TAC thanks the Chair and members of the First External Review of IIMI for the penetrating analysis of IIMI's programmes and management. The Panel's report is clear and well-written, critical but constructive, and highlights the central issues and challenges facing IIMI. TAC agrees with the findings of the Panel and, in general, endorses the recommendations made in the Panel's Report. The Committee is pleased to note that the Board and management of IIMI are in general agreement with the Panel's findings, and have already made progress in implementing the Panel's recommendations.
This commentary, which was prepared with inputs from the CGIAR Secretariat, should be viewed in the light of the importance that TAC attaches to the subject matter covered by the Institute. The case for an international research programme on irrigated agriculture is overwhelming. Indeed, research on water management issues will be one of the most important challenges in agricultural research for several decades and a major research effort, involving inputs from many partners, will be required.
TAC therefore looks forward to the initiation of the Systemwide initiative on water management, which was proposed in the MTP process, and for which IIMI has been identified as the convening centre. It is particularly important that the Systemwide initiative includes aspects related to the understanding and monitoring of the environmental and health problems arising from irrigation, as well as the possible measures or studies that need to be developed in order to reduce or avoid such environmental degradation. Such expertise could be provided through IIMI's partners in this initiative.
In order to fulfil its mission on irrigated agriculture, IIMI will have to work with other IARCs, NGOs and national institutions mainly engaged in crop research. IIMI must increase its capacity so that it can deal more effectively with this dimension, either through links with other centres or agencies, or through increased in-house expertise. If IIMI is going to work on all issues related to irrigated agriculture, it has to deal with institutions with different perspectives. IIMI should also be aware that the irrigation issue is becoming increasingly transnational, and that this will require IIMI to be involved with a new set of institutions.
TAC strongly concurs with the Panel's suggestion that IIMI should move more towards strategic research, in which strategic issues (rather than existing country contacts and programmes) drive the research agenda. This would also help IIMI to better define its global role and programme of country activities in line with its mandate and goals. IIMI should not disperse its resources and senior scientists among too many unrelated, country-level activities which may divert it from more strategic issues of greater international significance.
The Panel makes suggestions aimed at strengthening Board performance, which is especially important, given current challenges and the fact that IIMI's long-serving Director General will soon be retiring. IIMI could benefit in particular from an increased role by the Board in guidance and oversight. Greater attention also needs to be given to a number of inter-related internal matters, including the completion of the change process, the focus on research outputs, and improving staff morale. As suggested by the Panel, a change in management style and institutional culture is needed, in order to foster openness, debate and teamwork, and motivate staff towards greater achievement.
The Panel describes IIMI's administration as working well overall, and the current efforts to further increase organizational efficiency should continue. Analytical measures of programmatic efficiency and effectiveness should also be pursued, and could feed beneficially into broader planning and review processes.
TAC endorses the Panel's recommendation that IIMI define which headquarters and country activities are properly part of its core programme, and support parts of the country core programmes with core funds. TAC notes that IIMI is developing a set of criteria for ranking projects in terms of their contribution to IIMI's core programme, derived from the research question central to each programme. Since a redefinition of core and complementary programmes may have budgetary implications, TAC would appreciate being kept informed of IIMI's progress in this regard.
IIMI's Director General will be leaving office by the end of 1994. He has played a major role in the rapid growth and expansion of IIMI, as well as its entry into the CGIAR, and the development of a new strategy and Medium-Term Plan. He and his team must be congratulated for these achievements.
One of the most important issues the CGIAR faces in meeting its overall mandate and goals is to deal with the increasing scarcity and degradation of water. IIMI, with its global mandate on irrigated agriculture, is a key Institute in addressing this issue, and thus needs support at a level where it can make a significant contribution. In TAC's view some of the problems that IIMI currently faces and the Panel has raised are transitional and arise largely from the recent entry of IIMI into the CGIAR, and its adjustment from a project-driven to a programme-driven Institute. IIMI needs to develop a strategic research agenda and should provide leadership in understanding the global aspects of site-specific irrigation problems. This task will be IIMI's greatest challenge in the next few years, and TAC will carefully monitor the progress made.
