24maynotes

ILRI Strategy Development Discussions: Group 1, Nairobi 24 May 2012


 * Present ** : Jacqueline Muithya, Terry Muindi, Barack Wanjawa, Dolapo Enahoro, Lucy Gacheru, Joyce Wanderi, Tezira Lore, Gerald Maina, Mary Atieno, Samuel Mbatia, Appolinaire Djikeng, George Gachanga

Notes by Tezira Lore


 * “Ten years from now, what would success for ILRI look like? What must we do to be able to say we have delivered on our purpose? What would make us feel good about our achievements, in 10 years' time?” **


 * GROUP ONE **
 * Full utilization of ILRI research facilities; this would require increased funding
 * Increased impact and awareness of our research in the host country/region [e.g. in Kenya more people know ‘ILRAD’ and ‘ILRI’ does not seem to be as influential; what has changed?]
 * High impact, far-reaching research
 * Strong extension to relevant research and development; this would include capacity building
 * Strong partnerships with policy makers and implementers (governments)
 * Well-articulated gender incorporation in research
 * Biosciences research (animal breeds, health) that has impact for smallholders
 * A stronger monitoring and evaluation structure in place for our research and projects and to track the impact of success
 * Perception of ILRI as a reputable research institution and a workplace of choice
 * Most important point: Biosciences research **

** Most important point: Cutting-edge research **
 * GROUP TWO **
 * ILRI ‘on the map’ (in Kenya); our work has more impact
 * Cutting-edge research
 * More impact at the grassroots
 * ECF is eradicated (thanks to the ECF vaccine)
 * One ILRI, no NRS-IRS divide
 * Female Director General to succeed Jimmy after his 10-year tenure
 * Closer engagement with the national agricultural research systems (NARS)
 * Greater visibility of ILRI in the news [not just when we have ‘high-level’ visitors]
 * No more poor livestock farmers
 * More tangible (visible) products to showcase our research
 * Gender balance at all levels and in all departments [especially Engineering]
 * Graduate fellows of today are the ILRI scientists/directors/research leaders in 10 years’ time


 * GROUP THREE **
 * Dissemination of research outputs to solve common problems
 * Working with research partners, especially the NARS
 * Better definition of ILRI's roles as an institution
 * Most important point: High-quality research to tackle livestock diseases that affect the poor **


 * “Reflecting on ILRI’s research and on ILRI as a workplace, what do you value about ILRI that you’d want to remain the same? What would you change?” **


 * GROUP ONE **
 * || RESEARCH || WORKPLACE ||
 * KEEP || Global mandate and outlook; international research for development || The current structure of research themes and teams ||
 * CHANGE || __ Methodologies __ for dissemination of research to grassroots [research impact pathways need to be well thought out and should make better use of partnerships] || Staff cohesion issues between NRS and IRS ||


 * GROUP TWO **
 * || RESEARCH || WORKPLACE ||
 * KEEP || * Research on ECF vaccine
 * Biosciences facilities and labs
 * Qualified, trained scientists and staff || * Facilities that support work-life balance (e.g. sports & recreational facilities, crèche)
 * Open-door policy that allows for free communication between staff and management
 * Benefits to staff ||
 * CHANGE || * Low impact at grassroots
 * Low gender focus in design of research projects
 * Research funding constraints
 * Low budget for research communications
 * Confusion about CRPs || * NRS-IRS divide
 * Capacity strengthening approach [should be at all levels]
 * Gender imbalance in some departments
 * High staff turnover, especially among research staff ||


 * GROUP THREE **
 * || RESEARCH || WORKPLACE ||
 * KEEP || * Current research themes
 * Keep and strengthen capacity building and research in the region through BecA || * Benefits to staff (medical cover etc.)
 * Friendly and relaxed work environment
 * Training opportunities for staff, both in-house and through the Staff Development Fund
 * Coordination between research and operations ||
 * CHANGE || * Better integration for CRPs to ILRI main research themes
 * Create more synergies among ILRI research groups
 * Information sharing internally
 * Have a very strong resource mob unit
 * The new structure of ILRI to be derived from the new strategy ; should take into account the ILRI research mandate || * Communication in decision making
 * Leadership
 * Flow of information
 * Issues related to staff representation ||


 * Additional points **
 * We need better integration of CRPs and research themes.
 * We need stronger mechanisms for internal communication sharing and collaboration. Need to overcome fragmentation so that the whole becomes greater than the sum of its parts.
 * There was a recurring issue raised on the need to “take research from the lab to the land” so that we have tangible impact on the ground. More needs to be done to make this happen but since ILRI “cannot be in all villages”, we need stronger partnerships with NARS and other development agents who work closely with the farmers.
 * We need to leverage our strengths in capacity building. The graduate fellowship scheme is useful in this regard. Graduate fellows can act as our as linkage points when they return to the NARS/universities and eventually they will be our key partners to help us carry our research forward.