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The IITA research for development
approach
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Research for development
The IITA research for development (R4D) approach was
born out of the need to look for a solution to the perennial
question asked by governments, development agencies,
and scientists, on “how could more of the investment
in agricultural research reach the poor?”. IITA began by
analysing research undertakings in the developing world
over the last three decades. This analysis included a close
look at Dr. Norman Borlaug’s approach in Asia (Dr. Norman
Borlaug was presented the Nobel Peace Prize in 1970 for
his accomplishments in India and Pakistan and for his
role as “Father of the Green Revolution”). IITA drew two
conclusions from this analysis: One was that technologies
alone would not suffice. In other words, the traditional
approach of conducting research and waiting and hoping
for someone to use its results, is not adequate. The needs
of the poor are too pressing for such a “wait and hope”
approach. The second conclusion, derived from the first,
was that a “beyond research” approach was one way to
go about it.
Our analysis also answered the question debated by the
international research organisation Consultative Group on
International Agricultural Research (CGIAR), as to whether
one should focus only on research or on R4D. Development
is a complex, society-driven process. Research, though
vital, is merely a tool that helps deliver development. Thus,
it rarely is a question of research versus development. Even
basic research aims at “development” – somewhere in
the distant future. Organisations that address more immediate
needs such as hunger have an immediate future
in mind.
The steps of the IITA R4D approach
The elements of the approach and their sequence increase
the relevance and effectiveness of research in addressing
developmental needs while contributing to scientific
knowledge. It starts with defining development needs with
national partners, thus ensuring relevance, and then designing
the research to address these needs. The identified
needs are documented with baseline studies, which are later
used to measure impact via ex-post studies. A key point
to note is that the development needs, and the expected
solutions, are both a guide and a goal. Up to this stage, the
approach resembles other R4D and research-and-development
(R&D) models. Beyond this stage, some critical elements
contribute to success. These elements include the
envisioning of the development outcome, the research outcome,
advocacy, and exit.
Envisioning and describing the social or developmental
outcome is important. The IITA R4D approach calls for an
explicit description of the potential developmental outcome
or impact. Doing this has the effect of encouraging
and motivating scientists. In addition, the description as
such is an effective tool to facilitate the decision-making
process in research financing and it allows for more effective
advocacy.
Research outcome is one of the critical elements for an R4D
approach. Not only must the research deliver its outcome(s),
but it must also be significant enough to excite, encourage,
and entice national investments into the programme. Once
this happens, IITA exits.
The importance and necessity of exiting
Conceptually, a successful outcome should lead to IITA’s
exit from the undertaking, leaving its partners in the national
system – private sector, farmers, agribusinesses, or consumers
– to deliver the large development impact. Enticing
national entities to take over contributes to higher probabilities
for sustainability. However, exiting can be delicate.
Doing it too early may jeopardise the exercise. Exiting too
late gets complicated as stakeholder interests differ and
the exit value diminishes, as do the chances for attaining
sustainability. To mitigate these complications, a predetermined
exit strategy is helpful. By having established the
conditions for exiting, it clarifies and thus minimises the effect
of the stakeholder interests. It is also a useful planning
tool as it helps to visualise the path ahead and acts as an
important reminder to any development organisation that
self-perpetuation in the undertaking is not an objective.
The role of advocacy
Advocacy is needed to boost the receptivity, adoption, and
ultimately the impact. This requires the engagement of the
highest levels of government and agribusinesses. Advocacy
helps the national entities to learn about the research outcomes
and their potential. This knowledge encourages them
to take ownership, invest, and pursue the programme.
The IITA R4D approach explicitly recognises that the larger
developmental impact is always delivered by the national
entities and not by the development or research organisation.
The United States did not deliver the larger development
impact of the European Marshall Plan, even though
its support was vital. The larger social impact was delivered
by the citizens of the respective countries.