One CGIAR Operational Structure
Agenda Item 3For EndorsementIssued: 18 February 2021One CGIAR Operational StructurePurposeThis paper presents for System Council endorsement, the proposed One CGIAR operationalstructure to implement CGIAR System Reference Group (‘SRG’) Recommendation 3.a –an Integrated Operational Structure. The proposed structure provides the framework toensure that CGIAR operates with Common Policies and Services (SRG Recommendation 3.b),and as One CGIAR at the Country and Regional Level (SRG Recommendation 3.c), thusachieving SRG Recommendation 3 – Institutional Integration. 1The paper comes to the System Council following System Board deliberations and approvalof the intended structure at its 28-29 January 2021 meeting. Those deliberations wereinformed by the substantive guidance in inputs from CGIAR’s Directors General, together withother CGIAR staff, who collaborated with CGIAR’s Executive Management Team through‘Design Working Groups’.Action RequestedThe System Council is requested to endorse the proposed operational structure, thusproviding confirmation to CGIAR’s board members, staff and partners that the System Councilmembership is fully supportive of the intended institutional arrangements, as CGIAR movesto organize itself in a more powerful and interconnected manner, to deliver on the new 2030CGIAR Research and Innovation Strategy (SRG Recommendations 1 and 4), supported byincreased financial investments in CGIAR (SRG Recommendation 5).Document category: Working document of the System CouncilThere is no restriction on the circulation of this documentPrepared by: CGIAR Executive Management Team, supported by the Transition ProgramManagement Unit, and inputs across CGIAR’s Design Working 19/11/SC9-02 SRG-Recommendations-OneCGIAR.pdf12th CGIAR System Council Meeting3-4 March 2021, VirtualSC12-02Cover Page
One CGIARINTEGRATEDOPERATIONALSTRUCTURE
CONTENTSExecutive Summary. 41.Introduction . 82.What we want to achieve with the proposed new operational structure . 93.Summary and rationale of the proposed operational structure . 113.1.Research Delivery & Impact Division . 123.2.Global Engagement & Innovation Division . 153.3.Global Engagement & Innovation - Regional Groups and Country Offices . 163.4.Institutional Strategy and Systems Division . 184.Key changes compared with today’s operational structure . 205.Anticipated benefits of the proposed operational structure . 246.Alternatives considered and key risks and trade-offs of the proposed operational structure 257.Funding Modalities . 298.Implementation Planning and Timelines . 31Annex - Provisional Details of the One CGIAR Operational Design . 371.Research Delivery & Impact Division - Design . 381.1Systems Transformation Science Group . 381.2Resilient Agri-Food Systems Science Group. 391.3Genetic Innovation Science Group . 401.4Project Coordination, Monitoring and Performance Management Unit . 412.Global Engagement & Innovation Division - Design . 423.Global Engagement & Innovation Division - Regional Groups and Country Offices. 444.Institutional Strategy & Systems Division - Design . 4612th CGIAR System Council meeting3-4 March 2021, VirtualSC12-02Page 3 of 48
One CGIAR Integrated Operational StructureExecutive Summary1.By building on and improving our unique advantages, CGIAR is transforming itself tomeet the complex and systems-oriented challenges of the 21st century. CGIAR has aunique ability to understand local challenges and to orchestrate coalitions of global andlocal partners to deliver innovations to meet these. CGIAR’s reputation, brands,genebanks, and facilities of our Research Centers along with our diverse and committedstaff and outstanding scientists afford us a unique advantage in delivering leading edgeresearch. However, as emphasized by our partners, the fragmented nature of CGIAR’sgovernance and institutions has limited our ability to both respond to increasingly interconnected challenges and to deliver the consistently best practice, and effectivelyscaled, research solutions needed to maximize our impact. By integrating andimproving, CGIAR can further leverage its role as the leading research and technologypartner in agricultural research for development.2.We therefore present a bold new operational structure that delivers on the SRGRecommendations for One CGIAR by enhancing the best of CGIAR, whilst optimizingour ability to deliver an integrated approach to 21st century challenges andmaximizing our impact. This structure will create a more integrated CGIAR; align ouroperational structure to the 2030 Research and Innovation Strategy; simplify decisionmaking at all levels; enable greater collaboration across functions, disciplines, andgeographies; further strengthen the diversity of people, skills and ideas; improve theaccessibility of CGIAR to our global, regional and local partners; and improve theefficiency of CGIAR to maximize impact per unit of funding.3.This new operational structure will optimize CGIAR’s ability to access and deliveragainst all sources of funding, for a 2 billion ambition by 2030, creating a singleoperational structure for the origination, design and delivery of pooled and bilateralresearch projects from all sources. We believe the new structure can, through greaterresource mobilization coordination and collaboration across CGIAR: unlock new pooledand bilateral funding opportunities at the country, regional, and global level; diversifyfunding sources that adapt to the evolving global development finance landscape; andpromote innovative funding models that can leverage private sector funds.4.The One CGIAR operational structure is formed of three divisions, sub-divided into tenglobal groups and six Regional Groups, with the Global and Regional Directors reportingdirect to the One CGIAR Executive Management Team, who in turn are accountable forinstitutional performance to the System Board.12th CGIAR System Council meeting3-4 March 2021, VirtualSC12-02Page 4 of 48
One CGIAR Integrated Operational StructureFigure 1 Proposed high-level operational structurea.Central to the operational structure, the ‘Research Delivery and Impact’ Division(‘RD&I’) will consolidate our research capabilities into three global ‘ScienceGroups’ with five cross-cutting ‘Impact Area Platforms’. Science Groups will bethe primary operational units of CGIAR research, managing and delivering theCGIAR portfolio of research and innovation, designing research initiatives andbilateral projects, allocating research staff and assets, balancing research budgets,supporting global and local research engagement and fundraising, and providingglobal scientific leadership to all staff. Impact Area Platforms will sit across ScienceGroups, bringing together networks of staff across the operational units tomaximize our impact in each area. To ensure that operational ‘form’ follows thedesired ‘function’ of CGIAR, this RD&I operational structure directly mirrors the2030 Research and Innovation Strategy.b.A Global Engagement and Innovation function will improve how we work withglobal partners, raise the profile of CGIAR’s work, and deliver a strategy toenable more successful pooled and bilateral fundraising based on our researchand global and Center brands. As One CGIAR we will have greater influence onglobal processes and policies at the level commensurate with the aspiration of a 2 billion global research for development (‘R4D’) actor in food, land, and watersystems, enhancing CGIAR’s ability to engage and raise funds beyond acommodity-focused or single-issue focused approach through bold integratedprograms that deliver system-wide solutions.c.In the same Division, six Regional Groups, which include the CGIAR CountryOffices in each region, will support an integrated and coordinated approach atregional and country level. They will coordinate and represent CGIAR in theirgeography across the breadth of its work, responsible for: i) representing CGIARand managing relationships, providing a common point of engagement with localpartners and raising the profile of CGIAR with regional and national fora;ii) feeding market and contextual intelligence to research design and promoting a12th CGIAR System Council meeting3-4 March 2021, VirtualSC12-02Page 5 of 48
One CGIAR Integrated Operational Structurecoordinated approach in the geography; iii) delivering regional and countryresource mobilization in partnership with Science Groups and global resourcemobilization teams; iv) helping build alignment between CGIAR’s priorities andcountry/regional needs and demand, captured in country strategic frameworksdeveloped with partners; and v) supporting the services and hosting of all CGIARstaff within the region, as the vast majority ( 90%) of CGIAR’s staff and operationswill continue to be located in the developing world.d.The Institutional Strategy and Systems Division will provide integrated OneCGIAR business services - globally stewarded, and primarily regionally andlocally delivered, with shared global delivery of specific functions whereeconomies of scale can be realized. This will enable the scaling of best practicesacross CGIAR through systems and tools that leverage economies of scale to directa greater proportion of our funding to research. Globally integrated services willimprove the effectiveness of our service delivery, reduce administrative frictionand duplication, and sustain a global One CGIAR workplace culture that isinclusive, high-performing, and values-driven.5.The proposed operational structure was found to best meet the objectives of the OneCGIAR transition, after consideration of several alternatives. Clustering wholeCenters/Alliances into topical or regional groupings would fail to deliver the key benefitof commodity integration. Additionally, most Centers/Alliances work across more thanone research domain and geography. Hence, this structure would not provide acoherent grouping of capabilities nor deliver One CGIAR at the regional/country level.Equally, organizing research by Impact Area would risk impractical reporting lines andsiloes around Impact Areas, contrary to the intention for initiatives to have impactacross multiple areas. Finally, a model in which the three Science Groups matrix withexisting Centers structures, with Centers remaining responsible for bilateral funding,would fail to diminish incentives for competition among Centers, result in a costlyduplication of leadership roles, maintain practical barriers to collaboration across OneCGIAR, and risk appearing to key external stakeholders as a continuation of the currentbusiness model.6.This proposed operational structure is expected to deliver significant benefits to allkey stakeholders and significantly simplify and streamline the current operatingstructure from the current model. The new structure, in delivering CGIAR's new CGIAR2030 Research and Innovation Strategy 2 and Performance and Results ManagementFramework 3, will maximize our end-impact and position us to grow funding and deliverthe highest possible value for investment. Coordinated regional operations will ensureCGIAR is responsive to local needs, along with streamlining collaboration with our corepartners, including NARES, development partners and the private sector. The integratedoperational structure will provide new and improved professional 2/SC11-03b -202230 postmeeting.pdf2312th CGIAR System Council meeting3-4 March 2021, VirtualSC12-02Page 6 of 48
One CGIAR Integrated Operational Structureopportunities for all staff, whilst regional operations will maintain a safe and efficientworking environment.7.This structure will create single clear reporting lines for most staff whilst providing theflexibility to bring staff together for specific goals (e.g. initiatives or bilateral projects).Staff will continue to be employed by the different legal entities (Centers and SystemOrganization) but will operationally report to an integrated global structure.Researchers will then be brought together to deliver cross-cutting initiatives andprojects. GE&I and IS&S staff will report to globally integrated functions and provideservices from their functions to the Science Groups, which will act as an internal client.Staff will remain geographically dispersed, with no widespread changes to location andmore than 90% of staff to remain in the Global South. To retain agility and empowerindividuals, decision making will not be centralized but appropriately devolvedthroughout the structure.8.This document sets out an optimal operational structure – while recognizing that forsuch a structure to flourish, there must be a major effort to empower people andestablish a thriving collaborative, respectful, and inclusive culture and ways ofworking irrespective of its structural elements. The diagrams in this document depictthe operational structure in terms of legal and administrative lines of authority andaccountability. At the same time, we recognize that there are other critical aspects ofOne CGIAR’s culture and ways of working. Designing and implementing a One CGIARoperating model that empowers staff to reach across One CGIAR to deliver excellencerequires many facets including: (i) understanding how we bring together people, assets,technology and process to deliver value; (ii) building processes that promoteunobstructed flows of information, collaboration, and knowledge sharing; and (iii)building new norms and culture for a successful, diverse and inclusive One CGIAR.9.The operational structure presented follows a process of deep engagement and codesign with senior leaders and staff across CGIAR. The proposal has been jointlydeveloped with nine Design Working Groups led by Center Directors General and seniorCenter operational staff with representation from more than 150 staff across CGIAR,and consulted on with Center Boards, Funders, host country partners, and other keystakeholders.10.We recognize that this is only the beginning of a new operational structure for CGIAR.Much remains to be done to implement and continually refine the proposed structuresand detail out how these will work in practice and – an area of increasing focus with theDesign Working Groups – how we will transition from where we are today. Additionalwork to take forward detailed design and implementation includes:a.b.A more detailed description of the operational structure that confirms individualroles in the new structure, ensuring overall cost neutrality of leadership positionsin the long run.A detailed transition plan delivered under the oversight of the System Board – tobe managed adaptively to maintain appropriate pace to retain momentum whilemitigating the transition risks.12th CGIAR System Council meeting3-4 March 2021, VirtualSC12-02Page 7 of 48
One CGIAR Integrated Operational Structure1.Introduction11.This document sets out a proposed high-level design for an integrated operationalstructure for One CGIAR, for endorsement by the CGIAR System Council. The proposalhas been developed by the CGIAR Executive Management Team (‘EMT’) and approvedby the CGIAR System Board at its 19th meeting on 28—29 January. The documentdefines the objectives for the operational structure, the proposed operational designwith three divisions, and outlines the expected funding modalities that will operateunder this structure, as well as broad current plans for implementation. Forinformation, further provisional details on the design of each global group and theleadership roles under the structure are provided in the Annex, with an understandingthat these are subject to change over the continued iterative design andimplementation period.12.This proposal has been developed through a process of co-design and consultationwith key CGIAR stakeholders, including nine Design Working Groups (‘DWGs’). TheEMT has led a process of setting objectives and design principles, reviewing andassessing options for integrating CGIAR’s research capabilities, and further detailing andvalidating the leading model. The initial stage of the process included broadconsultations with CGIAR leadership and staff, Center Board members, Funders, as wellas external partners with expertise in specific research domains, and looked externallyto learn from best practice across other international organizations and relevant privatesector organizations. Following this, nine DWGs were established in November 2020,bringing together Directors General and senior staff across CGIAR Centers and Alliances,to validate and refine the structure of each global group and the key interconnectionsbetween them. DWGs provided initial input into the high-level destination structure inlate December 2020, and the transition approach and timelines in January 2021.13.There are several outstanding questions that will be resolved in a detailed designphase from March, with continued inputs from the nine DWGs, consultations withCGIAR Boards, and other internal and external experts. Areas still under designinclude, but are not limited to:a.b.c.d.e.14.Nomenclature of sub-functions within global groupsLocation and structure of cross-cutting functionsInterfaces between different groups, notably Regional Groups and Science GroupsThe full design of the operational structure and the affiliation of existing teamsand individuals to the new structureNumber, seniority and nomenclature of senior leadership roles - detailed designwill seek to ensure that: (i) the new structure is cost neutral in the long term, as aproportion of total funding compared to CGIAR’s current context; and the (ii)seniority is reflective of the complexity and requirements of the Terms ofReference for the respective roles.Relevant to ongoing steps to deliver Unified Governance (SRG Recommendation 2),the scope of this paper is intentionally on the internal operating structure for One12th CGIAR System Council meeting3-4 March 2021, VirtualSC12-02Page 8 of 48
One CGIAR Integrated Operational StructureCGIAR as an integrated institution, and not on how CGIAR’s research and operationswill be overseen by appropriately mandated assurance and program oversightcommittee(s). Maintaining the guiding principle of form following function, workcommenced by One CGIAR Transition Advisory Group 3 (‘TAG-3, Unified Governance’)will be returned to after approval of the operational structure, thus ensuring clarity onthe assurance and oversight needs for an integrated One CGIAR. In the interim period,existing Program and Audit Committees of Center Boards continue to receiveassurances from management and provide oversight of management actions in linewith agreed terms of reference/charters.2.What we want to achieve with the proposed new operational structure15.Food, land, and water systems need a profound transformation — one in which CGIARmust play a central role. People across the world are facing changes that are swifterand more interconnected than CGIAR’s current ability to respond: climatic shocks,environmental decline, technological innovation, and major global shifts indemographic expansion, economic growth, and geopolitical power. As emphasized byour Funders, partners, staff, Board members, and leadership, CGIAR’s currentfragmented and complex structure does not enable the integration and collaborationneeded to adopt a systems approach to solving 21st century challenges (e.g., shiftingfrom commodity-centric research to a food systems approach). Furthermore,fragmentation of our capabilities prevents us from realizing economies of scale todeliver the consistently globally leading quality research and the scaling of this researchneeded to maximize our impact. One CGIAR therefore presents a unique opportunity tounite CGIAR’s governance, institutions, regional, and country engagement, and fundingto tackle these complex and integrated challenges to food, land, and water systems sothat this unique global partnership can be truly ‘greater than the sum of its parts’.16.Recognizing this opportunity, the System Reference Group (SRG), which broughttogether Funders, regional representatives, the System Board, and Center leadership,developed a set of five recommendations for a unified and integrated ‘One CGIAR’.The SRG’s recommendations were unanimously supported by the System ManagementBoard and unanimously endorsed by the System Council in November 2019. Theseinclude:“Recommendation 1 – One Mission: Develop a 2030 Research and InnovationStrategy anchored in a unifying mission of “Ending hunger by 2030 – throughscience to transform food, land and water systems in a climate crisis”, focused onfive Impact Areas of nutrition, poverty, gender, climate, and environment. [ ]Recommendation 3 – Institutional IntegrationRecommendation 3.a – Integrated operational structure: Form a One CGIARExecutive Management Team (EMT) composed of three Managing Directors todrive System-level leadership, coordination, and a transition towards anintegrated operational structure under the One CGIAR Common Board. [ ]Recommendation 3.b – One CGIAR Policies and Services: Harmonize CGIAR’spolicies and internal business services in Human Resources, Information12th CGIAR System Council meeting3-4 March 2021, VirtualSC12-02Page 9 of 48
One CGIAR Integrated Operational StructureTechnology, Finance, Procurement, Communications and Resource Mobilization,and Research Performance and Results Management. [ ]Recommendation 3.c – One CGIAR at the Country and Regional Level: OrganizeCGIAR’s presence and engagement at the national and regional levels under a newOne CGIAR engagement model based on a country strategy in support of nationalpriorities and a country coordination function, and clear partnership managementwith key regional bodies.” 417.The proposed operational structure directly addresses Recommendation 3 for an‘integrated operating structure’ while also enabling the other SRG Recommendationsand delivering on the 2030 Research and Innovation Strategy. The 2030 Research andInnovation Strategy aims to achieve positive, measurable benefits across five ImpactAreas, with CGIAR’s research and innovation work organized along three Action Areas.On the basis that ‘form follows function’, the design of the proposed operationalstructure aims to optimize delivery of the 2030 Strategy by reflecting the three ActionAreas in the three Science Groups with five cross-cutting Impact Area Platforms.Figure 2 Infographic describing 2030 Research & Innovation Strategy, and showing how 'form' follows functionDocument SC9-02: Recommendations for One CGIAR C9-02 SRGRecommendations-OneCGIAR.pdf)412th CGIAR System Council meeting3-4 March 2021, VirtualSC12-02Page 10 of 48
One CGIAR Integrated Operational Structure3.Summary and rationale of the proposed operational structure18.The proposed operational structure consists of three divisions to bring togetherCGIAR’s skills and responsibilities as follows:a.Research Delivery & Impact, designed to optimize CGIAR’s capabilities for thedelivery of the 2030 Research and Innovation Strategy across all five Impact Areas,with three Science Groups corresponding to the Strategy’s Action Areas, and fivecross-cutting Impact Area Platforms.b.Global Engagement & Innovation, providing i) external-facing corporate servicesto enhance CGIAR's ability to engage effectively across a global network ofpartnerships, amplify CGIAR’s voice and profile and secure the resources neededto deliver its2030 Research and Innovation Strategy; and ii) an integrated,coordinated and demand-responsive approach at regional and country level.c.Institutional Strategy & Systems, providing high-quality corporate servicesdesigned to facilitate the delivery of globally integrated business services, enableOne CGIAR’s culture, and create diverse and inclusive global workplaces.19.Within these three divisions, ten global groups have been designed to enable thedesignation of clear reporting lines between levels, to delegate decision-making,professional development and upskilling in areas of common expertise, and establishmanageable spans of control for leadership.20.Six Regional Groups – which include CGIAR Country Offices – will enable CGIAR’sregional and national footprint, providing clear entry points for engagement withregional and national counterparts, and interfacing with the Science Groups to ensurethat CGIAR’s research and innovation addresses locally relevant needs and priorities incollaboration with partners.Recap of Figure 1 Proposed high-level operational structure12th CGIAR System Council meeting3-4 March 2021, VirtualSC12-02Page 11 of 48
One CGIAR Integrated Operational Structure3.1. Research Delivery & Impact DivisionFigure 3 Research Delivery & Impact Division high-level operational structure21.The operational structure organizes Research Delivery & Impact into three globalScience Groups, aligned with the Action Areas of the 2030 Research and InnovationStrategy. Each Science Group pools similar capabilities across CGIAR to form anoperational unit that can be deployed to deliver global and regional initiatives againstthe five Impact Areas. By grouping our scientists in this way, we can improve the waywe deliver research and innovation, create more opportunities for the professionaldevelopment of our researchers, and build new targeted scientific capabilities to delivera step-change in the on-the-ground impact we achieve. The three Science Groups are:a.The Systems Transformation Science Group, which will bring together CGIAR’scapabilities on food, land, and water systems, driving low-emission, climateresilient, and sustainable land and water use, livelihoods, and healthy diets,focusing on changing the enabling environment beyond the farmgate. It will forgeambitious new multi-sectoral policies and strategies towards food, land, andwater system transformation. This group will further develop and build capacitiesto support changes in policies, markets, and institutions and in trajectories forinvestment, business models and innovation that are key to meeting the complex,systemic challenges of the 21st century.b.The Resilient Agri-Food Systems Science Group, which will integrate CGIAR’scapabilities to address interconnected challenges on crop, livestock, aquatic andtree systems. It will cover a continuum from production to post-harvestinterventions, research, and innovation on genetics of livestock and aquatic12th CGIAR System Council meeting3-4 March 2021, VirtualSC12-02Page 12 of 48
One CGIAR Integrated Operational Structureanimals, research on animal health and related food safety. This Science Groupwill deploy these capabilities on integrated initiatives to transform farming andproduction systems of resource-poor small-scale food system actors, farmers,fishers and livestock keepers through improved revenue and livelihoodopportunities, while ensuring that such increased prosperity is delivered throughmeeting optimal nutrition and health outcomes, within global planetaryboundaries, and sustained under climate change.c.The Genetic Innovation Science Group, which will lead CGIAR’s work in cropbreeding, genebanks, and seed systems and delivery. It will focus on improvingcrop varieties, targeting much more rapid turnover of nutritious and resilientvarieties for small-scale farmers. Globally integrated teams will ensure consistentuse of best practice and cutting-edge scientific techniques with a System-wideapproach to breeding modernization and genebank curation. Shared scaling,market intelligence and legal teams will ensure varieties are tailored to localneeds and improve the uptake of new varieties. By drawing on these advantagesacross the CGIAR system to better align with demand and more effectivelyharness partnerships to scale, CGIAR genebanks will play a more proactive,strategic, and catalytic role in supporting the sustainable transformation of food,land, and water systems.22.The three Science Groups will be the primary research operating units of CGIAR, withauthority to manage research budgets and research staff. This requires clearmanagement structures to lead and oversee delivery of research in these areas, to beled by Science Group Global Directors, in co-operation with regional leadership tosupport understanding of on-the-ground localized needs, and underpinned by highquality unified corporate services provided by the Institutiona
One CGIAR Integrated Operational Structure . 12. th. CGIAR System Council meeting SC12-02 3-4 March 2021, Virtual Page 6 of 48 . coordinated approach in the geography; iii) delivering regional and country resource mobilizati
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