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options are taken up by policy makers and applied as widely as possible. However, although this process of ‘mainstreaming’ is extremely important, it has received little research attention. ICARDA, IFPRI, and the livestock group of the International Fund for Agricultural Development (IFAD) have studied the process in depth and developed a framework (Fig. 34) to guide efforts to mainstream innovations. The study was funded by IFAD. The framework represents all the different aspects of ‘mainstreaming’ and clearly shows the many activities and processes involved within the research– development continuum. This allows decision makers to evaluate the impact of innovations in a structured way, considering all the processes involved and ensuring that nothing is forgotten. The framework consists of three key areas or ‘domains’ of the research–development process: (i) the ‘research and action-research’ domain; (ii) the ‘implementation and development’ domain; and (iii) the ‘planning, monitoring, and evaluation’ domain (Fig. 34). The research and action-research domain includes the research conducted by international and national research centers, universities, NGOs, and the private sector. In this domain, institutions develop, adapt, and test new technical, institutional, and policy options (TIPOs). At this stage, the interventions are relatively small-scale, so the number of beneficiaries is limited. The way options perform in practice, and their effect on other development options, helps decision makers choose which of them should be included in future pilot programs. The activities of ICARDA’s Mashreq/Maghreb project teams are good examples of the work undertaken in this domain. The outputs of these teams have contributed directly to the design and implementation of a range of development projects in Algeria, Jordan, Morocco, Syria, and Tunisia. The planning, monitoring, and evaluation domain acts as an interface between the other two domains. Information fed into this domain from the research domain helps decision makers choose the best TIPOs for a development project. Information from the implementation and development domain allows decision makers to monitor and evaluate the performance of these TIPOs after they have been implemented. The information gathered in the planning, monitoring, and evaluation domain also creates the demand for more reforms, research, and innovations. This is then fed back into the research and action-research domain, allowing better options to be developed. The implementation and development domain includes all government, donor, and development agency interventions. It is the point in the research–development continuum at which most development projects operate. It can be divided into three key areas: pilot projects, innovation mainstreaming, and project replication (Fig. 34). The new framework was used to review three innovative livestock-management models intro- Theme 4 duced through IFAD-funded pilot projects. These are the Smallholder Poultry Production model in Bangladesh and Senegal; the Community-Based Animal Health Workers model in Cambodia and Sudan; and the Community-Based Rangeland Management model in Morocco and Syria. The framework helped researchers pinpoint areas that are key to the success of mainstreaming efforts. Monitoring and evaluation, for example, was found to play a crucial role—providing feedback that can be used to fine-tune and re-target implementation and research efforts. Monitoring and evaluation systems should, therefore, be integrated into projects from the start. They should also assess the wider changes associated with the introduction of innovations such as the creation of village enterprises or community groups. Identifying why different options succeed or fail, and pinpointing how they improve the welfare of the rural poor, are important aspects of innovation up-scaling and out-scaling. Improving mainstreaming efforts will have major implications for developing countries and financial development institutions, as it will cut the transaction costs involved in replicating projects. Fig. 34. A new framework designed to guide the scaling-up of innovations. ICARDA Annual Report 2004 65
ICARDA Annual Report 2004 66 Project 5.1. Institutional Strengthening Strengthening National Seed Systems in CWANA Setting up village-based seed enterprises in Afghanistan Afghanistan’s rural economy is still in urgent need of improvement. Market-oriented farm activities and crop diversification could significantly increase agricultural productivity and improve rural livelihoods. However, a lack of improved varieties and poor access to quality seed and other agricultural inputs are major constraints. Modern technologies are needed to improve household food security and produce a surplus for the market. Theme 5 D evelopment of a new, superior variety marks the end of a breeding effort, but the beginning of a long and difficult process of producing sufficient quantities of highquality seed and distributing it to thousands of small-scale farmers. ICARDA’s Seed Unit collaborates with national programs in CWANA to address seed-supply constraints and provide humanresource development for effective seed systems. In 2004, the Center set up 15 decentralized village-based seed enterprises in Afghanistan to provide farmers with easy access to improved seed. The Seed Unit also continued to assist Iran in developing a national seed policy, acts and bylaws covering seed certification, enforcement, and import and export. A mobile seed-processing machine was also developed in Syria to give farmers involved in the informal seed sector access to high-quality seed. Afghanistan has almost no formal seed sector, and what does exist cannot meet national seed requirements. The private sector is not interested in meeting this need because the seed business is risky and much less profitable than other investment opportunities since farmers either plant their own seed or exchange seed with each other. However, the needs of resourcepoor farmers can be effectively met by farmer-led production and marketing systems. ICARDA is, therefore, setting up village-based seedproduction units able to produce high-quality, affordable seed of improved crop varieties adapted to local conditions. The Future Harvest Consortium to Rebuild Agriculture in Afghanistan (FHCRAA) is working closely with the Ministry of Agriculture and Animal Husbandry (MAAH), CIP, ICRISAT, IRRI, CIMMYT, and other NGOs, to set up 20 villagebased seed enterprises (VBSEs). Five provinces have been targeted (Ghazni, Helmand, Kunduz, Parwan, and Nangarhar), with funding from by USAID. These VBSEs will be responsible for seed quality assurance and all seed production, processing, and stor- A villagebased seed production field in Afghanistan.
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About ICARDA and the CGIAR Establis
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Copyright © 2005 ICARDA (Internati
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Foreword In 2004, ICARDA began stra
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ICARDA Annual Report 2004 2 ICARDA
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ICARDA Annual Report 2004 4 Partici
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ICARDA Annual Report 2004 6 ICARDA
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ICARDA Annual Report 2004 8 agement
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ICARDA Annual Report 2004 12 other
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Page 49 and 50: ICARDA Annual Report 2004 44 In sum
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Page 57 and 58: ICARDA Annual Report 2004 52 Fig. 1
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Page 87 and 88: ICARDA Annual Report 2004 82 tices
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Page 95 and 96: Appendices 1. Journal Articles 93 2
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Page 99 and 100: Kadah, B.A. Karim, and W. Erskine.
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Page 103 and 104: - Improving durum wheat for water u
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Page 107 and 108: - CIMMYT participates in the CGIAR
Page 109 and 110: - ICARDA is participating in the Ch
Page 111 and 112: - Integrated approaches to sustaina
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Page 115 and 116: Appendix 7 Financial Information Au
Page 117 and 118: Appendix 8 Board of Trustees A t it
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Highland Regional Program, Tehran,
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IITA International Institute for Tr
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B.P. 6299 Rabat, Morocco Tel: +212-
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1. World Bank 2. USAID 3. United Ki
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