Program Planning & Management Committee

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Program Planning & Management Committee

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Director, Livestock and Fish program Tom Randolph
CIAT Michael Peters
ICARDA Barbara Rischkowsky
ILRI Shirley Tarawali
WorldFish Jens Peter Dalsgaard
Science Leader Integrated Sciences Iain Wright
Science Leader Aquaculture Michael Philips
Head, ILRI Corporate Services Misja Brandenburg
SLU Henk Van Der Mheen
Gender Initiative Leader Pyburn Rhiannon
Program Support Coordinator Pat Rainey

NB: GiZ and WUR attend the meeting as observers.

Chair: CRP Director Secretary: Program Support Coordinator

Program Planning and Management Committee profiles

CRP3.7 Update to the ICARDA Board of Trustees, October 2012 File:CRP3.7_ BoT_report_Oct 2012.docx

Issues under consideration:

Criteria for CRP3.7 projects

CRP3.7 Guideline Criteria for including Restricted Funding Proposals/Projects into CRP 3.7

A significant share of the CRP3.7 consists of the restricted funded project activities. If CRP3.7 is to achieve its objectives in accordance with the resources provided, it is essential that these activities be as directly aligned and contribute as much and as efficiently as possible to the CRP outputs and outcomes. The following criteria summarize the principles to be applied when evaluating alignment of existing or proposed projects with the CRP3.7 agenda. A viable project does not necessarily need to meet all of the criteria. Criteria:

  • Matches the priority areas for new resource mobilization agreed by the Program Planning & Management Committee (PPMC)
  • Matches one of the CRP value chain (VC) x species targets AND addresses the priority outputs and outcomes within that VC (defined by the VC coordinator, team and partners)
  • Develops or builds on strategic partnerships and/or includes strong partners for outputs and outcomes, especially with other CRPs
  • For Component-based proposals that may be relevant across target VCs (e.g. technology development, gender, etc.), project outputs need to have demonstrated direct relevance for target VCs AND delivery/dissemination/engagement process is outlined that will make that happen
  • Includes 2 or more of the CRP CGIAR partners, demonstrates actual joint activities, and in particular pilots new areas of synergy between Centers.
  • For VC development projects outside of CRP country x species targets, again project outputs need to have demonstrated direct relevance for target VCs AND delivery/dissemination/ engagement process is outlined that will make that happen. At the same time, such projects are likely to be low priority, unless there are other factors such as a) unique opportunity for innovation or partnership or b) significant new funds to the CRP
  • Ability of the project to deliver IPGs, particularly strategic learning across CRP VCs or species, or major transformation/impact in the VC
  • Includes resources for cross-cutting, Program level activities, in particular M&E, impact assessment, gender, and system analysis (the latter at broad level to feed into program priority setting)
  • Ability of the project to introduce new innovation
  • Level of funding and duration (is not small or short)
  • Achieves full cost recovery.

Researchers are encouraged to consult with the Component Leaders and Center Representatives as early as possible in the proposal development process to seek feedback on alignment with the criteria. The researcher and the Component Leader agree the specific outputs and outcomes in the CRP3.7 Operational Plan and/or PPMC priorities that project will contribute to, and updates this information as needed as the proposal evolves. Component Leaders and Center Representatives propose projects to be included in CRP3.7 as soon as they become aware of a significant effort being made to develop a new project. The project idea is summarized as in concept note format and circulated for comment. The Component Leader or Center Representative (after consultation with the Component Leader) makes an initial evaluation and recommendation to the CRP Director, including the fit to the Operational Plan and/or PPMC priorities, and provides the information needed to include it in the proposal pipeline database. The CRP Director makes a final decision, which is reviewed and endorsed by the PPMC.

Program Planning & Management Committee Terms of Reference (Amended 19 Mar 2014)

The Program Planning & Management Committee (PPMC) oversees the planning, management and implementation of the CRP and ensures that the Program Implementation Agreement for the CRP between ILRI and the Consortium Board is being effectively delivered. Towards this end, the PPMC will be responsible for and make recommendations to the ILRI DG with respect to:

  • Agreeing the strategic directions for the program, including priorities and strategic linkages
  • Reviewing and agreeing program outcomes, outputs, milestones, work plans and budgets, including CG fund allocation.
  • Monitoring and evaluating program performance, as well as program processes to support these. These may include outputs, outcomes and impact, as well as program organizational effectiveness and cost efficiency.
  • Drafting and agreeing policies and procedures that govern the implementation and administration of the program
  • Assignment of staff to program component leadership and VC coordination roles, as well as developing and agreeing TORs for those roles
  • Propose and approve new funding initiatives
  • Develop TORs for and propose members of the Science & Partnership Advisory Committee (SPAC)
  • Engage with the SPAC and incorporate guidance from that Committee into strategic development and implementation decision of the program
  • Help develop and support strategic linkages with other CRPs, to be managed by the CRP Director

In general, any decision that is agreed upon is done jointly. The Decision Making and Conflict Resolution Addendum to this Terms of Reference defines how decisions should be made and how conflicts resolved The PPMC will advise on the other aspects related to development and implementation of the program as needed.

The PPMC is composed of:

  • CRP Director
  • CRP Head of Development Partnership
  • CRP Program Support Coordinator
  • Representatives of the 4 CGIAR partners
  • Science Leaders representing the breadth of the CRP Themes
  • ILRI Director of Corporate Services
  • ILRI Deputy Director General - Integrated Sciences

The CRP Director serves as the Chair of the Committee and the CRP Program Support Coordinator as Secretary.

The PPMC will periodically review opportunities to broaden the membership to include representation from non-CGIAR members who emerge as strategic partners of the CRP.

The PPMC will meet face-to-face three times a year, with teleconferences organized as needed. A quorum of 5 members is required for meetings and for decisions. At least once a year, PPMC meetings will be scheduled to coincide with SPAC meetings to ensure regular close interaction. The meetings may also be scheduled to align with the semi-annual ILRI Board of Trustees (BoT) meetings to provide inputs to the BoT and offer opportunities for interaction.

Research Coordination

The PPMC is responsible only for higher-level research coordination; research coordination requires much wider participation of component leaders and value chain coordinators, which is a much larger group and unwieldy as a PPMC. The CRP Director will therefore convene research coordination meetings for developing implementation strategies, supporting resource mobilization efforts, and making day-to-day operational decisions, which will be monitored by the PPMC. No formal research coordination body, however, is foreseen.