Medium-Term Plans
Documents
Generation Challenge Programme Medium-Term Plan: 2011–2013
The Generation Challenge Programme (GCP) of the Consultative Group on International Agricultural Research (CGIAR) was launched in 2003 as a 10-year initiative in two five-year phases (2004–2008 and 2009–2013). This second Medium-Term Plan (MTP) of our second phase lays out the plans for 2011 to 2013, and is complemented by our Transition Strategy for the same period. As such, and compared to previous MTPs, this MTP has been completely revised and overhauled to reflect this proposed transition, and it is therefore premised on two realities: i) the ongoing CGIAR reform, and, ii) GCP’s own programmed exit at 2013, which is outlined in the Transition Strategy.
The Generation Challenge Programme (GCP) of the Consultative Group on International Agricultural Research (CGIAR) was launched in 2003 as a 10-year initiative in two five-year phases (2004–2008 and 2009–2013). This second Medium-Term Plan (MTP) of our second phase lays out the plans for 2011 to 2013, and is complemented by our Transition Strategy for the same period. As such, and compared to previous MTPs, this MTP has been completely revised and overhauled to reflect this proposed transition, and it is therefore premised on two realities: i) the ongoing CGIAR reform, and, ii) GCP’s own programmed exit at 2013, which is outlined in the Transition Strategy.
Generation Challenge Programme Medium-Term Plan: 2010–2012
To sum up the net balance from Phase I is, overall, very positive: GCP has built a strong and dedicated community, identified the most promising research trends and well-positioned partners, and is already delivering a significant set of products to improve crop genetic research and breeding. Therefore, we confidently entered Phase II on a positive and optimistic note, with an added spring in our step. The Management Team is fully committed to continue implementing the GCP strategy, so as to achieve Programme objectives by 2013. And while the development of some platforms might target a large set of our mandate crops, specific research themes have been identified and will be pursued through seven Challenge Initiatives for important crops and traits identified in GCP target farming systems. Our revised strategy emphasises product management and delivery as crucial cornerstones of GCP’s work in the coming years: concepts and ideas at GCP founding are increasingly evolving into useful GCP products, and we remain committed to delivering practical and relevant products to end-users, and – ultimately – to farmers by improving crop productivity. Because the original vision for GCP was time-bound to 2013, it is imperative that GCP ensures continued and sustainable use of Programme products after 2013. This objective on ‘what next’ in the ‘after-GCP’ era will, therefore, be at the core of our evolution strategy, which we will be drafting in the course of Phase II.
To sum up the net balance from Phase I is, overall, very positive: GCP has built a strong and dedicated community, identified the most promising research trends and well-positioned partners, and is already delivering a significant set of products to improve crop genetic research and breeding. Therefore, we confidently entered Phase II on a positive and optimistic note, with an added spring in our step. The Management Team is fully committed to continue implementing the GCP strategy, so as to achieve Programme objectives by 2013. And while the development of some platforms might target a large set of our mandate crops, specific research themes have been identified and will be pursued through seven Challenge Initiatives for important crops and traits identified in GCP target farming systems. Our revised strategy emphasises product management and delivery as crucial cornerstones of GCP’s work in the coming years: concepts and ideas at GCP founding are increasingly evolving into useful GCP products, and we remain committed to delivering practical and relevant products to end-users, and – ultimately – to farmers by improving crop productivity. Because the original vision for GCP was time-bound to 2013, it is imperative that GCP ensures continued and sustainable use of Programme products after 2013. This objective on ‘what next’ in the ‘after-GCP’ era will, therefore, be at the core of our evolution strategy, which we will be drafting in the course of Phase II.
Generation Challenge Programme Medium-Term Plan: 2009–2011
The Generation Challenge Programme (GCP) of the Consultative Group on International Agricultural Research (CGIAR) was launched in 2003 as a 10-year initiative in two five-year phases (2003–2008 and 2009–2013). This fifth Medium-Term Plan (MTP) therefore marks GCP’s transition into Phase II.
In its four-year life, the Programme has made remarkable progress in intensive research and strategic planning. Two major developments in 2007–2008 are particularly noteworthy. These developments will have an impact on the GCP research strategy and on the sharing of responsibilities among GCP’s governance, management and advisory groups.
The Generation Challenge Programme (GCP) of the Consultative Group on International Agricultural Research (CGIAR) was launched in 2003 as a 10-year initiative in two five-year phases (2003–2008 and 2009–2013). This fifth Medium-Term Plan (MTP) therefore marks GCP’s transition into Phase II.
In its four-year life, the Programme has made remarkable progress in intensive research and strategic planning. Two major developments in 2007–2008 are particularly noteworthy. These developments will have an impact on the GCP research strategy and on the sharing of responsibilities among GCP’s governance, management and advisory groups.
Generation Challenge Programme Medium-Term Plan: 2008–2010
Launched in 2003 as a 10-year initiative, the Generation Challenge Programme (GCP, or simply Generation) is now entering its fourth year and consequently submitting its fourth Medium-Term Plan (MTP). In the past three years, GCP has made remarkable progress in intensive research and strategic planning. A key highlight in 2006 was the development of a strategy framework, a set of guiding principles for GCP’s strategic decisions. This strategy framework is complemented by ‘reference studies’ that provide data on GCP’s impact targets (farming systems and crops). This refinement of our research strategy sharpened our focus and informed the selection of commissioned projects to be initiated in 2008, in particular for Subprogrammes (SPs) 3 and 5. However, Generation remains dedicated to the exploration and characterisation (genotyping and phenotyping) of diversity in staple crops, and will continue to support this core effort.
Launched in 2003 as a 10-year initiative, the Generation Challenge Programme (GCP, or simply Generation) is now entering its fourth year and consequently submitting its fourth Medium-Term Plan (MTP). In the past three years, GCP has made remarkable progress in intensive research and strategic planning. A key highlight in 2006 was the development of a strategy framework, a set of guiding principles for GCP’s strategic decisions. This strategy framework is complemented by ‘reference studies’ that provide data on GCP’s impact targets (farming systems and crops). This refinement of our research strategy sharpened our focus and informed the selection of commissioned projects to be initiated in 2008, in particular for Subprogrammes (SPs) 3 and 5. However, Generation remains dedicated to the exploration and characterisation (genotyping and phenotyping) of diversity in staple crops, and will continue to support this core effort.
Generation Challenge Programme Medium-Term Plan: 2007–2009
The Generation Challenge Programme (GCP) has made rapid progress since its inception in 2003. The 2007–2009 Medium Term Plan (MTP) is the third such plan the Programme has submitted. This new MTP reflects the increasing depth of the GCP in terms of research conducted, collaborations formed, new directions forged, and lessons learned.
The GCP is a 10-year programme with a dual mandate to (1) cultivate innovative partnerships for ground-breaking science and (2) conduct research that delivers products to develop improved crop varieties for resource-poor farmers. This mandate compels the GCP to take advantage of new scientific opportunities, pursue research that is highly focused on solving major problems faced by farmers, and build systems that ensure the sustained relevance and impact of GCP research and products. In developing this MTP, we have sought to capture the vision, complex inter-institutional dynamics, and progress
The Generation Challenge Programme (GCP) has made rapid progress since its inception in 2003. The 2007–2009 Medium Term Plan (MTP) is the third such plan the Programme has submitted. This new MTP reflects the increasing depth of the GCP in terms of research conducted, collaborations formed, new directions forged, and lessons learned.
The GCP is a 10-year programme with a dual mandate to (1) cultivate innovative partnerships for ground-breaking science and (2) conduct research that delivers products to develop improved crop varieties for resource-poor farmers. This mandate compels the GCP to take advantage of new scientific opportunities, pursue research that is highly focused on solving major problems faced by farmers, and build systems that ensure the sustained relevance and impact of GCP research and products. In developing this MTP, we have sought to capture the vision, complex inter-institutional dynamics, and progress
Generation Challenge Programme Medium-Term Plan: 2006–2008
Since the inception of the Generation Challenge Programme in September 2003, rapid progress has been made in the implementation of the GCP research and capacity building portfolio. At the same time, the vision and strategies have matured substantially, now aimed more solidly toward consolidating and refining the research mandate and implementing a strategy to ensure product delivery to intermediate users and farmers. A strong base has been created – in terms of organisation, technical infrastructure, knowledge systems, and novel research activities – that makes steady progress toward the GCP goal of creating a public platform of genetic, genomic, and bioinformatics tools for use in plant breeding programs. It is recognized, however, that the research agenda needs additional focus, within and across the subprogrammes, to demonstrate: 1) the value of the multidisciplinary approach, including comparative genomics, considered in the GCP; and 2) the ability to quickly deliver targeted products to plant breeding programs for short-term impact in farmers’ fields.
Since the inception of the Generation Challenge Programme in September 2003, rapid progress has been made in the implementation of the GCP research and capacity building portfolio. At the same time, the vision and strategies have matured substantially, now aimed more solidly toward consolidating and refining the research mandate and implementing a strategy to ensure product delivery to intermediate users and farmers. A strong base has been created – in terms of organisation, technical infrastructure, knowledge systems, and novel research activities – that makes steady progress toward the GCP goal of creating a public platform of genetic, genomic, and bioinformatics tools for use in plant breeding programs. It is recognized, however, that the research agenda needs additional focus, within and across the subprogrammes, to demonstrate: 1) the value of the multidisciplinary approach, including comparative genomics, considered in the GCP; and 2) the ability to quickly deliver targeted products to plant breeding programs for short-term impact in farmers’ fields.
Generation Challenge Programme Medium-Term Plan: 2005–2007
The inception year of the Generation Challenge Program (GCP) has been one of impressive scientific productivity, exceptional institutional growth, expansion of exciting scientific and institutional partnerships, and increasing international recognition beyond the CGIAR. The productive and promising arrival of this new model for the application of cutting-edge science to addressing problems of the world’s poorest people is proving to be attractive to leading scientists from around the world. This appeal extends to traditional donors to the CGIAR as well and offers a new portal for non-traditional donors and the private sector to participate in the CGIAR.
This first medium-term plan (MTP) for GCP is based upon the program presented to the Executive Council of the CGIAR in 2003. The GCP was approved for a one year inception phase in July of that year that now extends to September 2004. This MTP translates the original conceptual framework of the GCP into an operational document with specific verifiable activities and outputs with associated time frames. It is the product of an extremely intensive year-long interaction among scientists and research managers from 15 participating institutions and their partners.
The inception year of the Generation Challenge Program (GCP) has been one of impressive scientific productivity, exceptional institutional growth, expansion of exciting scientific and institutional partnerships, and increasing international recognition beyond the CGIAR. The productive and promising arrival of this new model for the application of cutting-edge science to addressing problems of the world’s poorest people is proving to be attractive to leading scientists from around the world. This appeal extends to traditional donors to the CGIAR as well and offers a new portal for non-traditional donors and the private sector to participate in the CGIAR.
This first medium-term plan (MTP) for GCP is based upon the program presented to the Executive Council of the CGIAR in 2003. The GCP was approved for a one year inception phase in July of that year that now extends to September 2004. This MTP translates the original conceptual framework of the GCP into an operational document with specific verifiable activities and outputs with associated time frames. It is the product of an extremely intensive year-long interaction among scientists and research managers from 15 participating institutions and their partners.
