briefing on the cgiar for gpdd coordinating task force may 23 2006 selcuk ozgediz n.
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BRIEFING ON THE CGIAR for GPDD Coordinating Task Force May 23, 2006 Selcuk Ozgediz. CGIAR at a glance Governance in the CGIAR Global Water Partnership (GWP) On successful partnerships. OUTLINE. 1. CGIAR at a glance. Created in 1971 64 public and private members

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CGIAR at a glance

Governance in the CGIAR

Global Water Partnership (GWP)

On successful partnerships

cgiar a strategic alliance
Created in 1971

64 public and private members

- Including 25 developing and 22 industrialized countries

4 Cosponsors (World Bank, FAO, IFAD, UNDP)

15 CGIAR Centers

8,000 scientists and staff

CGIAR - A Strategic Alliance
To achieve sustainable food security and reduce poverty in developing countries through scientific research and research-related activities in the fields of agriculture, forestry, fisheries, policy, and environment.MISSION
vision for the cgiar
Agile, world-class knowledge alliance

Working at frontier of science, linking science and the poor

Provider of public goods that will not be addressed by private sector research

Partnerships as key element

Mobilizer of resources (finance, knowledge, intellectual property)

Vision for the CGIAR
a key criterion for selecting activities supported by the cgiar
Generation of international public goods (IPG)—knowledge, technology, policy, services- Not national public goods- Not delivery systems- CGIAR works with others who generate national public goods or are involved in deliveryA Key Criterion for Selecting Activities Supported by the CGIAR
a record of achievements
For every dollar invested in CGIAR since 1971, $9 worth of additional food has been produced.

Source: David A.Raitzer, 2003. Benefit-Cost Meta-Analysis of Investment in the international Agricultural Research Centres of the CGIAR.

More than 75,000 developing country scientists and researchers have been trained by CGIAR Centers.

Without CGIAR research, world food production would have been four to five percent lower, and over 13 million more children would be malnourished.

Source: R.E. Evenson and M. Rosengrant, 2003. The Economic Consequences of Crop Genetic Improvement Programmes. Pages 473-497 in R.E. Evenson and D. Gollin (eds), Crop Variety Improvements and its Affect on Productivity- The Impact of Agricultural Research, CABI Publishing, UK.IFPRI, 2003

A Record of Achievements
expenditures by output 2004
Expenditures by output, 2004

Enhancing NARS


Sustainable production (35%)

Policy (16%)

Germplasm collection (12%)



governance principles
Member sovereignty

Center autonomy

Consensus decision-making

Independent technical advice

what does gwp do
identifies critical knowledge needs at global, regional and national levels

helps design programs for meeting these needs

serves as a mechanism for alliance building and information exchange on integrated water resources management.

What does GWP do?
organization of gwp
Consulting Partners (Members)-- Steering Committee-- Financial Partners

Technical Committee


Advisory Centers

Regional Water Partnerships

Organization of GWP
objectives of gwp
Establishing partnerships and mobilising political will

Building strategic alliances for action

Promoting good practice in Integrated Water Resources Management

Developing and implementing regional actions

Objectives of GWP
programs of gwp
Associated Programs:-- INBO - Developing and Strengthening River Basin Organisations-- CAPNET - International Network for Capacity Building in IWRM-- Mainstreaming Gender in Integrated Water Resources Management-- Flood Management - Global Coordination-- The Ground Water Management Advisory Team (GW-MATE)

Regional Water Partnership Programs

Programs of GWP
some key lessons from gwp
Flexible governance


Capitalizing on existing institutions of excellence

Building institutional capacity, including networks

Strong focus on communication and “ToolBox” development

Some Key Lessons from GWP
conditions for success

Shared decision making

Open and frank communication

Simplicity of governance


Conditions for Success
trust as the glue
TRUST as the “glue”




Administrative Fiat/Supervision

Rules of Market Exchange









No Integration