Plan Estratégico 2017-2022
El plan estratégico 2017-2022 presenta una metodología integral basada en la excelencia científica orientada a lograr impactos, la cual implementaremos con nuestros asociados poniendo gran énfasis en la capacitación a fin de cumplir con la misión del CIMMYT de mejorar los medios de vida gracias a la investigación científica del maíz y del trigo. Fundamental para la aplicación de esta estrategia es nuestra filosofía unificadora “UN SOLO CIMMYT”, que asegura que trabajaremos para cumplir una misma misión y visión.
Al alinear el trabajo del CIMMYT con la Estrategia y el Marco de Resultados del CGIAR 2016-2030 , y con los Objetivos de Desarrollo Sostenible (SDG) de la ONU, nos estamos adaptando a un panorama cambiante gracias a nuevas colaboraciones, nuevas tecnologías y nuevas maneras de trabajar.
El plan estratégico fue lanzado durante las celebraciones del 50 aniversario del CIMMYT, después de realizar consultas internas y externas entre junio de 2015 y julio de 2016. El plan es un documento vivo y en evolución, lo cual garantiza que constantemente nos adaptaremos al medio ambiente cambiante y a las necesidades de las personas de escasos recursos.
This strategic plan sets out CIMMYT’s goals and priorities for the next five years. It details how we will operate and enable our staff to achieve greater impact, working together in an integrated team. Beyond our “core research”, we will assign higher priority to reducing malnutrition, empowering female farmers and sharing knowledge with partners and farmers.
We will also shift our focus from individual crops to an integrated approach centering on agrifood systems. This approach focuses a holistic lens on the ecological and social factors that shape the food security and livelihoods of farmers as well as the billions of other people who depend on their output.
What are we going to do differently?
• ONE CIMMYT
• A sharp focus on agri-food systems
• Stronger alignment with CGIAR
• Additional and different types of donors
• Greater emphasis on capacity building
• More public-private partnerships
• Results-based management
A new focus on agri-food systems
Though great strides have been made to pull millions out of poverty in recent decades, a daunting challenge lies ahead – how to feed more than 9 billion people by 2050.
Research on maize and wheat agri-food systems lies at the heart of the solution. These two staple grains account for a quarter of the total crop area harvested globally and provide 19 percent of the total calories available.
Instead of focusing on maize and wheat alone as individual crops, we will now focus on maize and wheat agri-food systems.
This approach takes into account not only crop production but the whole chain of activities that deliver seed to farmers and agricultural products to consumers as well as the socioeconomic, political and ecological contexts that enable or constrain these activities.
CIMMYT’s work better enables maize and wheat agri-food systems to:
• Produce more with less
• Create sustainable livelihoods
• Support healthy and nutritious diets
• Mitigate and adapt to climate change
• Be more equitable
• Engage young peopleAgri-food systems are the activities and relationships that determine how food is produced, processed, distributed and consumed, together with the human and biological systems that shape these activities at every stage.
The international development agenda
The global development landscape is in flux. As middle-income countries invest more of their own resources in agricultural development, high-income countries have less control over the agenda. The private sector is playing a stronger role in the developing world, helping to make markets work for the poor.
CIMMYT must adjust to this changing landscape through new technologies, new partnerships and new ways of working. Business as usual will not suffice.
The United Nation’s Sustainable Development Goals (SDGs) call for equitable access to resources at a time of unprecedented growth in global consumption.
The SDGs are intended to create a new global partnership based on solidarity, cooperation and mutual accountability to eradicate extreme poverty by 2030 and deliver on the promise of sustainable development. CIMMYT’s work will contribute to 10 of the 17 SDGs.
CIMMYT and CGIAR
CIMMYT is one of the founding and lead centers of CGIAR – the only worldwide partnership that applies agricultural research for development (R4D) in a global effort to alleviate poverty, hunger, major nutritional imbalances and environmental degradation.
CIMMYT’s work contibutes to the CGIAR research portfolio in support of the CGIAR’s Strategy and Results Framework 2016-2030 (SRF). CIMMYT leads the CGIAR agri-food system programs MAIZE and WHEAT, and participates in three other programs: Climate Change, Agriculture and Food Security (CCAFS); Agriculture for Nutrition and Health (A4NH); and Policies, Institutions and Markets (PIM).
In addition, CIMMYT has taken on a convening role in developing the Excellence in Breeding Platform and will also contribute to the Genebanks and Big Data Platforms.
How MAIZE and WHEAT will contribute to the 2030 CGIAR system level outcomes:System level outcome 1: Reduce PovertySystem level outcome 2: Improve food and nutrition security for healthSystem level outcome 3: Improve natural resource systems and ecosystem services
We conduct science of the highest quality and create innovations that farmers can readily put to use. Five strategic goals and three crosscutting themes reflect the priorities that will guide our work over the next five years.
Building on our core expertise, these priorities represent our commitment to conserving and using biodiversity, delivering solutions for development, scaling out technologies and reaching rural communities.
1. Big Data
Big Data is now a reality, meaning CIMMYT’s programs receive information at unprecedented levels. The challenge is to turn this data into goods for breeders to accelerate genetic gains, get improved varieties to farmers more quickly, and to better understand the adoption of new technologies.
CIMMYT will work with partners to establish common data management processes and decision-making tools, and investigate ways to deliver useful information to farmers in real time.
2. Open and equitable access for intellectual assets
CIMMYT is committed to effective and efficient management of Intellectual Assets for wide dissemination of research outputs to increase impact.
We fully support the CGIAR Principles for the Management of Intellectual Assets and the CGIAR Open Access and Data Management Policy, which are critical for delivering international public goods, safeguarding and promoting the use of genetic resources, and strengthening research capacity.
3. Gender and youth
CIMMYT gives close attention to agriculture’s social context – of which gender is a key part – and to the constraints farmers face when adopting new practices and crop varieties.
CIMMYT will integrate gender considerations into all stages of our projects and strengthen the capacity of CIMMYT scientists to apply a gender lens to their work. In addition, the Center will increasingly address research questions related to the role of gender and youth in maize and wheat agri-food systems.
Impact through partnerships
No single organization has the capacity to turn research into impact. This can only be achieved through mutually beneficial cooperation, focusing on enhancing livelihoods.
Today, CIMMYT serves as a central node in an international network of organizations working where maize-and wheat-based agriculture is important for reducing poverty and where private sector research cannot yet be sustained. We allocate 25-30 percent of our budget to the collaborative activities of partners.
CIMMYT will steadily improve the scope and quality of its partnerships, with a special focus on South-South and public-private cooperation.
In the next five years, we will develop five key partnerships:
- Working with CGIAR centers and CRPs on research prioritization, monitoring, evaluation and learning
- Engaging in research on cropping systems and value chains with advanced research institutes (ARIs) and universities
- Helping national agricultural research systems and governments conduct research for impact
- Supporting development partners to achieve technology validation, dissemination and adoption
- Co-development of business models and technology dissemination with the private sector
In line with the CGIAR Strategy and Results Framework, our future partnerships will be guided by these principles:
- A common agenda
- Shared measurement and learning
- Mutually reinforcing activities
- Effective communication
By creating agricultural knowledge communities, CIMMYT empowers collaborators to help farmers advance to a more food-secure, sustainable future. Each year, thousands of scientists, students, extension workers and farmers come to the Center for training.
CIMMYT will continue to build capacity at the individual and organizational level by:
- Attracting university students and post-docs
- Developing the capacity of national partners through cooperation and training in cutting-edge science
- Maintaining and expanding international training programs
- Strengthening capacity for large-scale dissemination of new technology
The CIMMYT Academy
The “CIMMYT Academy” reflects a new vision for consolidating our training and capacity building efforts, in order to maximize learning and build an international cadre of top agricultural scientists and development practitioners.
Through the Academy, CIMMYT will maintain and create new partnerships with world-class universities in high-income and developing countries, national agricultural research and extension systems, the private sector and researchers from other oranizations.
The ONE CIMMYT concept goes beyond our organizational philosophy and implementation strategy. It is about building a common understanding across projects and regions, based on a unifying vision and mission, and developing integrated teams in a supportive environment.The objectives of ONE CIMMYT are to:
- Apply the values of humanitarianism and excellence across the organization
- Work together in integrated teams across all programs and service units
- Stand together as one organization with a strong identity in the public arena
- Foster a culture of reflection and debate within the organization
- Use standard branding for all projects and regions
- Apply policies, standards and processes consistently across the organization
- Developing innovative ideas and putting them into action
- Delivering impact in farmers’ fields through partnerships
- Being flexible to change and quickly adapting to new agricultural development challenges
- Achieving excellence in administrative services
- Taking the initiative and holding ourselves accountable for our actions
- All staff are guided by personal integrity and strong principles
- Fostering an inclusive environment where each individual’s contribution is valued
- Creating a positive environment in which people can develop and succeed.
- Building long-term relationships with our partners and donors
- Respecting diverse cultures, communities and points of view
Improving institutional effectiveness
A clear research strategy, stronger partnerships and capacity development are crucial for achieving our mission and vision. But they are not enough. Institutional effectiveness is also essential.
This requires an efficient, effective and transparent organization where cooperation and flexibility are the norm, talent and teamwork are nurtured, and staff are united by the drive to achieve impact.
There are five components to our approach to institutional change:
- New business models
- Working in coordination, not isolation
- Streamlining financial and project management
- Improved human resources functions
- Communicating our impact and building our future