Changes at CIMMYT

February 2011

Overview

• A new strategy for MAIZE and WHEAT• Growth - budgets and staff• CIMMYT program and units• The challenges of growth• Involving partners • Better planning • Staff evaluation, recognition & promotion• Infrastructure development• Fundraising

• Any other topics

Rising Maize & Wheat Prices

CommodityCurrency/

Unit

Week ending

date Quotation Week AgoMonth

Ago Year Ago5 Years

Ago10 Years

Ago

Maize (Argentina) US$/Ton07.01.201

1 266 270 248 187 99 92

Maize (US No.2) US$/Ton07.01.201

1 254 262 240 175 103 98

• 3 IPCC Climate Models• Increasing Heat Stress (wheat)• 17-38% Reduction in High Potential Zone

• 3 IPCC Climate Models• Increasing Heat Stress (wheat)• 17-38% Reduction in High Potential Zone

750 - 900 million people affected

Global Challenges Summarized - For food prices to remain constant, annual yield gains would have to increase

• From 1.6% to 2.4% for maize• From 0.9% to 1.5% for rice • From 1.1% to 2.3% for wheat• On essentially the same land area, with less water, nutrients, fossil fuel,

labor and as climates change

Diseases

Climate change

BreedingAgronomy

Projected demand by 2050 (FAO)

Worl

d-w

ide

aver

age

yiel

d

(tons

ha-

1)

Linear extrapolations of current trends

Water, nutrient & energy scarcity

Potential effect of climate-change-induced heat stress on today’s cultivars (intermediate CO2 emission scenario)

Year

• The more we delay investments, the steeper the challenge

• Time to act is now• Need for coordinated

investment

A Revised CIMMYT Mission Statement

Sustainably increase the productivity of maize and wheat systems to ensure global food security and reduce poverty.

10 Point Action Agenda for WHEAT

1. Technology targeting for greatest impact

2. Sustainable wheat-based systems 3. Nutrient- and water-use efficiency4. Productive wheat varieties 5. Durable disease and pest resistance 6. Enhanced heat and drought

tolerance 7. Breaking the yield barrier 8. More and better seed 9. Seeds of discovery – tackling the

black box of genetic resources10. Strengthening capacities

The Grand Challenge - WHEAT

• To dramatically boost wheat productivity, while renewing and fortifying the crop's resistance to globally important diseases and pests, enhancing its adaptation to warmer climates, and reducing its water, fertilizer, labor and fuel requirements.

10 Point Action Agenda for MAIZE

1. Socioeconomics and policies for maize futures

2. Sustainable intensification and income opportunities for the poor

3. Smallholder precision agriculture4. Stress tolerant maize for the poorest5. Towards doubling maize productivity6. Integrated postharvest management7. Nutritious maize8. Seeds of discovery – tackling the

black box of genetic resources9. New tools and methods for NARS

and SMEs10. Strengthening local capacities

The Grand Challenge - MAIZE

• To double the productivity, and significantly increase the incomes and livelihood opportunities from more productive, resilient and sustainable maize-based farming systems on essentially the same land area, and as climates change and the costs of fertilizer, water, and labor increase.

Stagnating yield growth

Stagnating investments in

agricultural R&D

Source: WDR 2008

CIMMYT Revenue (2007-2010) and Budget (2011) Development (in ‘000)

-

20,000

40,000

60,000

80,000

100,000

2006 2007 2008 2009 2010 2011 2012

CIMMYT Total Revenue GrowthUS$ 000s - 111% growth, 2007-2011

CIMMYT IRS Development

Internationally Recruited Staff 2009 Dec 2010 Jul 2011

Conservation Agriculture Program 7 14 20

Genetic Resources & CRIL 10 9 20

Global Maize Program 27 27 37

Global Wheat Program 28 31 37

Socioeconomics Program 6 12 16

DG's office & Corporate Services (*) 3 5 9

Corp Com & Knowledge Management 2 4 6

Total 83 103 147

DG's office & Corporate Services (*)• MASAGRO Program Leader and Coordinator• New Intl Director positions (3): Finance, Human Resources, ICT

Programs and Units

CIMMYT Research

CAP GMP GRP GWP SEP CC&KM

CAP GMP GRP GWP SEP CC & KM

CA based M & W systems

Molecular breeding

Genetic resources center (GRC)

Molecular breeding

Targeting Corporate Communication

Precision Agriculture

Field-based breeding

Transgenics & Biosafety

Field-based breeding

Impact Assessment

Editing through outside contracting

ICT-based scale-out

Phy, Path, Ento Diversity analysis and mining

Phy, Path, Nem Value chains Knowledge management standards

Seed systems CRIL = Bioinformatics & Biometrics

Seed systems Training standards

The Challenge of Growth – Staff Training

• Induction to CIMMYT - April 5-6 and June 21-22– New- (and Old-) comers to CIMMYT– From Mexico & Regional Offices; IRS & Senior NRS/LRS– Location: Mexico

• Program and Project Management Training - June 20-22– MC members and Project Leaders– From Mexico & Regional Offices ; IRS– Location: Mexico

• Administrative Week – April 7-12– Program and Project Administrators and Assistants– From Mexico & Regional Offices ; Senior NRS/LRS– Location: Mexico

• Program-specific meetings (2011) and Science Week (2012)

The Challenge of Growth – Involving Partners

Issues • Perceptions and realities: “CIMMYT is a research center full of foreigners

who do not appreciate and respect national talent”

• We do not know it all !!!

• We cannot continue to grow/add staff at >20% even though resources may be available

The Challenge of Growth – Involving Partners

• Norman Borlaug’s success was as much about partnership, concern about others and respect, as it was about science.

The Challenge of Growth – Involving Partners

• Increase our appreciation of partners commitment, work and excellence

• Work with the best international partners– Option 1: We provide our resources - they provide their resources– Option 2: Contracting

• Work with the best national partners– Take an interest in national partners’ activities– Involve national partners as peers while building their capacity– “Collaboration and capacity building for delivery”

• The role of agreements

Better Planning of Partner Involvement

High level intervention

Institution Principal Investigator

Deliverable Capacity building

Time of Delivery

Budget

Source of heat tolerance identified

CIMMYT

ICAR/DWR

ICARDA

Heat markers developed

CSIRO

Syngenta

….

Project Time Project Deliverable Achieved (Self, PL, PD) (%)

Tangible outputs, Key Performance Indicators

DTMA 5% 3 countries backstopped

DTMA 5% Breeder training course 20 breeders *3 days trained

DTMA 30% Early DT breeding program Hubertus et al 2011

DTMA 10% MARS pop’s phenotyped 1 PhD finished

WEMA 5% DH platform developed

WEMA 15% MARS pop’s phenotyped 1 MSc finished

Harvest Plus 10% Vit A trials evaluated Smith et al., 2011

Other 20%

CIMMYT-internal team interaction (360°)

Partner interaction (360°)

Project and budget management ability (360°)

Better Planning of CIMMYT Staff Involvement

Project Time Project Deliverable Achieved (Self, PL, PD) (%)

Tangible outputs, Key Performance Indicators

DTMA 5% 3 countries backstopped 100%

DTMA 5% Breeder training course 100% 18 breeders *3 days trained

DTMA 30% Early DT breeding program 100% Hubertus et al 2011

DTMA 10% MARS pop’s phenotyped 60% 1 PhD finished

WEMA 5% DH platform developed 20%

WEMA 15% MARS pop’s phenotyped 60%

Harvest Plus 10% Vit A trials evaluated 80% Smith et al., 2011

Other 20% EGSP Phase II Proposal 100% USD 2,000,000 new funding

CIMMYT-internal team interaction (360°) Top 20%

Partner interaction (360°) Top 30%

Project and budget management ability (360°) Bottom 10%

2011 Staff Evaluation – Simpler, more effective, awarding best performance

Project Time Project Deliverable Achieved (Self, PL, PD) (%)

Tangible outputs, Key Performance Indicators

DTMA 5% 3 countries backstopped 100%

DTMA 5% Breeder training course 100% 18 breeders *3 days trained

DTMA 30% Early DT breeding program 100% Hubertus et al 2011

DTMA 10% MARS pop’s phenotyped 60% 1 PhD finished

WEMA 5% DH platform developed 20%

WEMA 15% MARS pop’s phenotyped 60%

Harvest Plus 10% Vit A trials evaluated 80% Smith et al., 2011

Other 20% EGSP Phase II Proposal 100% USD 2,000,000 new funding

CIMMYT-internal team interaction (360°) Top 20%

Partner interaction (360°) Top 30%

Project and budget management ability (360°) Bottom 10%

2011 Staff Evaluation – Simpler, more effective, awarding best performance

Part 1: Expectations are that project deliverables are met;

desirable range: > 80% - 100%; if significantly less, it will affect

salary increase

Part 2: more deliverables, higher

salary increases, more rapid promotion

Part 3: publicly awarded if top in the

organization, privately & financially rebuked if

at the bottom of the organization

Infrastructure Investment

• Boximo (replacing Toluca): purchase, land and station development

• Borlaug Institute for South Asia

• El Batan lab refurbishment, greenhouses, self contained transgenic facilities

• New office complex in Nairobi (ILRI campus)

• El Batan – refurbishing of offices

• El Batan - new housing

Facilities at El Batan

Biotech Lab

GH Activities (no transgenics)Work area for M & W Physiology

Growth Chambers, DriersEntomologySoils Lab ??

Wet Labs Self-containedTransgenic Facilities

M & W PathologyM & W Quality

Seed Health LabSoils Lab ??

Greenhouse & controlled environments

incl office, lab, greenhouse & storage

Norman Borlaug Building Main Building

M & W Germplasm bankM Breeding

W Intl Testing

Wellhausen-Anderson Plant Genetic Res Center

Borlaug Institute for South Asia

Global germplasmWheat and maize for biotic, abiotic, and quality traits CA-precision ag implementsDecision support tools incl. cellphone

International staff•IRS•Visiting scientists

South Asian scientists •Post-docs•Students•Visiting scientists

State-of-the-art labs•Hi-thruput-genotyping•Transgenics•Double haploids•Bioinformatics-GIS•Climate change•Precision instruments•Legal-regulatory unit

Ready to use material for product development and technologies for testing and use

Participatory testing and adaptive trials on ecosystem/technology platforms for scaling out and wider adoption

Total investment: USD 55 million infrastructure; USD 28.5 million equipment

New Fundraising

New people in Corporate Communication• Chris Cutter: External communication strategy• Cherae Robinson: Fundraising, non-conventional donors• Michelle Defreese: Corporate presentations

New strategy1. Look after our donors => timely delivery, project renewals and expansion

(programs, PMU) 2. Fundraising for distinct institutional investments (BISA, El Batan),

targeted at distinct donors (eg South Asia & Mexican philanthropists, foundations, private sector)

3. Non-conventional donors to support our core agenda 4. Our strategy (MAIZE, WHEAT) sets the priorities

THANKS !!!

Any other topics

Q & A