committees e g 
Resource Mobilization Working Group, Capital Committee, Pricing Committee 
and the participation of the Finance Department in a number of other committees.
r .I"T°Ar^ejjt°aVOld numerous quotes, the Panel wishes to acknowledge that, with the agreement of the 
AR/GTZ team, the remainder of section 9.3.4. draws very heavily from the report of the team, without 
identifying direct quotes; the report itself is attached as Appendix VII.
113
While the Panel’s assessment of the Finance function in CIAT is very positive, there 
are nevertheless areas which CIAT management will need to look into:
• The respective roles and accountabilities of the Finance Department, the Project 
Office and the project leaders in project planning, budgeting, monitoring and 
reporting as well as into related systems.
• The distribution of costs between direct costs and overhead and the level of 
overhead being charged to projects (a CGIAR Secretariat review is underway to 
develop a common methodology and framework on indirect costs).
• The lack of consistency in the amount of overhead being charged to host 
organizations.
• The need for greater clarity, consistency and precision in contracts with donors.
• The quality of communications between Research, Finance and the Project 
Office.
The Centre had already identified these issues and work has started on several of them.
CIAT ensures financial compliance of its operations and oversight of its financial 
function through an internal auditor, the external auditors and the Audit Committee. The 
structure for compliance and oversight is thus in place but the CGIAR/GTZ team believes 
that there is a need to further strengthen compliance in the Centre. In view of the earlier 
discussion on project budget monitoring (Section 9.2), the Panel agrees with the team and 
endorses its recommendations, some of which are to:
• Re-emphasize the role of the Finance Manager as a key partner in the 
Management Team.
• Enhance the accountability culture in CIAT along the lines of the Committee of 
Sponsoring Organizations (COSO) Internal Control Framework comprising the 
elements of control environment, risk assessment, control activities, monitoring, 
and information and communication.
• Assess options for strengthening the accountabilities and efficiency of the service 
delivery and compliance roles of the administrative staff located in the 
decentralized business units by re-examining the structural linkage between 
Finance and the decentralized administrative staff.
To conclude, the Panel wishes to commend the Finance Department and its manager 
for its achievements since 1997, when the new Financial Manager was appointed. While the 
department faced staff and budget cuts, like all units in CIAT, it also had to deal with, among 
other:
• an increasing workload resulting from the increase in restricted funding
• less than adequate systems and software
• the changes and confusion resulting from the move to projects from programmes
• the need to “reconstruct” a number of its files after the departure of some of the 
staff and of the last Director Finance and Administration
• the need to deal with the legacy of two sets of figures and of the remnants of past 
unclear transactions
• a compromised integrity of the financial function.
114
It is worth noting that whenever managers or staff complained about financial matters, 
they took great care in pointing out that it was not the Finance Department staff they were
complaining about but processes, procedures or systems. They added that they generally 
found the Finance Department staff to be helpful, co-operative and competent.
9.3.4.3 Internal Auditor
The Panel is pleased to note that the Internal Audit Unit, which reports to the BOT, 
does a commendable job of ensuring the financial compliance of CIAT’s operations. As the 
concept of a modem internal audit function is evolving, the Internal Audit Unit has moved 
from control based auditing to risk based auditing so as to evolve from problem correction to 
problem avoidance. The auditor carries out periodic risk assessments of major areas in the 
Centre, makes detailed recommendations to the Director General, and the Board’s Audit 
Committee, monitors their implementation, participates right from the start in the 
development of relevant procedures and systems so as to build-in compliance and needed 
controls from the onset. It also offers advice and help to CIAT managers. This approach is 
in line with the CGIAR’s auditing guidelines presently being developed and it should be 
pursued further since it offers more value-added to Centre management than the traditional 
internal audit function. The Internal Auditor meets once a month with the Director General 
and twice a year with the Audit Committee.
115
Table 9.3: CIAT Budget Overview 1995-2000 
(In Millions ofUS$)
1995 1996 1997 1998 1999 2000
Actual Actual Actual Actual Estimated Indicative
Income
Unrestricted________ 23.40 22.14 20.45 18.26 17.97 17.80
Special Projects_____ 8.20 8.46 10.23 11.40 11.50 13.00
Systemwide Programs 0.30 0.40 0.88 2.36 2.85 3.00
Self-Generated 0.29 2.10 0.87 1.54 1.00 1.00
Total income 32.19 33.10 32.43 33.57 33.32 34.80
Expenditures
Unrestricted 25.00 20.64 15.99 17.18 16.83 17.77
Special Projects 8.20 8.46 10.23 11.40 11.50 13.00
Systemwide Programs 0.30 0.40 0.88 2.36 2.85 3.00
Funds & Provisions 1.60 1.40 2.18 2.54 3.04 2.24
Sub-Total Expenditures 35.10 30.90 29.28 33.48 34.22 36.01
Recovery Indirect Cost -0.91 -0.80 -0.85 -1.22 -1.55 -1.60
Sub Total CIAT Expenditures 34.19 30.10 38.43 32.26 32.67 34.41
Sub Total Operating -2.00 3.00 4.00 1.31 0.65 0.39
Surplus/(Deficit)
Contract Termination Cost 0.00 5.20 3.39 1.19 0.24 0.00
Total CIAT Expenditures 34.19 35.30 31.82 33.45 32.92 34.41
Total Operating Surplus/ (Deficit) -2.00 -2.20 0.61 0.12 0.40 0.39
Reserves at end of yearn 5.00 2.80 4.21 4.21 4.61 5.00
116
Table 9.4: Resource Allocation 2000
Resource Allocation 1995 - 2000
1995 1996 1997 1998 1999 2000
Research
Unrestricted Research 46% 33% 27% 29% 31% 30%
Special Projects 23% 23% 31% 33% 33% 36%
Systemwide Programmes 1% 1% 3% 7% 8% 8%
Research Related 13% 11% 10% 9% 7% 8%
Total Research 82% 69% 72% 78% 79% 82%
Non Research
Internal Services, Management &
Administration 13% 13% 12% 12% 12% 12%
Funds & Provision 5% 18% 17% 11% 9% 6%
Total Non Research 18% 31% 28% 22% 21% 18%
Total 100% 100% 100% 100% 100% 100%
117
Table 9.5: Budget Comparison
CIAT Resource Allocation 1995/2000
In million US$
1995 1996 1997 1998 1999 2000
PROJECTS/UNITS
TOTAL TOTAL TOTAL TOTAL TOTAL TOTAL
Research Projects 23.0 19.3 19.4 23.1 24.2 26.0
Other Research 1.5 1.5 0.6 0.6 0.7 0.7
Total Research 24.5 20.8 20.0 23.7 24.9 26.7
Research Related 4.4 4.0 3.4 3.2 2.4 2.7
Internal Services, Management 4.6 4.7 3.8 4.1 4.0 4.4
Funds 1.6 1.4 2.1 2.5 3.0 2.2
Contract Termination Cost 0.0 5.2 3.4 1.2 0.2 0.0
Total Resource Allocation 35.1 36.1 32.7 34.7 34.5 36.0
118
CHAPTER 10 - GENERAL ASSESSMENT AND STRATEGIC ISSUES
10.1 Evolution of the Mission, Strategy and Priorities
For more than 30 years, Cl AT has worked on problems of crops and natural resources 
of major importance to the poor in Latin America and elsewhere in the tropical world, 
including beans, cassava and tropical forages and crop and livestock systems. Located in 
Latin America, CIAT lies in the centre of origin for many important crops and has played a 
key role in germplasm preservation and use, both for Latin America as well as for other parts 
of the tropics. CIAT has been a long-time leader in the analysis of social processes, systems 
modelling, and the use of GIS in NRM research. Although two of CIAT’s most important 
long term achievements, African bean research and the Asian cassava research, were 
accomplished outside the region, CIAT has been substantially a regional centre and has only 
recently made the decision to increase modestly the core resources deployed outside the 
region.
In the view of the Panel, the Centre has yet to meet fully its global mandate in genetic 
resources conservation. Genetic resource conservation under international trusteeship is a 
significant responsibility for the Centre, but it has been unable to meet that responsibility 
with adequate support. The genebank needs serious upgrading and represents a responsibility 
that the Centre should not avoid.
In the Panel’s view, CIAT must develop a comparative research strategy and 
methodology for its NRM reference sites. The development of sustainable livelihoods and 
production systems in heterogeneous ecological and social systems is a complex undertaking. 
In its NRM research, CIAT has had some success in fostering the incorporation of 
participatory methods into the culture of biophysical scientific research at the Centre. 
Progress has been made in embedding the NRM scientific research in local ecological and 
social realities. However, the opportunity for comparative strategic research inherent in the 
reference sites has not been exploited satisfactorily.
During the review period, following a period of study and reexamination that began in 
the early 1990s, CIAT underwent significant restructuring that resulted in more emphasis on 
natural resource management research. An increased focus on poverty alleviation brought 
added emphasis on participatory research and social sciences. A programme structure was
adopted that divided up the work of the commodity programmes and special units and placed 
their elements in one or more of 16 projects. Centre-wide leadership for the new projects was
shared between a Director for Natural Resources and a Director for Genetic Resources, with 
the 16 Project Managers reporting to the relevant Directorate. Integration among projects 
was to be ensured by the two responsible Directors. The assessment of the Panel is that while 
effective integration has yet to be achieved, the will exists and the way will be found. In 
spirit, the centre has bridged the cultural divide between its two major areas of endeavour, 
and the determination exists to achieve effective integration. This will require an appropriate 
research framework, methodologies, and processes that allow for successful integration.
CIAT has continued its excellence in science with exemplary programmes in areas 
such as integrated pest management, forage improvement, participatory research, land use, 
GIS tools and biotechnology. The Centre has productive collaborative relationships with 
advanced research institutes, NARS and other partners. In the view of the Panel, the Centre’s
119
position in the research spectrum in relation to alternative suppliers of the research should be 
reviewed on a continuing basis.
In an attempt to use best its scientific capacity and facilities, and to augment 
synergistic scientific capacity at the Centre, CIAT has ventured into the implementation of a 
research park concept with some 18 scientific organizations now operating on the campus. 
The Panel encourages further exploration and formalization of this approach and believes that 
it should be expanded to field as well as laboratory-based research. Presently, the CIAT field 
facilities are under-utilized with perhaps a majority of the area being planted to sugar cane.
10.2 Achievements and Impact
During the period under review major improvements were made in the area of 
institutional management. The recently departed Director General and his team demonstrated 
the participatory leadership style called for by the 1995 EPMR. The Management Team also 
established a strong corporate culture which permeates the institution. The core values of 
CIAT, modelled by the DG and the Management Team, and reflected at all working levels, 
are: transparency, fairness, participation, service orientation, cost-consciousness, and output- 
based performance evaluation. The application of these guiding principles is what allowed 
CIAT to re-build its financial integrity, to significantly reduce its administrative costs and to 
implement a major downsizing without labour problems. While they may not be as 
measurable as in the research area, these achievements have in no small part contributed to 
the fact that CIAT remains an exciting place to work and, therefore, contributed to CIAT’s 
overall achievements by moving CIAT decisively into a modem management ethos.
The major achievements and impact of the Centre are long term in nature. Some of 
the achievements that were realized during the period of the review include:
♦ The panel considered the African Bean Programme state-of-the-art in the integration of 
natural resource management research with germplasm improvement. The genius of this 
approach has been the utilization of improved bean germplasm as the “entry point” to 
develop and achieve the adoption of effective NRM technology.
♦ New tropical forage cultivars (Brachiaria sp.) were deployed with the potential to 
enhance sustainable productivity through pasture renovation and improved natural 
resource management on 170M ha. A major (but pleasant) challenge of the Centre is to 
reach agreement with enthusiastic private sector seed companies that will result in 
equitable near-term access to this impressive improved germplasm.
♦ The IPM project has organized and is leading a global project on white flies that may 
prove exemplary to the CG System. It represents a “task force” or “thrust” approach that 
has mobilized global scientific resources to address a worldwide problem.
♦ CIAT has developed a fully equipped land use and GIS laboratory and has become a 
leader in broad scale environmental and sustainability modelling and other studies.
♦ CIAT has been the global leader in the development, implementation, and 
institutionalization of participatory methods to help increase the effectiveness of plant 
breeding and NRM research.
120
♦ CIAT cassava research in Asia has been path-breaking in the industrialization of a 
subsistence crop through improved germplasm and market development that has 
contributed significantly to poverty alleviation in the regions affected.
In its strategic research CIAT is attempting to combine commodity and resource
management into an integrated systems approach in its efforts to increase food production 
and economic growth, without jeopardizing the natural resource base on which future 
progress depends. They are trying to accelerate further the incorporation of advanced science 
into the Centre’s efforts to share, international responsibilities with the national programme 
partners, and develop collaborative approaches with greatly expanded range of institutions. 
The Panel finds that CIAT has made significant progress toward these expectations. In the 
view of the Panel, the Centre deserves the continuing support of the donor community.
10.3 Strategic Issues
10.3.1 Focus and Integration
CIAT has a constituency with almost infinite needs and it operates in some very 
complex and challenging research environments. When this situation is combined with the 
current global funding environment, it is not easy to maintain focus and to achieve integration 
among activities with diverse financial support. The Panel commends Management for its 
achievements in this regard, notes significant exceptions, and urges continuing vigilance to 
ensure that the essential focus and integration are achieved and maintained.
10.3.2 Security
Security is an underlying issue at CIAT, because of the well-known internal situation 
in Colombia. All reasonable precautions have been taken by CIAT to minimize the risk to 
staff and their families. However, the widespread feeling that risk of personal mishap are
higher than normal has some detrimental effect on staff well-being, though not apparently on
their working conditions and productivity. In a few cases, security concerns led to individual 
staff decisions to change their contractual arrangements at CIAT. Evidence does not exist 
that such concerns affect CIAT's ability to hire IRS, beyond the usual restrictions faced by 
international employers for posts in developing countries.
The lack of complete security imposes some limitations on the conduct of field work, 
as certain locations in Colombia must be avoided, but given the vast geographical area and 
many countries served by CIAT, there are many suitable alternative sites for research. 
Hence, on the whole research programmes have not suffered because of this problem. The 
security issue must be kept under constant watch and review, but currently it is not of a 
magnitude that requires action beyond the precautionary measures already in place.
10.3.3 Facing Virtual Reality
Nothing in economic history has moved as fast as the information revolution. The 
paradigm of research is changing as ever more powerful computers have the ability to deal 
simultaneously with numerous complex databases. Reductionist research is giving way to 
complex modelling of biological, physical, and chemical systems in an increasingly integral 
manner, providing insights to researchers that were beyond the imagination just a few years
121
ago. If CIAT is to maintain a credible research presence, renewal of staff capacity, additional 
bandwidth in connection to the Internet, and continuing modernization of equipment are 
essential.
10.3.4 Disciplinary Balance
In September 1999 CIAT had 71 PhD scientists, seven of whom were administrators. 
The panel examined and debated the staffing pattern in relation to CIAT’s programmatic 
priorities and noted the expected dominance of the biophysical sciences. Social scientists 
comprise 24 percent of the staff with approximately half of those being economists. Because 
social science research often requires time concentrated in a single field site, it is probably 
not possible for the nine social scientists (one of whom is a full time administrator) to provide 
adequate amounts of rigorous social science research. On the other hand, the biophysical 
scientists at CIAT also have extensive responsibilities in relation to the staff available so the 
panel made no judgement on the appropriateness of the staffing pattern.
10.3.5 Donor Driven Research
CIAT’s current research programme is financed both by unrestricted contributions, 
and by 140 restricted research grants of varying size and type. These restricted research 
grants are funded from 40 different sources, and together they account for approximately 70 
percent of CIAT’s research budget. The funding sources include traditional CGIAR donors, 
the host country, universities, private companies, NGOs and research foundations - each of 
which supports the research programme of CIAT for its own reasons. The challenging task 
for CIAT management is to interact with its many donors in such a way that each individual 
grant contributes to the overarching goals of CIAT’s mission. Creating a coherent and 
dynamic research programme out of this diverse patchwork of available resources has drawn 
on the skill and vision of CIAT’s leadership. Project scientists have become entrepreneurs in 
the best sense. The Panel congratulates CIAT on the success of its efforts, but calls attention 
to the danger of dispersal of its efforts over too wide a spectrum of activities. Donor-led 
research investment may compromise CIAT’s focus on its central goals, or encourage 
overinvestment in favoured areas.
10.3.6 Quality and Relevance of Science
The scientific work at CIAT in the physical, biological, and social sciences generally 
is of high quality. The results usually go beyond the report level and are published in 
refereed journals of international relevance (the latter being particularly true when the work is 
done in collaboration with advanced research institutions). The scientific work is focussing 
on the relevant problems at the appropriate level. As a result, much of the scientific work is 
of an applied nature.
The outputs of CIAT's work and adoption by its clientele also provide a means of 
evaluating the quality and relevance of science conducted at the Centre. The commodity 
projects of the Centre are very successful in generating new germplasm that is widely 
adopted. The biotechnology, soils, IPM, participatory research, GIS and modelling work is 
of excellent quality that implies a sound scientific basis. CIAT is also a leading Centre in the 
use of social sciences in its NRM work. Finally, the Panel noted that a number of graduate 
students from well known, world class universities do their MS and/or PhD degree research 
work at CIAT.
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The Panel concluded that science at CIAT is of good quality and relevant.
10.3.7 Intellectual Property Management
Intellectual property is an important concern that will have profound implications in 
the operations of CIAT and other CGIAR centres in the near future. The CGIAR has 
operated historically and made its major achievements in the milieu of free exchange of 
scientific information and technologies. That environment has changed dramatically within 
the past decade, because of imperatives of the Convention on Biological Diversity and the 
World Trade Organization, and the emergence of the private sector as a major player in life 
science research and development.
Within a short span of time, the “rules of the game” have changed. The major inputs 
to and outputs of CIAT’s research - germplasm, varieties, information, scientific tools, and 
others that used to be in the public domain and readily accessible and available to CIAT and 
its partners, have become subject to significant IP concerns. IP issues will become even more 
pervasive in the future. Thus, management of intellectual property to ensure the successful 
pursuit of its mission will be a major challenge for CIAT and the CGIAR.
10.4 Vision and Strategy
10.4.1 Principles of Engagement
Many and varied opportunities will confront CIAT in the modem world order of 
research, and it is essential to identify principles that will guide the Centre’s scientists in 
deciding among the options:
Poverty alleviation - this is an essential criterion and the basic rationale for the 
existence of the CG System.
International Public Goods - this is agreed by all to be a primary criterion for 
research conducted at the IARCs.
Comparative advantage - unless CIAT enjoys a clear comparative advantage for 
engaging in a particular type of research, it is less likely to be the most effective 
provider of that research.
• Probability of success - this is a criterion that must always be considered in 
relation to research. Every need does not represent an opportunity.
10.4.2 Transition to a New CG Model
The Panel considers that CIAT is making the transition to a new model among the CG 
Centres. It is working to implement an effective model for blending NRM and germplasm 
research. It has become a more open centre and the hub of the research establishment for the 
region, while maintaining international presence and impact. It has combined a core long­
term agenda consistent with its mission and mandate with a realistic involvement in the 
current research market as represented by its research park. The panel commends the centre
123
for the effective management of this evolution and offers a strategic recommendation as the 
Centre looks toward the future.
Advancing NRM Research
The need for improved natural resource management is equal to or greater than the 
need for improved germplasm. Because of its inherent complexity, using NRM as a primary 
organizing principle of research has proved difficult at CIAT and throughout the CG System. 
Centres that should constitute a global resource for the several major agro-ecosystems of the 
world have yet to realize that goal. The Panel is concerned that many good scientists have 
come and gone and much has been contributed, but the cumulative outcome is not clear. That 
is, the information (data), knowledge, and wisdom may not have been systematically 
preserved in the institutions and that a robust corpus of knowledge on NRM may not have 
been built and preserved. The complexity of NRM has also affected the relevance of research 
to the farmer, and the actual and perceived impact.
Because all successful research endeavours at the Centre, such as participatory 
management research, are characterized by the maintenance of core competencies and 
institutional memory, the Panel recommends that CIAT ensure that its research strategy for 
NRM be explicitly cumulative in nature.
CIAT has used effectively its participatory germplasm improvement programmes and 
their products as an entry point to gain the confidence of farmers and facilitate complex NRM 
research. Perhaps the most effective example is the African Bean Programme (see Chapter 
3). CIAT projects currently use two methods for creating an entry point into a community: 
technology and social process.
Because CIAT has used effectively the products and processes of its participatory 
germplasm improvement research as an effective entry point to gain the confidence of 
farmers and facilitate the more complex but equally essential NRM research, as exemplified 
by the African Bean Programme, and because technology and social process are recognized 
as potentially effective entry points into communities, the Panel recommends that CIAT 
further develops its “entry point” model to help identify optimal entry points for its NRM 
research projects.
The Panel recognizes that achieving the current objectives of the Centre requires core
competencies based on different research paradigms. To succeed, CIAT must reconcile those 
paradigms at the operational level and live with the healthy tension that will always be 
associated with productive interdisciplinary research.
ACKNOWLEDGEMENTS
The EPMR Panel expresses its sincere appreciation to the Board, Senior Management 
and all staff of CIAT for their support and assistance during this review. In particular, the 
Panel wishes to thank Aart van Schoonhoven, the interim Director General and the other 
members on the Management Team: Douglas Pachico, Director (Strategic Planning), 
Jacqueline Ashby, Director (Natural Resources), Rafael Posada, Director (Regional Co­
operation), who also accompanied the group to Brazil, Juan Garafulic, Finance manager, and 
Jesus A. Cuéllar, Executive Administrator. The Panel is grateful to the management staff, all 
of whom co-operated fully with the Panel in the organization and implementation of this 
EPMR. They deserve our special thanks for ensuring that the Panel was provided with a 
good working environment, effective secretarial and technical support, and wonderful 
hospitality.
The Panel Chair and two members has the opportunity to visit the host country 
officials in Bogota. The Panel wishes to thank Vice Minister Luis Arango Nieto of the 
Ministry of Agriculture and Alvaro Uribe Calad of CORPOICA for their valuable comments 
and information.
The Panel was fortunate to visit some of CIAT’s country programmes and partners in 
Central America, Brazil, East-Africa and Asia, and wishes to express its gratitude for all the 
support, information and hospitality provided by CIAT’s outreach staff and the Centre’s 
collaborators in the countries that were visited. The Panel appreciated the warm welcome 
and hospitality it received from the staff of EPAGRI and EMBRAPA in Brazil, Miguel 
Ayarza and Jorge Beltran of CIAT in Nicaragua, and the representatives of NARS and farmer 
organizations in Central America, Eastern Uganda and Western Kenya. The Panel wishes to 
express its special thanks to Dr. Roger Kirkby of CIAT for organising the visit to Eastern 
Africa, and to Dr. Peter Kerridge of CIAT for organising the visit to Asia. The Panel is 
grateful to Mrs. Bertha Adilia Jarquin, Mr. Frederik Ali Fungani and Mrs. Maria de Lurdes 
Barreto Pereira, and their colleague farmers for their hospitality and for sharing their 
experiences on research with the members of the Panel.
There are a number of other CIAT staff who either directly or indirectly helped the 
Panel by providing the necessary logistical, computing, printing, and other support. They are 
many indeed, but the Panel wants to mention especially the tremendous help received from 
Gloria de Escobar (Secretary to the Board of Trustees), Maria Eugenia Cobo (Operations Co­
ordinator), Carlos Meneses (Information Systems Unit, Data Assistance and Office Aide), 
Luis Alberto Garcia (Communications Unit) and Gloria Cecilia Vasquez (Food and Housing) 
and their efficient and well-managed teams. The CIAT drivers receive a warm thanks. The 
Panel greatly appreciates the kind services provided by the staff in the guest house reception 
and the CIAT restaurant. The Panel would especially like to thank Lucy Marin, who secured 
the adequate supply ofpandebono.
The Panel was fortunate to have Maria de San Juan of the TAC Secretariat assisting in 
the word-processing and preparation of this Report, in addition to handling a number of other 
report-related tasks. She was ably assisted by Carmen Montini of CIAT.
2
It is the Panel’s pleasure to also thank the TAC Secretariat (particularly Sirkka 
Immonen who accompanied the Panel throughout) and the CGIAR Secretariat (particularly 
Sel?uk Òzgediz who joined the review team for the final week) for the co-ordination and 
management of this review and for guidance throughout. The Panel thanks Irmi 
Braun-Castaldi from the TAC Secretariat for making travel and administrative arrangements 
during the Initial and Main Phases of the review.
APPENDIX I
COMPOSITION OF THE PANEL AND BIOGRAPHICAL INFORMATION
Panel Chair:
Dr. Ronnie Coffman Tel.: (1-607) 255 2554 
Associate Dean for Research Fax: (1-607) 255 9499
College of Agriculture & Life Sciences E-Mail: wrc2@comell.edu
Director, Cornell Agric. Exper. Station 
Cornell University, 245 Roberts Hall 
Ithaca, NY 14853-1902 
USA
Panel Members:
Dr. Edmundo Acevedo Tel: (56-2)6785816 
Facultad de Ciencias Agronómicas Fax: (56-2)6785858
Universidad de Chile E-Mail: eacevedo@abello.dic.uchile.cl
Santa Rosa 11315 - La Pintana
Casilla 1004
Santiago
CHILE.
Dr. Louise Fortmann Tel.: (1-510)642-7018 
Rudy Grah Chair in Forestry and Sustainable Fax: (1-510)643-1815
Development E-Mail: fortmann@nature.berkelev.edu
Department of Environmental Science, 
Policy and Management 
207 Giannini Hall 
University of California 
Berkeley, CA. 94720-3310 USA.
Dr. Randy A. Hautea Tel.: (63-2) 845 0563 ext. 234 
Director, International Service for the Fax: (63-2) 845 0606
Acquistion of Agri-biotech E-Mail: r.hautea@isaaa.org
Applications-Southeast Asia Center 
(ISAAA-SEAsia Center) 
c/o IRRI, P.O. Box 3127 MCPO 
1271 Makati City 
THE PHILIPPINES.
Dr. Jean-Yves Maillat Tel: (1-301) 530-2435 (H)
5102 Wickett Terrace Fax:
Bethesda E-Mail: ivmaillat@vahoo.com
MD 20814 
USA
Appendix I - Page 2
Dr. Donald L. Plucknett Tel. (1-703) 354-5423
Agricultural Research & Development Int. Fax: (1-703) 941-1936
7127 Little River Turnpike E-Mail: donDluckn@aol.com
Suite 205A
Annandale
Virginia 22003
USA.
Dr. Martha ter Kuile Tel.: (1-613) 257-5871 (H)
RR3 (1-819) 994-3925 (O)
Ashton ON Fax:
KOA 1B0 E-Mail: marthatk@aol.com
CANADA.
Dr. Eduardo Venezian Tel.: (56-2) 6864122
Professor Fax: (56-2) 6865727
Department of Agricultural Economics E-Mail: venezian@puc.cl
Catholic University of Chile
Casilla 306
Correo 22
Santiago
CHILE.
TAC SECRETARIAT:
Panel Secretary: Dr. Sirkka Immonen Tel.: (39-06) 57054861
Senior Agricultural Research Officer Fax: (39-06) 57053298
TAC Secretariat E-Mail: Sirkka.Immonen@fao.org
Room C-626 
FAO
Viale delle Terme di Caracalla
00100 Rome
ITALY.
CGIAR SECRETARIAT:
Resource Person: Dr. Selcuk Ozgediz Tel.: (1-202) 473-8937 
Management Adviser Fax: (1-202) 473-8110
CGIAR Secretariat E-mail: s.ozgediz@cgiar.org
World Bank 
1818 H Street, NW 
Washington DC 20433, USA
Appendix I - Page 3
Name: COFFMAN, W. Ronnie (USA)
Position: Associate Dean for Research, College of Agriculture & Life Sciences, Director, 
Cornell Agricultural Experiment Station, Cornell University.
Expertise: Plant Breeding, Pathology and Physiology
Education: B.S. Agronomy (1965), M.S. Agronomy (1967), University of Kentucky; Ph.D. 
Plant Breeding, Pathology and Physiology (1971), Cornell University.
Experience: 1970-71: Visiting Scientist, Wheat-Programme, CIMMYT, Mexico. 
1971-75: Associate Plant Breeder, IRRI. 1978-79: Visiting Scientist, Department of Plant 
Pathology and Crop Physiology, Louisiana State University. 1976-80: Plant Breeder, IRRI. 
1981-present: Professor of Plant Breeding and International Agriculture, Department of Plant 
Breeding and Biometry, Cornell University. Since 1993: Present position. Consultant to 
TAC, Rockefeller Foundation, McKnight Foundation, BOSTID. Member or Chairman of 
several policy and executive committees. Member of several scientific associations.
Member of 2nd EPR of IITA 1982. Chair of the 4th EPMR of ICRISAT 1996. Consultant 
to the 5th EPMR of IRRI 1998. Developing country experience in Asia, Africa and Latin 
America. Author of over 60 scientific publications including a book in 5 languages.
Name: ACEVEDO HINOJOSA, Edmundo (Chile)
Position: Professor, Faculty of Agronomical Sciences, University of Chile.
Expertise: Agronomy, soils, crop physiology.
Education: B.Sc. in Agronomy, University of Chile (1964); M S. in Soils at University of 
California, Davis by way of bursary from the Ford Foundation (1967-69); Ph.D. in 
Soils/Crop Physiology at the University of California, Davis (1972-75).
Experience: 1961-65: Assistant with regard to Soils and Soils Fertility, 1965-66: Chief, 
Soils Work, 1967-69: Assistant Professor of Soil Science, Department of Agricultural 
Production, 1972-76: Associate Professor, Soil-Plant-Water Relationships, Director of the 
Agricultural Experiment Station. 1976-85 and from 1995 to present: Professor, Soil-Water- 
Plant Relationships (undergraduate and postgraduate), 1982-85: Professor, Plant Physiology 
(undergraduate forestry), 1994-1998: Dean Faculty of Agriculture and Forestry Sciences, 
1998 to date: Professor, Agronomy of Annual Crops - all these posts at the University of 
Chile. 1984-89: Cereals Physiologist / Agronomist, ICARDA. 1990-94: Wheat Physiologist 
and Leader Wheat Management and Physiology, CIMMYT. 1984-1994: Professor 
Mediterranean Agronomic Institute, Zaragoza, Spain. Has participated in various 
international congresses. Speaks Spanish and English. Author or co-author of about 150 
publications.
Name: FORTMANN, Louise Palmer (USA)
Position: Professor, Natural Resource Sociology, Department of Environmental Science, 
Policy and Management, University of California, Berkeley, USA.
Expertise: Sociology of natural resource management, gender, property, land and tree 
tenure, community management of natural resources, poverty
Education: B.A. (Majored in Foreign Service and International Politics), Pennsylvania State 
University (1968); M.S. (Majored in Development Sociology), Cornell University (1970); 
Ph.D. (Majored in Organisational Behaviour and Social Action), Cornell University (1973). 
Experience: 1974-75: Lecturer (equivalent of U.S. Assistant Professor) in Rural Sociology, 
Faculty of Agriculture and Forestry, University of Dar es Salaam, Tanzania. Taught two 
undergraduate courses in introductory rural sociology and a graduate course in development
Appendix I - Page 4
sociology; 1975-76: Consultant, USAID/Tanzania. Was involved in the collection and 
analysis of data for an evaluation of the National Maize Project; 1977-78: Volunteer, Watoto 
Wa Kimamba. Taught sewing and assisted with marketing for a women's co-operative; 
April 1977-June 1977: Consultant, USAID/Tanzania. Sociologist for the Arusha Planning 
and Development Project design team; 1978-79: Visiting Assistant Professor of Rural 
Sociology, Cornell University. Taught an introductory rural sociology course working with 
the Centre for International Studies; 1979-1981: Leader of interdisciplinary research team 
(resource economist, policy analyst, air-photo interpreter, animal production specialist, rural 
sociologist) on utilisation and management of water primarily for livestock use in the eastern 
communal areas of Botswana; 1979-82: Senior Research Associate, Centre for International 
Studies, Cornell University; 1982-83: Project Co-ordinator Land Tenure Centre, University 
of Wisconsin. Leader of joint Land Tenure Centre/Comell University interdisciplinary team 
for research on village institutions in Botswana undertaken for the Ministry of Government 
and Lands; 1984-87: Assistant Professor, Department of Forestry and Resource 
Management, University of California Berkeley. Taught graduate and undergraduate courses 
m the sociology of natural resource management. Carried out research in rural California on 
the effect of land holding size and residence on natural resource management, and factors 
affecting environmental protest in rural areas. 1987-89: Associate Professor (Acting), 
Department of Forestry and Resource Management, University of California Berkeley- 
conducted research in rural California on the effect of patterns of timber land ownership on
poverty and a comparison of attitudes about forest management held by recent and long 
standing residents of forest communities; Since 1989: Present position. Since 1998 Rudy 
Grah Chair in Forestry and Sustainable Development. Teaches graduate and undergraduate 
courses in research methods, interdisciplinary approaches to environmental science 
conservation and the environment in sub-Saharan Africa, and the sociology of natural 
resource management. Carries out research in rural California on the relationship between 
changes in forest industry employment and changes in welfare dependence, the ecological 
and social effects of changes in land holding patterns over a 40 year period, and how local 
institutions influence the local expression of macro social and economic change. As Visiting 
Research Fellow, Centre for Applied Social Sciences, University of Zimbabwe (1991-92) 
conducted research on community management of trees and woodlands with particular 
emphasis on tree planting by women and on the role of narrative in struggles over land. Has 
undertaken various consultancies, examples of which are:- In October 1983 was a consultant 
to the Harvard Institute of International Development to prepare a paper on rural 
incorporation for USAID Workshop on Rural Development Research, in June 1989, was a 
member of the quinquennial external review panel for International Council for Research on 
Agro forestry and 1999-2000 assessed the effects of including culture in natural resource 
programming in Mozambique and the rural U.S. for the Ford Foundation.
Name: HAUTEA, Randy A. (The Philippines)
Position: Director, International Service for the Acquisition of Agri-biotech Applications- 
Southeast Asia Centre (ISAAA-SEAsia Centre).
Expertise: Plant Breeding, Plant Genetics, Plant Pathology.
Education: B.S. in Agriculture (1977) and M.S. in Agronomy (Plant Breeding-Statistics) 
(1980), University of the Philippines, Los Banos; Ph.D in Plant Breeding (Plant Pathology 
and Physiology - cognates), Cornell University, Ithaca, New York (1986).
Experience: 1986-1997: Member of the Faculty, Graduate School, and Legume
Breeder/Research Associate Professor, Institute of Plant Breeding, University of the
Appendix I - Page 5
Philippines Los Banos. 1989-91: Division Head and Program Leader, Field Legumes 
Division, Institute of Plant Breeding, University of the Philippines Los Banos. 1989-91: 
Deputy Director, Institute of Plant Breeding, University of the Philippines Los Banos. 1992: 
Visiting Scientist, Department of Agronomy and Plant Genetics, University of Minnesota. 
1993-94: Research and Extension Co-ordinator, College of Agriculture, University of the 
Philippines Los Banos. 1994-97: Director, Institute of Plant Breeding, University of the 
Philippines Los Banos. 1994-97: Vice-Chairman, National Committee on Plant Genetic 
Resources, Philippines. Since 1998: Present position. Member, External Review Committee, 
Genetic Resources Centre, International Rice Research Institute, Los Banos, The Philippines 
(1995). Chairman, External Review Committee, Bureau of Plant Industry, The Philippines, 
(1996). Chairman, CCER, IPGRI-APO (1996). Panel member of 4th EPMR of ICRISAT 
(1996).
Name: MAILLAT, Jean-Yves (France)
Position: Freelance Management Consultant.
Expertise: Strategy formulation management audit and reviews, turnaround management, 
training and facilitation, executive coaching, organisation development.
Education: Maitrise en Sciences Economiques, University of Nancy, France (1969); MBA 
Marketing and Management, New York University (1972).
Experience: 1969-70: Manager, COFAC, France. 1973-78: Management Consultant with 
Booz Allen & Hamilton International in Egypt and Algeria. 1978-83: Freelance 
Management Consultant, Qatar Petrochemical Company (French/Qatari joint venture) and 
for Booz Allen & Hamilton. 1983-87: Senior Management Consultant, Organisation 
Planning Department, World Bank. 1987-88: Head, Internal Management Consultancy
Unit, Personnel Department, World Bank - Major assignments (1983-88): strategy and policy 
studies, management audit and reviews, organisation studies, chargeback and contracting out 
studies, institutional development. 1989-90: Head, Economics Training Programme, 
Training Division, World Bank. 1990-92: Head, Language Training Programme, Training 
Division, World Bank. 1992-99: Chief, Translation, Interpretation and Conference Services 
Division, The World Bank; Since 1999: Freelance Management Consultant. Member of the 
3rd (1993) EPMR of WARD A, member of the 4th (1996) EPMR of ICRISAT and Member 
of the SGRP Review (1998).
Name: PLUCKNETT, Donald L. (USA)
Position: President and Principal Scientist, Agricultural Research and Development
International, Annandale, Virginia, USA
Expertise: Tropical crop and pasture management, weed control, farming systems, natural 
resource management
Education: B.Sc. General Agriculture, University of Nebraska (1953); M.Sc. Agronomy, 
University of Nebraska (1957); Ph.D. Tropical Soil Science, University of Hawaii (1961). 
Experience: 1958-80: University of Hawaii - Lecturer and Assistant Professor of Agronomy 
(1958-65); Associate Professor of Agronomy (1965-70); Professor of Agronomy (1970-80). 
1965 Consultant (Ford Foundation) and Senior Agricultural Advisor, Aswan Agricultural 
Development Centre, Egypt. 1968: Visiting Professor in Agriculture, University of 
Brisbane. 1968-69: Visiting Scientist, IRRI. 1971: Senior Fellow, East-West Food
Institute. 1973-76: Chief, Soil and Water Management Division, USAID. 1978-80: Chief,
Appendix I - Page 6
Agriculture and Rural Development Division, Bureau for Asia, USAID. 1980-94: Senior 
Scientific Advisor to the CGIAR Secretariat. Since 1995: present position.
Panel Member of the Farming Systems Study (1977-78) and CGIAR Resource Person in the 
Reviews of Cl AT (1977 and 1984), CIMMYT (1982 and 1987), CIP (1983 and 1989), 
IBPGR (1985), ICARDA (1983), IITA (1977 and 1983), ILCA (1981), ILRAD (1980 and 
1986), IRRI (1982, 1987, 1992, and 1997), and WARDA (1986). Consultant to CIP Review 
(1995). Panel Secretary to 1st ILRI EPMR (1999). Panel Chair to 4th EPMR of ICARDA 
(1999). Member of several scientific societies and author of numerous publications.
Name: TER KUILE, Martha (Canada) 
Position: Consultant
Expertise: Agricultural Economics, Governance.
Education: B.A. in History, University of Toronto (1973); M.Sc. in Agricultural
Economics, University of Guelph (1984). M. Div., Queens’ University (1998). 
Experience:
1973-75: CIDA Bilateral, Nigeria Desk.
1975-77: UNDP Nairobi, Kenya (Agriculture, FAO Program). 
1985-92: CIDA Multilateral (CGIAR, Commonwealth, UNDP). 
1993-95: CIDA, Head of Aid, Guatemala.
Other:
1991-94: IIRSDA, Còte d’Ivoire. Board Member and Chair of Program Committee. 
1993-1997: CIP, Board of Trustees, (Chair ‘95-97).
Name: VENEZIAN, Eduardo Leigh (Chile){PRIVATE }
Position: Dean, Faculty of Agricultural Forestry and Veterinary Sciences, University 
Mayor, Santiago - Chile.
Expertise: Agricultural Economics; Education and Research Management 
Education: 1952-56: Ing. Agr., Catholic University of Chile; M.Sc. (1959), Ph.D. (1962), 
Agricultural Economics, Iowa State University, Ames, USA; Post-Doctoral in Economics 
(1969-70), University of Chicago, USA.
Experience: 1959-62: Research Assistant and Associate, Iowa State University. 1962-65: 
Economist and Assist. Chief, Agric. Economics Unit, Organisation of American States, 
Washington, D.C., USA. 1965-72: Agric. Economics Advisor for Mexico, Central America 
and the Caribbean Region, The Ford Foundation, Mexico, D.F. 1966-72: Part-time 
Professor, Agric. Economics Centre, Postgraduate College, Chapingo, Mexico. 1972-77: 
Agric. Advisor and 1974-77 Representative, The Ford Foundation, Brazil. 1977-85: 
Professor, Agric. Economics, Head of the Agric. Economics Department, and Director of the 
Research Division, Catholic University of Chile. 1986-88: Chief, Research Development 
Centre, Research and Technology Development Division, FAO, Rome. 1988-98: Dean, 
Faculty of Agriculture and Forestry, Catholic University of Chile; since 1999: present 
position. Member of numerous committees and review missions. Member of Boards of 
several Foundations and Business. Membership of various professional associations. 
Several honours and distinctions. Extensive travel throughout the world since 1951 in 
professional, academic and private activities. Member of the 2nd EPMR of IFPRI (1990) 
Chair of the 4th EPMR of IITA (1995).
APPENDIX II
TERMS OF REFERENCE
FOR EXTERNAL PROGRAMME AND MANAGEMENT REVIEWS
OF CGIAR CENTRES
BACKGROUND
Context
The Consultative Group on International Agricultural Research (CGIAR) is an 
informal association of over 50 members that supports a network of 16 international research 
centres in agriculture, forestry and fisheries. The CGIAR aims, through its support to the 
Centres, to contribute to promoting sustainable agriculture for food security in developing 
countries. Because the Centres constitute the core of the CGIAR, the effectiveness of each 
Centre is crucial to the continued success of the CGIAR (as a System).
Each Centre is an autonomous institution operating within the mandate assigned to it 
by the CGIAR, and is governed by a legally constituted Board that has full fiduciary 
responsibility for managing the Centre. To ensure accountability in an essentially 
decentralised system, each Centre is expected to be responsive to the CGIAR, which provides 
financial support for its work.
The CGIAR has established a tradition of External Programme and Management 
Reviews (EPMRs) to provide a mechanism of transparency and accountability to the 
Members and other stakeholders of the CGIAR System. EPMRs are the joint responsibility 
of TAC and the CGIAR Secretariat, and are conducted for each Centre approximately every 
five years. As each Centre is autonomous, EPMRs provide a measure of central oversight 
and serve as an essential component of the CGLAR’s accountability system.
Integrated System of Reviews of Each Centre
Besides the EPMRs, Centre Commissioned External Reviews (CCERs) are 
undertaken at each Centre. These CCERs are commissioned by the Centre Boards to 
periodically assess the quality and effectiveness of particular aspects of a Centre’s work. The 
terms of reference (ToRs) for each CCER are determined by the Centre, based on broad 
principles endorsed by the CGIAR at ICW95 (ref. document entitled Improving the Quality 
and Consistency of CGIAR’s External Centre Reviews, dated October 24, 1995).
EPMRs complement the CCERs by providing a CGIAR-commissioned and 
comprehensive external assessment of the Centre’s program and management, especially its 
future directions and the quality and relevance of its research. The ToRs for the EPMRs 
(which update the “standard ToRs” endorsed by the CGIAR at MTM95) are provided below. 
Guidelines for undertaking the reviews are issued separately.
Appendix II - Page 2
TERMS OF REFERENCE
Objectives and Scope
EPMRs seek to inform CGIAR members that their investment is sound, or 
recommend measures to make it so. Members of the CGIAR and other stakeholders can be 
informed whether the Centre is doing its work effectively and efficiently. EPMRs are both 
retrospective and prospective; and help ensure the Centres’ excellence, relevance and 
continued viability, and the CGIAR System’s coherence. Each review is expected to be 
strategic in orientation and as comprehensive as the situation warrants.
The broad objectives of EPMRs are to: a) provide CGIAR members with an 
independent and rigorous assessment of the institutional health and contribution of a Centre 
they are supporting; and b) to provide the Centre and its collaborators with assessment 
information that complements or validates their own evaluation efforts, including the CCERs.
The EPMR panel is specifically charged to assess the following:
a) The Centre 's mission, strategy and priorities in the context of the CGIAR's 
priorities and strategies;
b) The quality and relevance of the science undertaken, including the effectiveness 
and potential impact of the Centre's completed and ongoing research;
c) The effectiveness and efficiency of management, including the mechanisms and 
processes for ensuring quality; and
d) The accomplishments and impact of the Centre’s research and related activities.
The topics expected to be covered by the EPMRs are listed below.
TOPICS TO BE COVERED
A. Mission, Strategy and Priorities
• The continuing appropriateness of the Centre's mission in light of important changes in 
the Centre and its external environment since the previous external review.
• The policies, strategies, and priorities of the Centre, their coherence with the CGIAR’s 
goals (of poverty alleviation, natural resources management, and sustainable food 
security), and relevance to beneficiaries, especially rural women.
• The appropriateness of the roles of relevant partners in the formulation and 
implementation of the Centre's strategy and priorities, considering alternative sources of 
supply and the benefits of partnerships with others.
B. Quality and Relevance
• The quality and relevance of the science practised at the Centre.
Appendix II - Page 3
• The effectiveness of the Centre’s processes for planning, priority setting, quality 
management (e.g., CCERs, peer reviews and other quality and relevance assurance 
mechanisms), and impact assessment.
C. Effectiveness and Efficiency of Management
• The performance of the Centre's Board in governing the Centre, the effectiveness of 
leadership throughout the Centre, and the suitability of the organisation’s culture to its 
mission.
• The adequacy of the Centre's organisational structure and the mechanisms in place to 
manage, co-ordinate and ensure the excellence of the research programs and related 
activities.
• The adequacy of resources (financial, human, physical and information) available and the 
effectiveness and efficiency of their management.
s The effectiveness of the Centre's relationships with relevant research partners and other 
stakeholders of the CGIAR System.
D. Accomplishments and Impact
• Recent achievements of the Centre in research and other areas.
• The effectiveness of the Centre's programs in terms of their impact and contribution to the 
achievement of the mission and goals of the CGIAR.
APPENDIX III
ITINERARY OF THE EPMR PANEL
In the autumn of 1999, the Panel Chair and one Panel member met with Dr. Grant 
Scobie, Director General of CIAT 1995-1999. They also attended CIAT’s Board meetings 
held at CIAT Headquarters in Cali 26 November - 3 December 1999. The whole panel visited 
the CIAT headquarters 17-23 January 2000 for the Initial Phase of the Review. Senior 
research and management staff gave presentations on the mission, goals, organisation, 
strategic planning, partnerships and financial issues. The Panel was also briefed on specific 
project activities, operational functions and support services of CIAT during group and 
individual meetings with Centre staff. Representatives of The Staff Association and the 
Internal and External Auditors were met. Three panel members visited the Ministry of 
Agriculture and the CORPOICA in Bogota.
From 23 January on, the Panel split into groups to visit CIAT’s regional staff and 
collaborators in Central-America (23 - 28 January), Brazil (24 January - 2 February), and 
Eastern Africa (31 January - 4 February). In Managua, Nicaragua, the group was briefed on 
CIAT’s activities in Central America, and on the dual-purpose livestock systems, bean 
network and the use of decision tools among other topics. They saw a NRM reference site in 
San Dionisio, where they met farmer and NGO partners. The SOL concept and CIAL research 
was discussed. They visited a TROPILECHE on-farm site. In Honduras the group visited the 
reference site in Yorito and a SOL. They heard about biophysical characterisation, rural 
agro-enterprises and local organisation strengthening. The group also visited farmers' fields 
and heard about participatory research and monitoring.
In Brazil in the rice growing area of Santa Catarina state the group visited EPAGRI 
headquarters in Florianópolis, and the EPAGRI rice experiment station, where they met a 
senior scientist of FLAR. The visited a rice farmer and a private mill, Urbano Agroindustrial 
LTDA. In the state of Bahia at the EMBRAPA research station in Cruz das Almas, the group 
heard about the activities and collaboration with CIAT, and visited a small farmer- 
participatory project dealing with cassava improvement, which followed the model of CIAL. 
In Brasilia D.F. the group visited EMBRAPA’s Secretariat for International Co-operation and 
the Biotechnology Centre, CENARGEN. Finally the group was introduced to the forage 
research activities at the Cerrados Centre of EMBRAPA.
Three panel members visited CIAT field programmes in East-Africa. The visit 
included meetings with CIAT staff at the Kawanda Agricultural Research Institute where the 
work on beans, IPM, soils and participatory research was introduced. The group also met the 
Director of ASARECA, a CIAT collaborator, and collaborating scientists at the Namulongo 
Agricultural Research Institute. In Iganga and in Nabango, Eastern Uganda, the group visited 
farmers involved in investigation of legume covercrops, green manure and bush beans, and in 
commercial seed production. In Western Kenya the group visited two regional KARI research 
centres, Kakamega and Kisii. They met a PRIAM farmer research group. They also met some 
national and ICRAF scientists collaborating with CIAT in Nairobi.
One Panel member joined the Regional Cassava Network annual meeting in Vietnam 
and met CIAT staff and collaborators in Asia. He visited a CIAT Community Research 
Management project site in Hong Ha commune, Vietnam, and also four project sites of the 
Forages for Smallholders Project in Malitbog, Mindanar in the southern Philippines.
Appendix III - Page 2
The Panel reassembled at CIAT headquarters on April 3rd 2000 for the Main Phase of 
the review. The Panel had a chance to hear additional presentations on CIAT today, impact of 
its research and partnerships from the Management Team and meet staff members for further 
information and clarifications. The chapters of the report were shared with the Management 
Team and the relevant senior staff at the Panel Draft stage. On 19 April the report was
presented to the Board Chair and other Board members present and subsequently to the CIAT 
staff.
APPENDIX IV
DOCUMENTS PROVIDED TO THE REVIEW PANEL
A. Documents Provided by the TAC AND CGIAR Secretariats
1. Review Processes in the CGIAR, 1988.
2. CGIAR Priorities and Strategies for Resource Allocation During 1998-2000.
3. Report of the Fourth External Programme and Management Review of the Centro 
Intemacional de Agricultural Tropical (CIAT).
4. Report of the First External Programme and Management Review of the International 
Livestock Research Institute (one of the most recent EPMR reports).
5. The TAC Commentaries on CIAT’s 1998-2000, 1999-2001 and 2000-2002 MTPs.
6. A list of centre-specific issues drafted by the Centre for incorporation into the 
standard TOR of the review.
7. ‘Update on the use of CCERs’ (memo from TAC Chair).
8. Guidelines and TOR for EPMRs.
9. Medium-Term Resource Allocation 1998-2000: Centre Proposals and TAC 
Recommendations.
10. Lucerne Declaration and Action Program (pp. 7-12).
11. Most recent CGIAR Annual Report.
12. Most recent CGIAR Brochure and Directory.
13. Financial Requirements of the 1999 CGIAR Research Agenda (latest MTM99 doc).
14. Terms of Reference for External Programme and Management Reviews of CGIAR 
Centres.
15. Organisation and Management of the CGIAR System: A Review, 1993. (S. Òzgediz, 
Public Administration and Development, Voi. 13, 217-231 (1993); copyright 1993 by 
John Wiley & sons, Ltd.).
16. Reference Guides for CGIAR International Agricultural Research Centres and their 
Boards of Trustees, August 1997.
17. CGIAR ICW99 End of Meeting Report and MTM99 Summary of Proceedings.
18. Evaluating Research Institutions: Lessons from the CGIAR. (S. Òzgediz, Knowledge, 
Technology, and Policy, Winter 1999, Voi. 11, No. 4, pp. 97-113.
Appendix IV - Page 2
To Relevant Panel Members:
19. Governance and Management of the CGIAR Centres, 1991 S. Òzgediz, Study 
Paper No. 27, copyright 1991, first printing October 1991).
20. Most recent volume of the CGIAR Board of Trustees Directory (October 1999).
21. CGIAR 1998 Financial Report.
22. Committees and Units of the CGIAR: Roles, Responsibilities, and Procedures.
23. Most recent CGIAR financial guidelines and manuals relating to:
(a) Financial Management Guidelines, Series No. 1 (January 1988)
(b) Accounting Policies and Reporting Practices Manual (October 1993)
(c) Financial Guidelines - Audit Manual (July 7, 1995)
B. Documents Provided by CIAT 
To all Panel Members:
24. The last board approved strategic plan of the centre.
25. The latest annual funding request.
26. A paper summarising the main achievements, constraints and impact of the centre 
programmes since the last CGIAR external review. It includes a summary of actions 
taken in response to the last EPMR.
27. The current organisation chart.
28. List of senior staff.
29. Most recent annual reports, and comparable research report of programs.
30. The latest Medium-Term Plan of the centre.
31. A paper summarising the main achievements, constraints and impact of the centre
programmes since the last CGIAR external review (Sourcebook for the Fifth External 
Program and Management Review).
32. The current organisation chart, with a brief description of the centre’s internal 
management structure, including the composition and terms of reference of each 
major committee.
33. List of senior staff with brief summary of qualifications.
34. Centre Commissioned External Review Reports.
Appendix IV - Page 3
35. List of reports of major planning conferences, internal reviews, expert meetings, etc., 
which have had a major influence on the direction of specific centre programmes 
(information for each project available in the Sourcebook).
36. Summary of actions taken in response to the last EPMR (included in the Sourcebook).
37. A list of staff publications during the period under review.
38. List of the agreements for co-operative activities with other centres and Institutions.
39. List of ongoing and recently completed contracted projects.
To some Panel Members:
40. Charter and other basic documents establishing the centre, along with subsequent 
amendments.
41. Table showing composition of the Board over the last five years, along with an 
indication of the term of office of the current members and their roles on the Boards.
42. Board handbook or rules of procedure.
43. Table showing allowances, benefits, and salary ranges for each category of Staff.
44. Table showing personal data on internationally recruited staff by programme, 
including each job title, incumbent's location, period of tenure, gender, nationality, 
age, salary over the last three years, funding source (excluding names).
45. Table summarising turnover of staff over the last five years by staff 
Category.
46. List of international staff vacancies and how long positions have been 
Vacant.
47. Brief description of the centre's information management systems and procedures 
(e.g., library and documentation, archives and records management, computer and 
information technology, management information systems).
Made Available to All Panel Members:
48. Set of minutes covering Board and Board committee meetings since the last External 
Review (and reports of Board committees to the full Board if not included in the 
minutes).
49. Staff manual or a description of current personnel procedures for international and 
locally recruited staff.
50. Local compensation surveys used by the centre.
4
Appendix IV - Page 4
51. Reports of external auditors, including management letters, and financial officer's 
reports to the Board since the last External Review.
52. Most recent internal audit reports.
APPENDIX V
ASSESSMENT OF CIAT'S RESPONSE TO THE RECOMMENDATIONS OF THE 
1995 EXTERNAL PROGRAMME AND MANAGEMENT REVIEW (EPMR)
The 1995 External Programme and Management Review (EPMR) of CIAT made 16 recommendations. CIAT's response to these 
recommendations has been taken into account in the appropriate sections of the Report. The 1999 update provided by CIAT and the 
Review Panel's assessment of the status of implementation of the recommendations is presented in this Annex.
Appendix V - Page 2
EPMR RECOMMENDATIONS
1995 EPMR Recommendations CIAT’s 1999 2000 EPMR Panel’s ImplementationProgress Report Comments Status
Commodity Research Programmes BNF and low P tolerance research were conducted Research work on understanding Implemented 
1. That the Bean Programme give in collaboration with INRA, France until 1997, mechanisms and breeding for low P       partially during 
higher priority to research on when the funding for the postdoctoral scientist tolerance is important by itself, and the period under      
nitrogen fixation and nutrient ended. Collaboration continued through exchange in relation to BNF, particularly review 1995-99    
cycling in bean production of germplasm and methodologies. DNA markers under field conditions. Nutrient  
systems, particularly in Africa. for BNF were identified under greenhouse cycling studies may be considered    conditions and their usefulness under field under PE projects if additional 
conditions is tested. Selection under low soil resources become available.
fertility (under minimal application levels of P and 
no N) have become standard field operations in 
the breeding program.
Additional financial resources are being sought in 
collaboration with INRA
2. That Cl AT undertake genetic With the reduction of the financial resources While the research area is Not implemented
and ecophysio logical research to available to CIAT during the 1995/96 period important, the Panel concurs with 
increase both yield and viability research on seed biology could not be continued. the decision to discontinue the 
of the seeds of the most This decision was partially based on the evidence work in light of (1) funding 
important tropical grasses and that the private seed industry in Latin America has limitations and (2) similar work by 
legumes. taken up this research. alternative suppliers.
Appendix V - Page 3
CIAT’s 1999 2000 EPMR Panel’s Implementation
1995 EPMR Recommendations Progress Report Comments Status
Natural Resources Management These recommendations were considered and The reduction of the number of Implemented
Research incorporated into the project structure introduced research sites would have had more partially during 
at Cl AT in 1997. All Programs were closed and effect if co-ordinated scientific the period under 
3. In view of the limited resources, 16 projects were established, among them the land efforts had been more focused on review
the Panel recommends that: use project (PE4). Cl AT closed down NRM the remaining sites.
• The number of research sites be research in Brazil sites at this time and changed 
reduced; the nature of its research collaboration with Brazil
The 1996 move to a project 
  
to structure has led to some  one that no longer is based on the outposting of 
• Board and Management consider CIAT scientists to Brazil. Collaboration in soil
integration but also appears to have 
  had some fragmenting effects.
the options for consolidating research continued through the Soil Water 
existing programme structures; Nutrient Management Program, in which The land management SRG has 
The Land management SRG EMBRAPA is a major partner. Three Ecoregional been incorporated into PE-4. This 
should become either a reference sites where established, one each for the project which includes GIS is high 
programme or a unit depending priority mandate ecoregions -Savannahs, Hillsides quality, effective, and has the 
on the orientation that CIAT and Forest Margins. Ecoregional reference sites potential to integrate much of the 
considers more appropriate to its were defined as the principal locations for CIAT research in this area.
future. projects and partners to demonstrate the impact on 
the ground of combining germplasm improvement 
and improved resource management research.
This does not preclude CIAT projects from work 
in other research sites, but projects are expected to 
show significant effort in and contribution to the 
reference sites by means of annual workplans 
developed with partners for each ecoregional 
reference site, and annual evaluation of research 
progress in each site.
Appendix V - Page 4
1995 EPMR Recommendations CIAT’s 1999 2000 EPMR Panel’s ImplementationProgress Report Comments Status
4. That CIAT establish a Soils Unit, These recommendations were considered and This recommendation is partially 50%
which should follow an incorporated into the project structure introduced implemented. CIAT has a soils 
integrated approach with at CIAT in 1996. All Programs were closed and project, which has a different Implemented
emphasis on organic matter, soil 16 projects were established, among them the soils connotation than a Soils unit. The partially
biota and nutrient cycling. The project (PE2). A strong working partnership with Soils unit is supposed to provide 
funding of a Soil Biologist to be TSBF through the Soils Water Nutrient services. The soils group is 
located in the Unit should be Systemwide Program has increased the flow of considering soil organic matter, 
given a high priority. research results and capacity in the area of Soil soils biota and nutrient cycling and 
Biology. should emphasise soil organic 
matter and nutrient cycling even 
more.
Research Support The position was filled and continues to be A highly qualified and competent Implemented
5. A new head of the GRU should occupied by a highly competent specialist in   head of GRU has been managing 
be appointed as soon as possible. germplasm conservation since May 1996. SB-1 since 1996.    
Experience is needed in strategic 
thinking on genetic resources, as 
well as in marker technology and 
the computing aspects of the 
population genetics/dynamics.
Appendix V - Page 5
CIAT’s 1999 2000 EPMR Panel’s Implementation
1995 EPMR Recommendations Progress Report Comments Status
6. That CIAT establish more In 1997 CIAT established four bio-safety CIAT has adequate and appropriate Implemented
biosafe greenhouse glasshouse compartments of 30m2 each. These biosafety glasshouse facilities.
compartments for contained are currently being used for growing transgenic 
experiments, in line with its own rice, cassava and Brachiaria. In 1999 a 125m2 
biosafety guidelines. screenhouse facility was added for post-flowering 
growth of transgenic rice. Because of the 
increasing demand for testing transgenic 
germplasm, not only generated by CIAT, but also 
by regional partners, CIAT plans to double the 
currently available space in the near future.
7. That CIAT should only In December 1998, the government of Colombia The Panel is pleased with the way Implemented
undertake field trials with approved the regulations for testing genetic CIAT has been working with the 
transgenic materials after modified organisms under field conditions. CIAT Colombian authorities to secure 
obtaining approval from the has submitted applications for obtaining approval for field testing of 
government concerned. permission to plant under the new norms transgenic rice. The Panel suggests 
controlled field testing of transgenic rice lines that CIAT initiate the same process 
resistant to rice hoja bianca virus. CIAT with other LAC countries where 
conducted in 1999 an international workshop on CIAT may undertake a similar trial.
conducting field studies of transgenic rice and 
their release in the field.
8. That the VRU, in collaboration These activities continue in the IMP project These activities are given adequate Implemented
with relevant entomologists, (Project PE-1). In addition, the system-wide attention in the current IPM project 
devote greater attention to the whitefly project and the USD A appointed insect (PE-1).
epidemiology of major virus vector specialist have made an inventory of 
diseases of CIAT’s mandate whitefly transmitted viruses and farmers methods 
crops, as a prerequisite to of their control.
integrated control of both viruses 
and their vectors.
Appendix V - Page 6
1995 EPMR Recommendations CIAT’s 1999 2000 EPMR Panel’s ImplementationProgress Report Comments Status
9. That CIAT incorporate the These recommendations were considered and The panel believes that Biometry is Not, because of 
Biometry Unit into a broader incorporated into the project structure introduced important in CIATs research the reorganisation
unit headed by a senior scientist, at CIAT in 1996. All Programs were closed and activities, and is critical with the 
to handle scientific data 16 projects were established, and in the process of expanding activities in applied 
management and decision downsizing accompanying the change to a project genomics and bio-informatics.
support systems. structure, some support staff from Biometry 
decided to become private enterprise consultants Access to a broader and varied 
in the area. Those projects with a strong demand competency appears satisfactory 
for biometry capacity acquired the remaining with the current practice of sub­
CIAT staff with this expertise and/or were contracting and/or by consultancy.
allocated operating budget with which to 
subcontract this support from within CIAT or 
from outside consultants. The Information 
Services Unit assumed the responsibility for 
scientific data management.
Appendix V - Page 7
r CIAT’s 1999 2000 EPMR Panel’s Implementation1995 EPMR Recommendations Progress Report Comments Status
Research Management As indicated in the 1995 CIAT response, the Cl AT opted for a different Not implemented
incoming DG reviewed the structure of the senior organisation structure.
10. Adoption of the organisational Management Team. He decided to align the 
structure depicted in Figure 7.1, structure of the Management Team around the key 
of which the main elements are: elements of CIAT’s strategy: improving 
• Establishment of a position of productivity, managing natural resources, and 
Associate Director for Research doing research together. Directors for Germplasm 
Support and Information Research, Natural Resource management 
Services in place of the existing Research, and Regional Co-operation are 
post of Associate Director for principally responsible for leading CIAT’s 
Natural Resources Management; strategy along each of these lines. Recent 
experience has confirmed that this structure serves 
• The research support units and CIAT well by bringing to bear specialised 
the units handling information leadership expertise for each of the three central 
systems and services should elements of CIAT’s strategy.
report to the new Associate 
Director.
Appendix V - Page 8
1995 EPMR Recommendations CIAT’s 1999 2000 EPMR Panel’s ImplementationProgress Report Comments Status
11. The use of the matrix depicted in CIAT’s organisational structure has been CIAT chose a project-based No
Figure 7.3, to describe the considerably simplified since 1995, and the organisation structure, also 
conceptual interaction between implicit matrix has been essentially discarded. favoured by TAC.
competency groups (which CIAT currently implements its research program 
include both SRGs and Units) through a simplified structure of 16 projects 
that provide input and the instead of the previous organisation of six research 
research programmes that are programs and five units matrixed with five 
essentially responsible for scientific research groups. CIAT recognises the 
output. All research projects need to periodically reassess its project portfolio 
should continue to be and anticipates that the project portfolio may be 
implemented within Programmes revised as part of the upcoming Strategic Plan 
or Units. 2001-2010 in which other organisational issues 
may also be revisited.
12. That management engage Such training has been provided and funding is Projects leaders and scientific staff Implemented
scientific staff in project available through the staff development fund if are not only aware but engaged in 
definition and ensure that all additional training needs are identified. Training most aspects of project 
programme heads and project has also included team building skills. management and budgeting.
leaders are fully aware of all 
aspects of project management With the current project structure, 
and budgeting. opportunities for extensive 
scientific and administrative 
interactions are in place.
Appendix V - Page 9
CIAT’s 1999 2000 EPMR Panel’s Implementation
1995 EPMR Recommendations Progress Report Comments Status
13. That, in its consideration, of In 1995 a new Director General was appointed The recently departed Director Implemented
candidates to fill the position of with a strong commitment to a participatory General fully satisfied the criteria 
Director General, the Board leadership style to integrate the CIAT community. proposed by the 4th EPMR
carefully consider the Recently the appointment of another new Director 
importance of a leadership style General was made with the same criteria for 
that will reintegrate the CIAT leadership style again being an important 
community and encourage consideration.
participation in decision-making 
processes by programme leaders 
and scientists.
Financial and Human Resource The Management Team has assumed the The project budget system allows Implemented
Management responsibilities for monitoring staff numbers. detailed monitoring of staff 
numbers by the Management Team.
14. That the Operations and
Programme Committee regularly 
monitor the adequacy of staff 
numbers in each research 
programme and discipline, and 
advise the DDG (Research) of 
any corrective measures needed. 
Such monitoring should cover 
not only the senior scientists but 
all other research staff as well.
Appendix V - Page 10
1995 EPMR Recommendations CIAT’s 1999   2000 EPMR Panel’s ImplementationProgress Report Comments Status
15. That the performance assessment A new performance appraisal system was The recommendation was fully and Implemented
system be suitably modified to implemented. The new system is transparent, satisfactorily implemented.
improve the performance open and fair and is managed by an Evaluation 
planning and feedback processes Committee composed of key members of the 
used by supervisors, and to Management Team. Training accompanied the 
strengthen the standard-setting transfer to the new system. The system requires 
and monitoring roles of the that each staff member is evaluated for 
DDGs and Evaluation performance, to be signed by the evaluated. A 
Committee. second evaluator assures that the process was fair. 
A system of performance awards has been put in 
the place and budgetary reserves are made for this 
purpose. Starting in 1999 on a trial basis, a full 
circle evaluation system will be tested for future 
use.
16. That a strategic plan for the A major analysis leading to the development of This has been dealt with in a Implemented
development and organisation of proposals for large new investments in pragmatic & cost-conscious way.
information systems in CIAT information systems was conducted. However, 
should be formulated as soon as Management decided in 198, after discussion with Because of its high cost the 
possible, for consideration by the Board of Trustees, that the scale of the proposed system was not 
Management and Board. The proposed investment exceeded what was feasible implemented. Instead, changes 
emphasis should be on within existing financial constraints. A new were made to the existing systems 
establishing a coherent working group developed a proposal for a more but there is as yet no coherent 
Centrewide system, rather than modes reorganisation that was approved by the centre wide system.
on hardware and software Management in 1999. The Panel suggests that CIAT now 
problems. prepare a new Strategic 
Development Plan for CIAT info- 
systems.
APPENDIX VI
Review of CIAT Financial Management System
INTRODUCTION
Review Group: A team comprising Stephan Kali (GTZ), Rudolf Komtheuer (GTZ), 
Hock-Chye Ong (CGIAR/ICLARM/IPGRI/IRRI Internal Audit Group) and Ravi 
Tadvalkar (CGIAR Secretariat) conducted a review of CIAT's Financial Management 
System at the Centre's headquarters in Cali, Colombia on March 8-10, 2000.
Objective: The overall objective of the review was to assess the adequacy of the CIAT 
Financial Management System and, if necessary, to recommend appropriate corrective 
measures to strengthen it. In the context of a specific problem with a BMZ funded, GTZ 
administered project, the review sought to determine whether CIAT's mechanisms to 
ensure compliance with donor grant conditions are adequate.
Process: the team interacted with the Management team of CIAT in addition to holding 
detailed discussions with Finance staff, internal and external auditors, J. Ashby, Director 
NRM (supervisor of the project [PRGA] funded by the BMZ grant), heads of information 
and administration. By an open and constructive approach by CIAT's acting DG and his 
colleagues, which included full access to CIAT documentation, facilitated the review 
team's work.
ASSESSMENT
Overall
Objectives: Service and compliance are key objectives and accountabilities of a Finance 
Group in any enterprise. The Finance Group provides the necessary service by:
• operating the financial processes that enable the enterprise to conduct its business, 
and
• furnishing analytical assistance to management, for implementing its business 
objective.
Finance Procedures and Staff: The work of CIAT's Finance Group is guided by a 
procedures manual (updated recently). The processing of financial information and the 
quality of routine financial reporting is of a professional standard. The procedures manual 
adequately links CIAT's financial processes to its legal obligations.
CIAT has roughly halved its staffing in the administrative and finance functions in the 
past five years. CIAT has been innovative in managing this reduction by outsourcing its 
activities, and by effectively managing the downsizing. Nonetheless, the reduction is 
reflected in significant overtime levels by existing staff. Additionally, downsizing has 
impeded the strengthening in the Finance Group's functional areas.
Appendix VI - Page 2
Service Objective: The structure and organisation of the CIAT Finance Group are
consistent with its service objective. The functional areas of budgeting, treasury and 
accounting are led by experienced professionals. The quality of CIAT's internal financial 
reporting is good, but external reporting to donors needs improvement. Financial systems 
need to be upgraded to allow efficient processing and improved analytic support for 
"budget holders" who exercise authority over components of the CIAT budget. The areas 
of financial information management and donor reporting require improved leadership.
Compliance Objective: The structure for overall compliance is in place with an office of 
an internal auditor, availability of competent external auditors and mechanisms for the 
board of trustees to provide the necessary oversight.
There is a need, however, to strengthen the compliance function of the Finance Group 
and the Budget holders, to support CIAT's decentralised management approach, and to 
cope with increasing levels of restricted funding and the resulting complex reporting 
requirements. The latter particularly requires management attention to ensure that the 
three parties that are involved - Project Managers or budget holders, the Finance Group, 
and the project Office ~ can fulfil their respective obligations harmoniously.
For this goal to be reached, budget holders must become more knowledgeable about basic 
financial principles, their assistants be more functionally integrated with the central 
finance function and the project office. Finally, the Finance Group as a whole must be 
more attentive to its compliance obligations. To do so more effectively, finance staff 
should improve their English fluency using the existing CIAT Staff Development 
program, as most grant documents are in English.
CGIAR Initiatives: Two existing CGIAR initiatives are relevant to CIAT's on-going 
efforts to strengthen its financial systems and examination of indirect costs. In 
collaboration with the Centres, the CGIAR Secretariat has launched a program to survey 
the existing financial systems at all centres in order to evaluate options for a common 
technology and software platform, (the survey team visited CIAT a few weeks ago). The 
results of this work, likely to be available in the next four to six months, will assist CIAT 
in making its own choices in this area. A similar program to develop a common
methodology and framework on indirect cost is also underway with analyses completed 
at five pilot centres. This work should assist CIAT in its own examination of indirect 
costs and overhead rates for inter-centre activities.
Specific
BMZ Grant: The problems with the BMZ grant are possibly the result of 
miscommunication between budget holders and the Finance Group, due to inadequate 
understanding of grant obligations. An accounting mistake was made in the 1998 
accounts (treating a long-term commitment as expenditure), and was carried over 
subsequently in reporting to GTZ six months later. CIAT's evident misreading of the 
successive requests for clarification from GTZ compounded the problem. Budget holders
Appendix VI - Page 3
were not aware of the significant infraction of accounting rules, although the Finance 
Department appears to have been, and hence CIAT did not respond adequately until 
earlier this year. The relatively poor quality of the financial report submitted to GTZ 
compounded the problem. It is important to note that the issue did not represent a misuse 
of funds but was an accounting infraction. Nonetheless, the accounting infraction if not 
corrected would have caused CGIAR to breach its own compliance obligation.
RECOMMENDATIONS
Overall
• Re-emphasise the role of the Finance Manager as a key partner in the Management 
Team.
• Clarify the joint-accountability of both Finance and Budget Holders on all matters 
relating to the financial management, monitoring, and reporting.
• Enhance the accountability culture in CIAT along the lines of the Committee of 
Sponsoring Organisations (COSO) Internal Control Framework comprising the 
elements of control environment, risk assessment, control activities, monitoring, and 
information and communication.
• Strengthen the linkages and communication among Budget Holders, Project office, 
and Finance.
• Make training and education of project financial management a mandatory 
requirement for Budget Holders to enhance their basic financial management skills 
and knowledge for monitoring the financial and budgetary aspects of their projects.
• Assess options for strengthening the accountabilities and efficiency of the service 
delivery and compliance roles of the administrative staff located in the decentralised 
business units by re-examining the structural linkage between Finance and the 
decentralised administrative staff.
• Review the feasibility of the various options and choices for replacing CIAT's 
financial information systems along the lines of the CGIAR system-wide review on 
financial information systems.
Specific
• The GTZ grant for PRGA, presently frozen, should be made operational within the 
next four weeks under the following conditions: submission of a revised and realistic 
business plan reflecting the current status and mode of the program, and an ex-post 
audit of the project. The audit's TORs should be jointly developed with GTZ.
APPENDIX VII
CIAT DIRECT RESEARCH ALLOCATION 1999 
(SUS thousand)
Projects Ranked by Unrestricted Core Projects Ranked by Restricted Projects 
& Systemwide Income
Land Use 1322 Beans in Africa 2382
Biotechnology 1229 SystemwideParticipatory 1800
Rice 1188 Hillsides 1508
Soils (PE2) 1120 Systems 1135
Genetic Resources 914 Systemwide Soils (SWNM) 1000
Hillsides 906 Beans 984
Beans 834 Biotechnology 894
Forages 685 Rice 715
NARS Linkages 618 Land Use 652
Systems 576 Cassava 596
IPM 405 Agroenterprises 564
Participatory Research(SN3) 387 Forages 555
Cassava 383 IPM 462
Agroenterprises 346 Impact Assessment 418
Impact Assessment 313 Ecoregional 300
Ecoregional 0 Soils (PE2) 270
Systemwide Soils 0 NARS Linkages 186
Beans in Africa 0 Participatory Research (SN3) 84
Systemwide Participatory 0 Genetic Resources 34
Projects Ranked by Core as % of Total Projects Ranked by Total Income
Genetic Resources 96% Hillsides 2414
Participatory Research(SN3) 82% Beans in Africa 2382
NARS Linkages 77% Biotechnology 2123
Rice 62% Land Use 1974
Land Use 58% Rice 1903
Biotechnology 58% Beans 1817
Forages 55% Systemwide Participatory 1800
Soils (PE5) 47% Systems 1710
IPM 47% Soils (PE5) 1391
Beans 46% Forages 1240
Impact Assessment 43% Systemwide Soils (SWNM) 1000
Cassava 39% Cassava 978
Agroenterprises 38% Genetic Resources 948
Hillsides 38% Agroenterprises 910
Systems 34% IPM 867
Beans in Africa 0% NARS Linkages 805
Systemwide Participatory 0% Impact Assessment 731
Systemwide Soils (SWNM) 0% Participatory Research(SN3) 471
Ecoregional 0% Ecoregional 300
Source: CIAT Controller print out 11/17/99 3:12 pm
APPENDIX Vili
GLOSSARY OF ACRONYMS
ACMD African Cassava Mosaic Disease 
AGLINET Agricultural Libraries Network 
Al Aluminium
AHI African Highlands Initiative 
ARI Advanced Research Institute
ASARECA Agreement on Strengthening Agricultural Research in Eastern and Central 
Africa
ASB Alternatives to Slash-and-Bum 
ATIS Alternative Trade Information System 
BAC Bacterial Artificial Chromosome 
BGMV Bean Golden Mosaic Virus
BIOTECH Centro de Desarrollo Tecnològico e Innovación de Sistema Nacional de 
Innovación.
BNF Biological Nitrogen Fixation 
BOT Board of Trustees 
BRU Biotechnology Research Unit
CATIE Centro Agronòmico Tropical de Investigación y Ensenanza
CBN Cassava Biotechnology Network
CCER Center-Commissioned External Review
CD-ROM Compact disk - read only memory
CENARGEN Centro Nacional de Recursos Genéticos
COSO Committee of Sponsoring Organization
CG Consultative Group
CGIAR Consultative Group on International Agricultural Research
CGM Cassava Green Mite
CIAL Comité de Investigación Agricola Local
CIAT Centro Intemacional de Agricultura Tropical
CIFOR Centre for International Forest Research
CIMMYT Centro Intemacional de Mejoramiento de Malz y Trigo
CIP Centro Intemacional de la Papa
CIPASLA Consorcio Intemacional para la Agricultura Sostenible en Laderas 
CIRAD Centre de Coopération Internationale en Recherche Agronomique 
CLAYUCA Consorcio Latinoamericano y del Caribe de Apoyo a la Investigación y 
Desarrollo de la Yuca
CONDESAN Consortium for the Sustainable Development of the Andean Ecoregion 
CORPOICA Corporación Colombiana de Investigación Agropecuaria 
COSO Committee of Sponsoring Organizations 
COSUDE Corporación Suiza de Desarrollo 
CRYO Cryopreservation
CSIRO Commonwealth Scientific and Industriai Research Organization 
CT Condensed Tannins
Appendix Vili - Page 2
DDG Deputy Director General
DG Director General
DNA Deoxyribonucleic acid
DSS Decision Support System
EAT Empresa Asociativa de Trabaj adores
ECABREN East and Central American Bean Research Network
EMBRAPA Empresa Brasilera de Pesquisas Agropecuarias
EPAGRI Empresa de Pesquisa Agropecuaria e Extensao rural de Santa Catarina
EPMR External Programme and Management Review
EST Expressed Sequence Tags
FAO Food and Agriculture Organization of the United Nations
FDRH Staff Development Fund
FEDEARROZ Federación Nacional de Arroceros of Colombia
FIAR American and Caribbean Irrigated Rice
FLAR Fondo Latinoamericano para el Arroz de Ri ego
FTE Full Time Equivalent
FUNDARROZ Fundación Nacional de Arroz of Venezuela 
GIS Geographic Information System 
CRM Genetic Resource Management 
GRU Genetic Resources Unit
GTZ Deutsche Gesellschaft fur Technisiche Zusammenarbeit (Germany) 
HCN Prussic Acid 
IA Impact Assessment
IAEG Impact Assessment and Evaluation Group 
IAP Impact Assessment Project 
IARC International Agricultural Research Centre 
IBPGR International Board for Plant Genetic Resources 
IBRSRAM International Board for Soil Research and Management 
ICER Internally Commissioned External Review 
ICRAF International Centre for Research in Agroforestry 
ICW Inter-Centres Week
IDRC International Development Research Centre, Canada 
IFDC International Fertiliser Development Centre 
IFPRI International Food Policy Research Institute 
IITA International Institute of Tropical Agriculture 
IERI International Livestock Research Institute 
INIA Institute Nacional de Investigación Agricola 
INGER International Network for Genetic Evaluation of Rice 
INRA Institut National de Recherche Agronomique 
IPGRI International Plant Genetic Resources Institute 
IPM Integrated Pest Management
IPRA Investigación Participativa con Agricultores (Participatory Research in 
Agriculture)
IRD Institut de Recherche pour le Développment (France)
Appendix Vili - Page 3
IRGA Instituto Rio Grandense do Arroz
IRRI International Rice Research Institute
IRS Internationally Recruited Staff
IRTP International Rice testing Program
ISNAR International Service for National Agricultural Research
IU International Undertaking
RARI Kenya Agricultural Research Institute
LAC Latin America and the Caribbean
MAS Marker-aided selection
MT Metric Ton
MTM Mid-Term Meeting of the CGIAR 
MTP Medium-Term Plan 
NARS National Agriculture Research System 
NCGR The National Centre for Genome Resources 
NGO Non-Governmental Organization 
NRM Natural Resource Management 
P Phosphorus
PABRA Pan Africa Bean Research 
PBM Plant Breeding Methodology 
PGR Plant Genetic Resources 
PPB Participatory Plant Breeding 
PPO Project Planning Objectives
PRIAM Participatory Research in Agroecosystem Management 
PRM Participatory Research Methods
PROCINANDINO Programa Cooperativo de Investigación Agricola de la Region Andina 
PROCITROPICOS Programa Cooperativo de Investigación Agricola de la Region Tropical 
PROFRIJOL Programa Cooperativo Regional de Frijol de Centroamérica, Mexico y el 
Caribe
PROFRIZA Proyecto Regional de Frijol para la Zona Andina
QTL Quantitative Trait Loci
RUBY Rice Hoja Bianca Virus
RITA Récipient a immersion temporaire automatisé
RPA Responsibility Performance Agreement
SABREN Southern African Bean Research Network
SCAR Sequence Characterised Amplified Regions
SENA National Apprenticeship Service
SGRP Systemwide Genetic Resources Programme
SI-AH Systemwide Initiative on African Highlands
SI-ASB Systemwide Initiative on Alternatives to Slash and Bum
SI-IMP Systemwide Integrated Pest Management Initiative
SINGER Systemwide Information Network for Genetic Resources
SI-PRGA Systemwide Initiative on Participatory Research and Gender
SOL Supermercado de Opciones de Laeras
SPIA TAC Standing Panel on Impact Assessment
Appendix Vili - Page 4
SP-SWNM Systemwide Program on Soil, Water and Nutrient Management
SRG Scientific Resource Group
SSR Simple Sequence Repeat
SWP Systemwide Program
TAC Technical Advisory Committee
TPP Tropical Pastures Program
TROPILECHE Improved legume-based feeding systems for smallholder 
dual-purpose cattle production in tropical Latin America 
TSBF Tropical Soil Biology and Fertility Programme (Kenya)
UNDP United Nations Development Programme 
USAID U.S. Agency for International Development 
USDA U.S. Department of Agriculture 
VRU Virology Research Unit 
WARDA West Africa Rice Development Association