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The IITA research for development approach 30 FOCUS 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.
The success story In some quarters, there were doubts about IITA taking this R4D path. Today, after having tested the approach at scale in Nigeria, a country with over 140 million people, those doubts have evaporated. In four years, the R4D approach reached about 90 million consumers and eight million farmers, boosting the production of cassava by ten million tons. It did this without causing a price drop. In addition, it reduced the need for 800 000 hectares formerly used for cassava. Other governments in Africa have heard these results and IITA has been requested to replicate the approach in their countries. (For more information see “It is possible” on www.iita.org) Hartmann Definitions: Research output = technologies and publications Research outcome = effects of research output, such as adoption and use Development outcome = impact of research outcomes on development needs IITA IITA was created in 1967 by the Ford and Rockefeller Foundations and the Government of Nigeria. Its purpose is to address hunger and poverty in Africa. By working with partners in Africa and beyond IITA reduces producer and consumer risks, enhances crop quality and productivity, and generates wealth from agriculture. IITA serves sub-Saharan Africa via its three hubs IITA- East (Tanzania), IITA-<strong>South</strong> (Zambia), and IITA-West (Nigeria). IITA has about 120 international staff from 30 countries and 750 support staff members. It is governed by an international board. IITA works on key food crops of sub-Saharan Africa and on cropping systems and African ecologies such as the savannas, coastal low lands, and humid tropics. Its strength has been in improving food crops and in helping African nations to tackle biological threats from food pests and diseases. Its research findings are also used in the Central Asian Caucasus (blackeyed peas), and Central America and the Caribbean (roots and tubers). IITA is supported by the OECD countries, Brazil, Nigeria, <strong>South</strong> Africa, and the CGIAR. www.iita.org 31 Research problems outputs Envisoned research impact Public sector Development IMPACT Development needs design activities Development and research partners Baseline / Ex-ante The IITA research for development model Outcome Advocacy Credible IMPACT IITA-EXIT Consumers Private sector Development outcome SUCCESS Ex-post FOCUS Research for development
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