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close this bookMobilizing science for global food security. Third External Review of IFPRI (Consultative Group on International Agricultural Research ) (1998)
View the document(introduction...)
View the documentCONSULTATIVE GROUP ON INTERNATIONAL AGRICULTURAL RESEARCH
View the documentTAC COMMENTARY ON THE THIRD EXTERNAL PROGRAMME AND MANAGEMENT REVIEW OF IFPRI
View the documentIFPRI - INTERNATIONAL FOOD POLICY RESEARCH INSTITUTE
View the documentIFPRI’S BOARD AND MANAGEMENT JOINT RESPONSE TO THE REPORT OF THE THIRD EXTERNAL PROGRAM AND MANAGEMENT REVIEW
View the documentREPORT OF THE THIRD EXTERNAL PROGRAMME AND MANAGEMENT REVIEW OF THE INTERNATIONAL FOOD POLICY RESEARCH INSTITUTE (IFPRI)
View the documentSummary and Recommendations
close this folderChapter 1 - Introduction and Evolution of IFPRI
View the document1.1 Origin, Mission and Mandate
View the document1.2 Policy Research and CGIAR Priorities and Strategies
View the document1.3 Priorities and Strategies for IFPRI’s Research
View the document1.4 IFPRI Today
View the document1.5 Conduct of the Review
close this folderChapter 2 - IFPRI Research and Outreach Activities
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close this folder2.1 Environment and Production Technology Division (EPTD)
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View the document2.1.1 Overall Direction of the Division, 1992-1997
View the document2.1.2 Links to Current IFPRI Priorities and Strategy
View the document2.1.3 Outputs
View the document2.1.4 Relevance of the Division’s Work
close this folder2.2 Food Consumption and Nutrition Division (FCND)
View the document2.2.1 Introduction
View the document2.2.2 Current Research
View the document2.2.3 Relevance of Research Topics
View the document2.2.4 Methodologies and Disciplines
View the document2.2.5 Comparative Advantage of FCND
View the document2.2.6 Concluding Comments
close this folder2.3 Markets and Structural Studies Division (MSSD)
View the document2.3.1 Origin, Mission and Mandate
View the document2.3.2 The Direction of MSSD’s Work
View the document2.3.3 Linkages with Other Divisions and Other CG Centres
View the document2.3.4 Output
View the document2.3.5 Dissemination of Results
View the document2.3.6 Assessment
close this folder2.4 Trade and Macroeconomics Division (TMD)
View the document2.4.1 Background
View the document2.4.2 The General Equilibrium Approach to the Analysis of the Agricultural Sector
View the document2.4.3 Trade
View the document2.4.4 Output
View the document2.4.5 Conclusion
close this folder2.5 Outreach Division (OD)
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View the document2.5.1 Programmes - An Overview
close this folder2.5.2 Panel Assessment of IFPRI Outreach: Suggestions and Recommendations
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View the document2.5.2.1 Issue 1: Closer Integration of Outreach with Research:
View the document2.5.2.2 Issue 2: Facilitating Mechanisms in Partner Countries
close this folder2.6 The 2020 Vision Initiative
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View the document2.6.1 Context
View the document2.6.2 Outputs and Achievements
View the document2.6.3 Future Developments
close this folderChapter 3 - Cross-Cutting Themes
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View the document3.1 Priorities and Priority-Setting
close this folder3.2 Quality of Research
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View the document3.2.1 The Selection of Research Inputs
View the document3.2.2 The Quality of Research Methods at IFPRI
View the document3.2.3 The Quality of Published Research Output: Internal and External Quality Control
View the document3.2.4 The Incentives for Quality at IFPRI
close this folder3.3 Relevance and Impacts of IFPRI’s Work - What for Whom
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View the document3.3.1 IFPRI’s Overall Work in Impact Assessment
View the document3.3.2 IFPRI’s Impacts
View the document3.3.3 Impacts on Capacity Strengthening in Developing Countries
View the document3.3.4 Case Studies of Impacts on Policy Decisions in Developing Countries
View the document3.3.5 Concluding Comments
close this folder3.4. Research Environment
View the document3.4.1 The Characteristics and Motivation of IFPRI’s Research Staff
View the document3.4.2 The Constraints on Individual Researchers
View the document3.4.3 Interactions among Researchers
close this folder3.5 Institutional and Scientist Linkages
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View the document3.5.1 IFPRI Linkages with Other CGIAR Centres: Systemwide and Other Joint Activities
View the document3.5.2 Systemwide Activities
View the document3.5.3 Other Inter-Centre Joint Activities
View the document3.5.4 IFPRI Linkages with Non-CGIAR Advanced Institutions
View the document3.5.5 IFPRI Linkages with Institutions and Individuals in Developing Countries
close this folderChapter 4 - Governance and Management
View the document4.1 Governance
View the document4.2 Leadership
View the document4.3 Organization and Structure
close this folder4.4 Finance and Administration
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View the document4.4.1 Finance
View the document4.4.2 Human Resources
View the document4.4.3 Computer Services
View the document4.4.4 Administrative Services
close this folderChapter 5 - Conclusions and Emerging Challenges
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View the document5.1 Conclusions
View the document5.2 IFPRI in the 21st Century: Emerging Challenges
View the documentAcknowledgements
View the documentAppendix I - IFPRI’s 1998 Response to 1990 EPMR
View the documentAppendix II - IFPRI’S Response to Institute Specific Policy stripe Recommendations
close this folderAppendix III - Panel Composition/Biographic Information
View the documentPANEL COMPOSITION
View the documentBIOGRAPHIC INFORMATION
View the documentAppendix IV - IFPRI Project Descriptions
View the documentAppendix V - Terms of Reference for EPMRs
View the documentAppendix VI - Acronyms

Appendix V - Terms of Reference for EPMRs

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 decentralized 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 CGIAR’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.

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.

· 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 organization’s culture to its mission,

· The adequacy of the Centre’s organizational structure and the mechanisms in place to manage, coordinate 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.

· 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.