NHR-PME-June2015.ppt

7/18/2019 NHR-PME-June2015.ppt

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National Academy of Agricultural Research Management,Rajendranagar, Hyderabad

http://naarm.ernet.in

PME in NARS: Strategic Context

N H Rao



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Agenda

• Perspective on PME (Priority Setting, Monitoring and Evaluation) o

Researc! pro"ects

• PME in context o c!anging dyna#ics o agricultural researc!

• Exa#ple: PME in NA$P



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Scientiic Researc! Pro"ect

Pro"ect:

• %ne&ti#e endeavour to create a uni'ue product or service or eneicial c!ange or

added value

• $nvolves using inputs to carry out planned activities in specified ays and ti#e

sc!edules to ac!ieve desired outputs and outcomes/impacts

•Scientiic Researc!: generatingne *noledge and solutions to

prole#s y as*ing 'uestions

and syste#atically see*ing

inor#ation to anser t!e

'uestions

•A scientiic researc! pro"ect

supported y sta*e!olders is a

basic mechanism of doing

science

(fig adapted from: : Institute of Good Governance, 2002)



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Pro"ect support y sta*e!olders

Sta*e!olders dier in perspectives

•Researc!ers ill ocus onscientiic issues (#ainly on t!e

disciplines o t!eir on interest)

and on gloal researc! trends

•+ecision #a*ers in pulic

institutions ill ocus on issues o

#a"or pulic concern•Researc! users (govern#ent

depart#ents, usiness, N%s,

ar#ers, consu#ers) ill ocus on

t!eir practical and econo#ic

concerns

•Society ill ocus on governance,

access to tec!nologies and

i#pacts

-ased on a pro"ectproposal or support

PME provides t!e strategic ra#eor* and tools to alance pro"ect support (resources)

it! good science and its application or desired uses and i#pacts



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.!e P in PME /:

P 0 priority setting 1 prioriti2ing invest#ents in dierent contexts

re'uires ansers to:• 3!at s!ould e do/

• to #axi#i2e i#pact o invest#ents

• to strengt!en national researc! syste#

• to increase !ar#oni2ation it! gloal researc!

• Ho do e decide !at s!ould e done /

• National4$nternational policies: ood security,inclusive grot!, environ#ent

• 5oresig!t: current and uture S6., population,econo#y, environ#ent, society

• Pro#ise o researc! excellence7 ne *noledge,potential use, tea# calire

• %rgani2ation: 8ision, Mission, Strategy, resources



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Principles

uidelines Rules

Mec!anis#s

Policy 0

to guide sta*e!olders in decision #a*ing& priorities, o"ectives, strategies,

instru#ents, and accountaility

Pulic policy is driven y:• vision o society9s uture and guided y t!e asic principles o eectiveness,transparency, e'uity, consistency, co#pre!ensiveness and pulic good

• evolutionary process (inluenced y legal4"udicial processes)

Policy

Policy Hierarc!y

National econo#ic policy(vision o society9s uture)

National agricultural policy

Agricultural researc! policy(organi2ation&vision&#ission&strategy)

$P policy



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7Source: Global Harvest – GAP report, 2014

5oresig!t : Rising population and #iddle classdrive uture de#and

Middle class: !ouse!olds it! daily expenditures eteen ;< and ;<< per person in PPP ter#s



NAARM 5oresig!t: -uilding resilience to Cli#ate c!ange

Source:

Wi!ler et

al, 2011

•;C ar#ing o at#osp!ere

• =triples variance oeat!er

• ><<;&;< decade o

extre#es (3M%, ><;?)

• $ncreases Agriculture/food

security ris!

•integrated #ulti&#odel

assess#ents to 'uantiy and

#anage cli#ate c!ange ris*s

•CM$P@ & access to griddeddata sets o #odel

pro"ections



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Pulic Private Partners!ips (PPP) or #ore eective use o

resources and accelerating innovation

• Researc! excellence 1 "udged y peer revie (concept, #et!od, content))

• Researc! to innovation :

• researc! can ta*e place any!ere (universities, pulic institutions) , utinnovation generally ta*es place in ir#s (private sector)

• Re'uires ridging to distinct valleys:

• .ec!nological 8alley o +eat!

• Co##erciali2ation 8alley o +eat!

Pro#ise o researc! excellence and use (innovation)



NAARM Private sector inagricultural R6+ :

R6+ intensity ( sales):

Crop protection: B&

Seed:;<&;@

Ani#al !ealt!: D&

Mac!inery: >&?

Ani#al reeding: &D

.!e si2e o usiness (><<B)



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"# $ million

$ncreasing s!are o private invest#ent in researc! iniotec!nology

Co#pany Cropprotection

Seed4iotec!nology

.otal (R6+ as osales)

-ayer ?< ;;< DF< (;;)

Syngenta @<< ?;< D;< (;;)

Monsanto F< F< @?< (;<)Pioneer >;@ ?;> @> (;;)

-AS5 ?F< ? F?? (;<)

$CAR (G$ 5P) & & F<<&@<<

R in R6+

;>B

;>>

D<

@;

Adapted from : Spielman, 2007 and K Sharma, 2014

Note: relatively !ig! s!are o + in R6+



NAARM $ndia: Pulic and private agricultural R6+ invest#ents

#illions o ><<@ IS+

Source" #$P%# &#'ia(, 2014



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Ne vegetale !yrids in$ndia, ;D1><<@

ield crop varieties released (><<@1><;< )

$ndia: pulic 1 private peror#ance in seed sector

Source" #$P%#

&#'ia(, 2014



NAARM 5oresig!t: E#erging tec!nologies

• Jnoledge eco#ing an increasingly i#portant actor o

production in agriculture

• Convergence o #olecular iology, nanotec!nology, co#puter

science, #easure#ent tec!nologies, #ec!ani2ation, ecosyste#s

science, si#ulation, ig data analytics

• ne tec!nologies are enaling in nature

• integrate into all sciences

• enale in&dept! understanding o agriculture at syste# level

• enale #ec!ani2ation

• Most initiatives from private sector



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Societal expectations: peror#ance 4 governance

.o di#ensions:

• internal di#ension: #anage#ent

processes t!at deter#ine peror#ance

(outputs)

• external di#ension: governance processes

t!at ensure accountaility (outco#es)

• .rac* resources and decisions

• .ranslate outputs into outco#es

• .ranslate sta*e!older interests intoorgani2ational progra##es and activities



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1)

• Monitoring (M) (supply side assess#ent o peror#ance):

• Ho s!ould e do it & syste#atic docu#entation as Plan4Pro"ect

• Ho do e *no e9ve done it & lin*s eteen plan, resources,

activities and expected researc! outputs

• Evaluation (E) (de#and side assess#ent o peror#ance):

• so !at /

• !at dierence did t!e pro"ect #a*e & researc! outco#es4i#pacts

• increasing e#p!asis in prioriti2ation on expected outco#es

.!e M6E in PME /: Measuring or* and peror#ance

KP9 connects researc! pro"ects to %rgani2ational Strategy

6

KM6E9 connect Pro"ects it! $#ple#entation o strategy

M6E 5 * i t



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Ho t!e pro"ect or*s(internal process perspective)

!o t!e pro"ect #a*es a dierence(external sta*e!older perspective)

(fig adapted from: : Institute of Good Governance, 2002)

M6E 5ra#eor* 1 asis or peror#ance assess#entand accountaility

M6E Causal c!ain lin*ing pro"ects to:

inputs & activities 1 outputs & outco#es & i#pact

Monitoring Evaluation

.i#e

$#pact

%oals&b jectives

Long ter#

eects oc!anges(4&)



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Pro"ect %utputs

• +irectly relate to t!e pro"ect

o"ectives and researc!

process

• %utputs #ay include

& intangile t!ings 1

*noledge, *no!o

& tangile t!ings 1

pulications, patents4$P,

products, dataases

& inor#ation or action

• $nter#ediate deliverales t!at

add up to outputs



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Pro"ect %utco#es 1 exa#ple: NA$P co#ponent >



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Researc! cannot louris! i data are not preserved and #ade accessileO All

concerned #ust act accordinglyO

More and #ore oten t!ese days, a researc! pro"ect9s success is #easured

not "ust y t!e pulications it produces, ut also y t!e data it #a*es

availale to t!e ider co##unityO Pioneering arc!ives suc! as en-an* !ave

de#onstrated "ust !o poerul suc! legacy data sets can e or generating

ne discoveries especially !en data are co#ined ro# #anylaoratories and analysed in ays t!at t!e original researc!ers could not

!ave anticipatedO

All ut a !andul o disciplines still lac* t!e tec!nical, institutional and

cultural ra#eor*s re'uired to support suc! open data access & leading to a

scandalous s!ortall in t!e s!aring o data y researc!ersO .!is deiciency

urgently needs to e addressed y unders, universities and t!e researc!ers

t!e#selvesOQ

$ncreasing i#portance o data as output4outco#e



NAARM $CAR ><@<

8ision

$n ><@< so#e ;OB illion people !ave ade'uate, nutritious, sae and !ealt!y ood,

and ade'uate ire it!in li#its o t!e natural syste#Mission

Harness poer o science and education it! a !u#an touc! or !ig!er and

sustainale agricultural productionO

Strategic 5ocus

• Kar#er irst9

•green revolution > !ile en!ancing natural resources 1 input intensive to

*noledge intensive agriculture or #ultiplying resource use eiciencies

(our old increase in land productivity 7 t!ree old increase in ater productivity7 douling oenergy use eiciency7 six old increase in laour productivity)

• cli#ate resilience

• create gloally co#petitive !u#an resources (rontier sciences initiatives)

• pre#iu# on innovation: transor# NARS to NA$S (PPP, lin*ages)



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Agricultural $nnovation Syste#

Process o transor#ing NARS to NA$S:

• $nteractive: co#plex ac*ard and orard lin*ages eteen agriculturalproduction, agro&industry and consu#ers

• #ultidi#ensional 1 engages econo#ic, environ#ental, social and politicaldi#ensions o production and utili2ation o *noledge

innovation

*noledge introduced andutili2ed in an econo#ic orsocial process (Spiel#an,><<@)

NA$P is t!e pilot =



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NA$P 1 .!e transition soug!t

• 5ood sel suiciency orientation to #ar*et orientation o agricultural researc!

• .ransor#ing organi2ation principle o NARS ro# Researc! Syste#s to

$nnovation syste#s: researc! e#edded in ider relations!ips across t!e

production&consu#ption continuu# (interactive process re'uiring ne and

#ore lexile and de#and&oriented organi2ation o researc! and institutional

policy)

• reater accountaility to pulic: decisions, expenditures, i#pacts, regulation

• si#ply c!anging #andates and adding ne interests ill not or*

• re'uired & institutional reengineering or ne capacities, lexiility, researc!

partners!ips it! #ar*et lin*s =O,



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NA$P: %"ective and Priority Areas

.!e general o"ective o t!e pro"ect is to contriute to t!e sustainale

transor#ation o $ndian agricultural sector ro# a ood sel&suiciency

orientation to a #ar*et orientation in support o poverty alleviation and

inco#e generation

Priority areas:

• -uild capacity o $CAR or organi2ational c!ange

• Pro#ote production to consu#ption syste#s to en!ance productivity,

nutrition, proitaility, inco#e, and e#ploy#ent

• $#prove liveli!ood security o rural people living in selected disadvantaged

regions t!roug! tec!nology&led innovation syste#

• -uild capacity or asic 6 strategic researc! to #eet present and uture

tec!nology develop#ent c!allenges



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NA$P $#ple#entation: organi2ation and strategy

%rgani2ation

• Co#ponent ; (o"ective 4priority area ;): $nstitutional reengineering, capacity

uilding

• Co#ponent > (%"ective4priority area >): Production to consu#ption syste#s

• Co#ponent ? (%"ective 4priority area ?): Sustainale rural liveli!oods

security in disadvantaged areas

• Co#ponent F (%"ective priority area F): -asic and strategic researc! (-SR)

Strategy

• Researc! in consortia #ode t!roug! pulic&private partners!ips & to

accelerate collaorative develop#ent and application o agricultural

innovations (pulic researc! organi2ations, ar#ers, private sector and ot!er

sta*e!olders)

• Concentrate invest#ent in a e large pro"ects



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.!ree p!ases o pro"ect i#ple#entation:• $nitial p!ase o six #ont!s or pre&pro"ect activities: needs analysis,

orientation and sensiti2ation o sta*e!olders, aseline survey4enc! #ar*s,

identiication o targets, and output and outco#e indicators

• M6E during Pro"ect i#ple#entation 1 #onitoring syste#s (or activities,

outputs, outco#es)

• 5inal p!ase o B #ont!s or post&pro"ect activities: report riting,

inor#ation on outputs and outco#es, docu#enting success stories,

disse#ination, planning or post&pro"ect ollo&up activities (upta*e plan)

NA$P: pro"ect selection and i#ple#entation

Pro"ect selection criteria (y eac! co#ponent)

• Relevance

• uality (science excellence, collaoration4partners!ip, tea# capacities)

• Peror#ance (expected outputs 6 outco#es)

• Post pro"ect Sustainaility



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Co#ponent ;: organi2ational c!ange

Pro"ects:

• $nor#ation, co##unication 6 disse#ination syste#s ($C+S)• Jnoledge portals

• Jnoledge syste#s or researc!, education and tec!nology transer

• e&learning portals

• Co##unication 6 pulic aareness (+JMA)

• -usiness planning 6 develop#ent (-P+)

• Learning 6 capacity uilding (L 6 C-)

• Policy analysis 6 visioning support to NARS (8PAe)

• Re#odeling inancial 6 procure#ent syste#s (5MS4ERP)



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Co#ponent >: Production to Consu#ption Syste#s

Fig Source:Haarwich et al, 2003

• End to end co##odity c!ains

• value addition: adding and

accu#ulating value ro# one lin*

to next in t!e value c!ain

• innovations at eac! lin*

or i#proved co#petitiveness

• Product develop#ent and

tec!nology co##erciali2ation

Pro"ects: sorg!u#, #eat, "as#ine, grapes, ==OO

Researc! pro"ects it! ocus on:



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Researc! pro"ects ocus:rural liveli!ood syste#s in

disadvantaged regions

• +evelop#ent 6 validation o sustainalear#ing syste#s ased on on&ar# researc!

• .ranserring pro#ising tec!nologies underNA.P and ot!er sources including $.Je#p!asi2ed

• regional 4 t!e#e&ased consortia

• partners!ips it! N%s, ovt +epts

• Regions selected ro# ;@< disadvantageddistricts

$i Source:

-$#-

Co#ponent ?: Sustainale Rural Liveli!ood Security



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Co#ponent F: -asic and Strategic Researc!

5ocus areas

• C!allenge prole#s o national and long&ter# i#portance re'uiring innovative

researc! at t!e rontiers o science

• Nanotec!nology

• -iotec!nology

• ene discovery and allele #ining

• -ioprospecting & #arine iota or ioactive #olecules and products• .L identiication, cloning o .L genes and use in MAS

• -iosecurity

• NRM4$PM

• En!ance#ent o nutrient use and upta*e eiciency in plants4ani#als

• Caron pool conservation 6 en!ance#ent

• Mitigation and adaptation strategies or #anaging cli#ate c!ange

• Precision agriculture

• $#ple#entation: $ndividual institutions, netor* or consortiu#



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31(fig adapted from: : Institute of Good Governance, 2002)

M6E 5ra#eor* 1 asis or peror#ance assess#ent

• Co#pre!ensive -aseline 4 -enc!#ar* survey (socio&econo#ic including gender,

tec!nical, socio&environ#ental) to e conducted it!in B #ont!s o or#ation o

consortia

• M6E ocus on #easure#ent o outputs and outco#es it! reerence to enc!#ar*

survey and on t!e 'uality o t!e #anage#ent processes in t!e consortia

+oernance Structure /or the National Agricultural "nnoation Project



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National Steering Committee

Project Management Committee (PMC)

Research Programme Committee (RPC)O&M Programme Committee

National Director

ProcurementFinanceAdministration National

Coordinator

(Lielihood!

"m#roement)

Com#onent $

National

Coordinator

(%alue Chain)

Com#onent

National

Co!ordinator

(O&M)

Com#onent '

Project ' Project Project N

CAC ' CAC CAC N

C"C ' C"C C"C N

National

Coordinator

(asic & Strategic

Research)

Com#onent

*A+ *A+ $ *A+

Cons ' Cons Cons N

*A+ , *echnical Adisor- +rou#

CAC , Consortium Adisor- Committee

C"C , Consortium "m#lementation Committee

As in Com#onent

Project "m#lementation .nit

O&M Adisor- +rou#

g j

As in Com#onent



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M6E ra#eor*: Peror#ance assess#ent

Peror#ance assess#ent:• relates inputs to:

• outputs (productivity, eiciency)

• outco#es (direct and indirect conse'uences o outputs)

• includes not only deining and #easuring peror#ance ut also "udging

and i#proving peror#ance

• allos assess#ents o value added y individuals4tea#s4organi2ation to

society t!roug! t!e use o peror#ance indicators

Peror#ance #easure#ent t!roug! M6E #a*es accountaility possile



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• consolidated source o inor#ation s!ocasing pro"ect progress

• allos learning ro# eac! ot!er9s experiences, uilding on expertise and*noledge

• generates (ritten) reports t!at contriute to transparency and accountaility

• allos or lessons to e s!ared #ore easily

• reveals #ista*es and oers pat!s or learning and i#prove#ents• provides a asis or 'uestioning and testing assu#ptions

• provides a #eans to learn ro# experience and incorporate into policy andpractice

• provides a ay to assess t!e lin* eteen i#ple#enters and eneiciariesand decision&#a*ers

• adds to t!e retention and develop#ent o institutional #e#ory

• provides a #ore roust asis or raising unds and inluencing policy

M6E ra#eor* as an interace a#ong sta*e!olders



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M6E in NA$P & Results 5ra#eor*

5 i i i



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5ocus in #onitoring

• Pro"ect #anage#ent

– 5inancial #anage#ent

– Procure#ent

– Recruit#ent

– +ecision processes

• Researc! i#ple#entation and outputs

• Jnoledge #anage#ent activities

• Capacity uilding activities

• +evelop#ent activities

M6E 5ra#eor* & output indicators & include



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• expenditure & procure#ent, recruit#ent

• pro"ect #anage#ent 1 decision&#a*ing processes, internal procedures evolved or

conlict resolution, 'uality and ti#eliness o inancial #anage#ent and procure#ent, $P

#anage#ent, credit4eneit s!aring, leaders!ip

• Product develop#ent: i#proved crop varieties4ani#al reeds4tree species & ot!

nu#ers and adoption rates

• $#proved #anage#ent practices y ar#ers ot! nu#ers and adoption rates

• Pulications and reports8ariety and nu#er

• .raining events8ariety and nu#er

• 3or*s!op events 1 variety and nu#er

• +isse#ination (tec!nology transer) events8ariety and nu#er

• Proessional recognitions8ariety and nu#er

M6E 5ra#eor* & output indicators & includeprocess and product



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• Area expansion (crops) and4 or increase in nu#er (ani#als)

• En!anced proitaility to t!e producers and ot!er participants in t!e value

c!ain

• En!anced gainul e#ploy#ent

• $nco#e generation4 en!ance#ent

• $#prove#ent in ood consu#ption4nutrition

• $#prove#ent in access to credit

• En!ance#ent o Environ#ent

M6E 5ra#eor* & %utco#e indicators



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NA$P Results 5ra#eor* 1 output indicators

NA$P o"ective:

Accelerated collaorativedevelop#ent and applicationo agricultural innovations

• .!e nu#er o partners!ips eteenpulic researc! syste#, private sectorand ot!er sta*e!olders

• $ncrease in agricultural innovations yend o t!e pro"ect

Co#ponent ;:

$CAR as t!e cataly2ing agentor #anage#ent o c!ange int!e $ndian NARS

• $ncrease in t!e nu#er o *noledgeproducts and POAO #essages

• -usiness develop#ent units in ive $CARinstitutes4SAIs

• En!anced capacity or policy analysis,

planning and advice

• En!anced inancial and procure#ent#anage#ent capacity

Expected outputs



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Expected outputs

Co#ponent >:

Researc! onproduction toconsu#ption syste#s

• Nu#er o tec!nologies "ointly developedeteen consortia partners

• $#proved 'uality #anage#ent #ec!anis#s

• Nu#er o pulic&private partners!ips

Co#ponent ?:

Researc! onsustainale ruralliveli!ood security

• Nu#er o tec!nologies tested in

interaction it! target groups

• $ncreased rural e#ploy#ent opportunities

• Nu#er o ar#er organi2ations engaged incollaorative researc!

Co#ponent F:-asic and strategicresearc! in t!e rontierareas o agriculturalscience

• Nu#er o pulications o $ndian agriculturalscientists in !ig! 'uality "ournals

• Nu#er o patents otained



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Levels o Monitoring and Evaluation in NA$P

;O Hal yearly4Annual Reports

>O CAC4PAC

?O -an* led $#ple#entation Support Revie #issions

FO NC(%6M) assisted y an external M6E consultant at t!e nationallevel

@O External revies

$ t t



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$#pact assess#ent

• Longer ter# perspective t!an M6E

• .oard t!e end o t!e pro"ect

• Standardi2ed #et!odology to en!ance crediility

• Consortia tea#s NCAP

• Not at rando#, ut or interestingQ cases

• More e#p!asis on econo#ic and social contriutions o t!esu&pro"ects t!an on eedac*

docu#ent outstandingsuccesses =O

NA$P4 P3C % t t t > (S ><;>)



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NA$P4 P3C: %utco#e assess#ent 1 co#ponent > (Sep ><;>)

NA$P4 P3C % t t t ?(S ><;>)



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NA$P4 P3C: %utco#e assess#ent 1 co#ponent ?(Sep ><;>)

NAARM



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'ntroduction of Redgram ()#MR*+- ransplanting/ 0ibbling method

and 0emonstration of 'ntegrated 1est Management ( .iversit/ o Aricultural Scieces , %aicur &ea' ceter(

Eg: %utco#e assess#ent: Co#ponent ? pro"ect

NAARM%peration o PME cells: suggestions (indicative)



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4)

%peration o PME cells: suggestions (indicative)

• Priority setting (pro"ect proposals integrated into organi2ational strategy):• Periodic tec!nology oresig!t assess#ents to identiy priority areas 1 validation y

PMC7 external revies7 docu#entation 6 disse#ination

• Ne Pro"ect proposals: include conor#ity state#ents it! priorities and #easuraleindicators and ti#elines

• Ne Pro"ects su#itted to PME cell and processed or approval y PMC

• Externally unded pro"ects institutionali2ed in RP5s

• Positive, proactive approac! toards reali2ing institutional vision4#ission

• PMC to #eet oten to pro#ote and process ne pro"ects

• Monitoring (current pro"ects):

• -enc!#ar*: $nstitutional, year&ise progra##es and targets o current 5P

• Principal #ec!anis# : RP5>4RPP> at $RC7 $RC at six #ont!s

• 5ocus: activities, processes, outputs

• +ataase o outputs: tec!nologies, pulications, $P, ot!er • Monitoring $ndicators

• Evaluation (post pro"ect)

• .ec!nology assess#ents

• .ec!nology transer: Netor*ing it! $.MIs, -P+I4.MC, J8Js

• %utco#e assess#ents (tangile (indicators), intangiles)

•Can PME activities

e integrated into aor#al pro"ect(RP5)/

• outsource so#easpects o E /

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.!an* you

NHR-PME-June2015.ppt

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