Executive Summary

There have been dramatic changes in both CIP’s operating environment and the broader external environment. This is particularly true for our donors, who increasingly—and understandably—value an emphasis on pragmatic science and research that deliver tangible development impacts. In response, CIP has developed a new Strategy and Corporate Plan (SCP) for the next 10 years. Some of the fundamental changes driving the SCP include the following: the emergence of a post-2015 development framework; evolving regional and national frameworks that empower countries to own and lead their own development; CGIAR reform, with an expanded focus that explicitly addresses food and nutritional security; and a richer and more diverse partnership landscape. To this dynamic set of forces is a heightened sense of urgency that it is imperative to catalyze a step-change in development impact within the next generation. This shift is driving the focus on Results-Based Management (RBM), the scaling-up of innovations, and a more sustained emphasis on gender issues.


The new SCP builds on a solid legacy of CIP’s past achievements. The overarching strategic question is: how do we enhance our impact? We propose to streamline our program to focus on six strategic objectives (SOs). Three of the SOs (1–3) will move us into the research and development (R&D) space in order to deliver shorter term solutions to food security in our target commodities and geographies by going to scale with flagship technologies. Two SOs (4 and 5) will continue to address more upstream research for development that intends to deliver future research outputs, through the discovery flagships, representing longer term solutions for development. The sixth SO, on biodiversity conservation and use, underlines our continuing commitment to protect and utilize the world potato and sweetpotato collections.


Clearly, going to scale requires testing models, then carefully monitoring and evaluating them so that the best options contribute to scaling up the technologies. This will be done by moving from proof of concepts, to coordination in an out-scaling stage, to finally reaching a scale-up phase with development partners. Throughout, CIP’s pro-poor R&D cycle will guide the process. Gender-transformative research and social inclusion need to be considered more explicitly in the implementation of this cycle. This will make the design, testing, and going to scale of technologies more efficient and ensure that gender relationships are not harmed. Capacity strengthening of partners and CIP’s teams, as well as monitoring and evaluation (M&E) and learning, will be essential for moving forward with the SCP.


The R&D SOs are:


Although SOs 1 and 3 are closer to going to scale, and SO 2 still requires additional proof of concept, we expect to start achieving impacts at the household level from each of these SOs over the next five years.


The research-for-development SOs embody 21st-century upstream research on biotechnology and systems research. They are:


At the heart of CIP’s mission is SO 6: Conserving Biodiversity for the Future. This SO builds on the legacy of conserving genetic resources over the last 40 years to ensure that conservation and utilization is enhanced for the coming decades.


As part of the implementation plan for these SOs in the scope of the SCP (2014–2023), the formal presence of the CIP-China Center for Asia and the Pacific (CCCAP) will play a key role. CCCAP was established in 2010 to support our efforts to improve food security and reduce poverty. In the next two to three years CCCAP will expand its program via a leading-edge Asia and Pacific R&D potato and sweetpotato platform, with particular relevance to SOs 1, 2, and 4, as well as contributions to a number of CGIAR Research Programs (CRPs).


CIP’s SOs are fully aligned with the CRPs, particularly with RTB, for which SOs 1, 2, and 3 are already active flagships. The genebank-related SO 6 is fully aligned with the Genebank CRP. Therefore, CIP’s work in achieving its SOs will contribute to the Intermediate Development Outcomes (IDOs) prioritized by the CRPs and CGIAR. In turn, CIP’s direct participation in the eight CRPS will support our efforts to achieve our SOs. In addition to the SOs, CIP’s SCP outlines corporate objectives (COs). The COs address the operational challenges that will be required to implement the SOs successfully.


The best way to enhance CIP’s impact over the next 10 years is to assume greater responsibility for uptake pathways to development while maintaining our identity and core business as a science-based organization. And although forging productive partnerships has been intrinsic to how CIP operates, the new SCP reflects a renewed commitment to working with existing and new networks of partners within CGIAR—particularly with external government organizations, nongovernmental organizations (NGOs), and private sector partners—to continue to transform science-based solutions into tangible outcomes and impacts.


CIP Strategy and Corporate Plan
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