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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
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.
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
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