Chapter 16 Mongolian Buddhism Past and Present: Reflections on
Reflections on Capacity Strengthening and Training — past, present and future
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Transcript of Reflections on Capacity Strengthening and Training — past, present and future
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P. AnandajayasekeramAnnual Planning Meeting (APM)
Addis Ababa, Ethiopia16 April 2010
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2010
1971
1982
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My Journey to Addis
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My Journey Through CGIAR A shift in the research paradigmSome aspects have shifted along a continuum
Focused with long-term commitment Broader agenda with greater uncertainty Global public good Regional/national public goods with
potential for scaling up Best Practice Best Fit NARIs AIS
Some aspects have come full circleImpact Collaboration
Publish or Perish Competition
Other observations: Loss of autonomy of individual centers More players in the system, growing interdependency Image as a “trusted partner” has eroded, at times viewed as competitor
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Human Capital One of the Prime Movers
• A critical constraint to development – New generation of change agents
• As a development input must always be present but context specific
• Viewed as a system – Focus at all levels
• CGIAR is a very small player
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ClienteleClientele
Private SectorPrivate Sector
CBOCBONGONGO
Public SectorPublic SectorAET Systems
(Universities, Schools, Colleges and non-formal education organizations)
The AET System A sub-system of rural development system
• Individuals, Groups, Organizations
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Current Status of Agricultural Research and Training Capacity
Erosion of staffSkewed age distributionWeak linkages – Tertiary education and R&D InstitutesPoor organization and management of existing capacityLack of systematic reinforcement
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Constraints of the AET System
• Distorted enrollment pattern
• Isolated and fragmented AET institutes
• Obsolete and disassociated curricula from the economy
• Crisis in staffing
• Inadequate teaching facilities and out dated teachingmethods
• Others Quality Unsustainable expansion and pattern of expenditure Higher unemployment and lack of relevance of curriculum
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Training in CGIAR –Evolution Started in 1962 at IRRI
Evolved from RF Experience in Mexico• Initial focus on Food Crops • Research alone is not enough• Skilled manpower is vital
Simple Strategy• Identify Crops and Livestock affecting Livelihood• Critical Mass of Scientists• Identify constraints• device ways to overcome constraints• Provide ample funds• International Public Goods
Research based
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CGIAR - Trends in CS Decentralization
Informal and Short Training
25% of trainees are from SSA
% of degree training
% of women trained
Thematic areas covered expanded
Significant impact
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Issues of ConcernCGIAR CS Activities
• Major reliance on project funds
• Incomplete and incompatible records (investment, volume,
type)
• Absence of systematic need analysis
• Weak quality assurance
• Unclear fit between training and poverty
• Reduced capacity to collect, adapt, translate and
disseminate existing training materials.
• Very little collaboration among CG centers in CS
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Collaboration and Partnership in CS
Is not a choice but a must. But the reality is
• Voluntary groups of individuals
• Priority accorded is not the same Level of commitment by Senior management Structure, modalities of operation and resource allocation
• Lack of clear strategies and priorities
• Agenda dictated by what each center is doing
• “Reactive” rather than “Pro-active”
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Change ProcessExperience from the region
• Largely externally driven
• Tension between structure and content Content dictates structure Structure dictates content
• New boxes but try to fit in the existing faces
• Repackaging existing projects / activities
• End result– same faces with new title– same agenda in a different format
• Business as usual same results
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CS Platform
Contribute to:
Enhanced participation of national scientists in global
innovation system Effective participation of NARS in Mega Programs
Development and use of new ICT and knowledge
management tools
Greater engagement of Universities
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Some Suggestions
Mega programs with explicit CS Components Context specific training needs assessment Activities, resources, outputs, outcomes and indicators
Coaching and mentoring Contribution to CS in staff performance assessment
Sustainability consideration – building capacity of
partner institute
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Some Suggestions (cont)
Common capacity needs and soft skills coordinated
by the platform Open and competitive Fellowship Program Mechanism-record keeping, M&E, feed back, quality
assurance, best practices Providing input for bilateral and multilateral donor
programs Enhance co-ordination and linkages
Walk the Talk – Learning institutes
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Where is ILRI - CS
• Has a Unique “Niche”• A Strong Foundation in Place
– A strategy in place– A Training Policy and Procedure manual– Completed two sets of training needs
assessments– Active engagement in recent consultative
processes– Working on a Need based M&E system
• But need innovative and strategic partnerships
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Grateful to Africa
Giving me the opportunity to learn and serve
A comfortable home for my family
For treating me as part of the “family”
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“We are what we repeatedly do. Excellence then is not an act but a habit.”
“We must learn to love change. It is the only thing that is certain.”
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Thank You