SlideShare une entreprise Scribd logo
1  sur  60
Télécharger pour lire hors ligne
gILRI strate y 2013–2022
Better lives through livestock
Livestock research
for food security
and poverty reduction
The International Livestock Research Institute (ILRI) works with partners worldwide to enhance the roles that
livestock play in food security and poverty alleviation, principally in Africa and Asia. The outcomes of these research
partnerships help people in developing countries keep their farm animals alive and productive, increase and sustain
their livestock and farm productivity, find profitable markets for their animal products, and reduce the risk of
livestock-related diseases.
ILRI is a not-for-profit institution with a staff of about 600 and, in 2012, an operating budget of about USD 60
million. A member of the CGIAR Consortium working for a food-secure future, ILRI has its headquarters in
Nairobi, Kenya, a principal campus in Addis Ababa, Ethiopia, and offices in other countries in East, West and
Southern Africa and in South, Southeast and East Asia.
ILRI leads the CGIAR Research Program on Livestock and Fish, leads a component of a CGIAR Research Program
on Agriculture for Nutrition and Health on the prevention and control of agriculture-associated diseases, and
contributes to seven other CGIAR research programs. Staff members work in integrated sciences and biosciences
programs that develop and deliver science-based practices, provide scientific evidence for decision-making
and develop capacities of livestock-sector stakeholders. With the African Union/New Partnership for Africa’s
Development Planning and Coordination Agency, ILRI also hosts and manages the Biosciences eastern and central
Africa (BecA)-ILRI Hub.
CGIAR is a global partnership that unites organizations engaged in research for a food-secure future. CGIAR
research is dedicated to reducing rural poverty, increasing food security, improving human health and nutrition, and
ensuring more sustainable management of natural resources. It is carried out by15 centres that are members of the
CGIAR Consortium in close collaboration with hundreds of partner organizations, including national and regional
research institutes, civil society organizations, academia and the private sector.
Livestock research for food security and
poverty reduction
ILRI strategy 2013–2022
© 2013 International Livestock Research Institute (ILRI)
This publication is copyrighted by the International Livestock Research Institute (ILRI). It is licensed for use under the Creative Commons
Attribution-Noncommercial-Share Alike 3.0 Unported Licence. To view this licence, visit http://creativecommons.org/licenses/by-
nc-sa/3.0/. Unless otherwise noted, you are free to copy, duplicate or reproduce, and distribute, display, or transmit any part of this
publication or portions thereof without permission, and to make translations, adaptations, or other derivative works under the following conditions:
ATTRIBUTION. The work must be attributed, but not in any way that suggests endorsement by ILRI or the author(s).
NON-COMMERCIAL. This work may not be used for commercial purposes.
SHARE ALIKE. If this work is altered, transformed, or built upon, the resulting work must be distributed only under the same or similar licence to this
one.
NOTICE:
For any reuse or distribution, the licence terms of this work must be made clear to others.
Any of the above conditions can be waived if permission is obtained from the copyright holder.
Nothing in this licence impairs or restricts the author’s moral rights.
Fair dealing and other rights are in no way affected by the above.
The parts used must not misrepresent the meaning of the publication.
ILRI would appreciate being sent a copy of any materials in which text, photos, etc., have been used.
The 2012 strategy process was led by an ILRI task force: An Notenbaert, Jimmy Smith, Mario Herrero, Peter Ballantyne, Shirley Tarawali, Steve Staal and
Tom Randolph. The process was supported by George Levvy of the Compass Partnership. The full text of this document as well as other supporting
materials is at www.ilri.org/mission
Editing by Keith Sones and ILRI Public Awareness Unit; design and layout by Meron Mulatu/ILRI Editorial and Publishing Services, Addis Ababa, Ethiopia.
Cover photo by ILRI/Susan MacMillan. Other photographs by ILRI/Stevie Mann.
ISBN 92–9146–310–8
Citation: International Livestock Research Institute. 2013. Livestock research for food security and poverty reduction: ILRI strategy 2013–2022. Nairobi: ILRI.
ilri.org
better lives through livestock
ILRI is a member of the CGIAR Consortium
Box 30709, Nairobi 00100, Kenya
Phone: + 254 20 422 3000
Fax: +254 20 422 3001
Email: ILRI-Kenya@cgiar.org
Box 5689,Addis Ababa, Ethiopia
Phone: +251 11 617 2000
Fax: +251 11 617 2001
Email: ILRI-Ethiopia@cgiar.org
Contents
Foreword																1
ILRI strategy in brief														 3
Introduction																3
Vision and mission														 3
ILRI’s roles and realities														 12
Strategic directions, 2013–2022													 16
Strategic issues															18
Strategic objectives														20
Strategic choices and principles 													 23
Critical success factors														 25
Appendix 1: Expert input—the factor briefs 											 31
Appendix 2: Quantifying the strategic objectives											 42
Appendix 3: Livestock-focused development challenges										 47
Pathways out of poverty														 48
Appendix 4: ILRI strategy development process and milestones									 49
Appendix 5: Messages from partners and stakeholders										 51
Appendix 6: SWOT analysis of ILRI 												 52
References																53
Livestock research for food security and poverty reduction
1Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Foreword
Demand for animal-source foods is rapidly growing in the developing world. A key question is, can this demand be
met in environmentally, socially and economically equitable ways?
Our proposition is that this can be done if ways are found, through research, to have small and medium producers
respond and, do so in such a way that such foods are accessible to both rural and urban consumers—better lives are
supported through livestock.
The International Livestock Research Institute (ILRI) has a global mandate for livestock research for development
that intersects with actors from farmers to global investors, spans several continents and interacts with research and
development communities.
This is ILRI’s second ten-year strategy. It incorporates a number of changes, many based on learning from the previous
strategy (2000–2010, initially produced in 2000 and modified in 2002), an interim strategy (2011–2012) and an
assessment of the external and internal environments in which the institute operates.
It moves from a focus on livestock as a pathway out of poverty to a broader agenda addressing poverty and food
security in ways that are environmentally sustainable, good for human health and nutrition, and equitable.
Three strategic objectives define measurable goals that the institute will work towards over the coming decade
through high performance in five critical success factors.
It differs from other strategy documents in that it provides overall institutional direction without all the operation
details. It recognizes that the details of research operations and how the organization works may change within these
broad parameters. It provides the boundaries for ILRI over the 10-year period. It provides a framework for choosing
activities to pursue and not to pursue, for guiding operational and functional planning, for allocating resources and for
monitoring progress.
We would like to thank all members of the task force who worked to make this strategy possible, as well as all the
many partners and individuals inside and outside ILRI who provided ideas, feedback, and other inputs that helped
sharpen our analysis.
Lindiwe Majele Sibanda							Jimmy Smith
Chair, ILRI Board of Trustees						 Director General, ILRI
ILRI strategy in brief
3Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
ILRI strategy in brief
Introduction
This strategy aims to further an environment and culture for high-quality, high-impact livestock research-
for-development. ILRI takes responsibility for working with partners to make its research outputs relevant,
accessible and available to practitioners, investors and policymakers, enabling them to make better-informed
choices, and complementing this work with needs-driven capacity development. By doing so, ILRI helps to
ensure that livestock fulfil their huge potential to enhance developing-country food and nutritional security, and
significantly reduce poverty, while also working to minimize the threats livestock can pose to the health of poor
people and the environment—in short, ensuring better lives through livestock.
This strategy (2013–2022) for the International Livestock Research Institute (ILRI) builds on the institute’s established
and unique global pro-poor livestock mandate, its evidence-based conviction that livestock have a vital role to play
in enhancing food and nutritional security and reducing poverty in developing countries and its existing expertise,
research agenda and partnerships.
It is designed to respond to major changes that have occurred and are likely to persist in the socio-economic, financial,
political, environmental and institutional landscape, in particular those specific to agriculture and livestock, and ILRI’s
role in the CGIAR Consortium.
Overall, it strengthens ILRI’s position as a global centre of excellence for influential and effective livestock-focused
research for development and as an acknowledged leader in the articulation and framing of livestock-for-development
issues.
Vision and mission
ILRI envisions a world where all people have access to enough food and livelihood options to fulfil their
potential.
ILRI’s mission is to improve food and nutritional security and to reduce poverty in developing countries
through research for efficient, safe and sustainable use of livestock—ensuring better lives through livestock.
4 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
ILRI’s external context
Food price rises and volatility (which many experts expect to persist) have put agriculture and food firmly back on the
global agenda, with the focus shifting from simply tackling hunger to ensuring food and nutritional security.
Developing regions are experiencing high rates of population and economic growth and the world’s population living
in towns and cities will soon exceed that living in rural areas (UNDESA 2012). While urbanization and a burgeoning
middle class in Asia and Africa are driving huge increases in demand for milk, meat and eggs, most of the developing
world’s people continue to rely largely on small-scale agriculture (IFAD 2011).
Supporting the role small-scale livestock production and marketing systems play in food and nutritional security has
not been a high priority for policymakers and investors during recent decades.
Although global poverty rates have declined, the numbers of poor in South Asia and sub-Saharan Africa continue to
decline slowly.
Currently, investment in livestock is not proportional to the livestock sector’s contribution to agricultural gross
domestic product (GDP), which can be as high as 40% in some developing countries.
Although there is growing recognition of the pivotal role women play in enhancing food and nutritional security, this
role remains insufficiently emphasized in livestock development projects and research, despite studies that show that
improving women’s access to agricultural inputs and services has enormous potential to boost food and nutritional
security.
Livestock ‘bads’ are making headlines, with increasing concern about the risks livestock pose. These include ‘zoonotic’
diseases transmitted from farm and wild animals to people and food-borne diseases caused by consumption of
unsafe milk, meat and eggs. Livestock also can damage the environment and contribute significantly to greenhouse
gas emissions that are causing global warming. Most of these livestock-associated global health and environmental
problems predominantly affect the world’s poorest people, who have limited livelihood choices and the least capacity
to cope with ill health and other shocks. Research-based interventions can impact the trajectory of these small-scale
livestock systems, making them safer and more sustainable as well as finer instruments for reducing severe poverty
and hunger.
Changing climate is damaging some rangelands, increasing the vulnerability of herders and others who depend on
livestock for their livelihoods, as well as changing disease risks and pathogen dynamics.
Globally, close to one billion people are undernourished and a further billion are overweight or obese, with rapidly
developing countries struggling to cope with both problems simultaneously.
Multi-partner CGIAR research programs provide ILRI with exciting opportunities: finding the right balance between
the institute’s leadership and participation in these multi-institutional programs and the rest of ILRI’s research
portfolio, and realizing complementarities between the two, is a major feature of the period covered by this strategy.
Recent advances in science, especially in the rapidly developing field of biotechnology, offer powerful new tools to
tackle previously intractable problems and increase productivity. The Biosciences eastern and central Africa (BecA)–
ILRI Hub is a partnership between ILRI and the Africa Union/New Partnership for Africa’s Development Planning
and Coordinating Agency. The Hub provides outstanding facilities and expertise that can leverage support for ILRI’s
biosciences research agenda as well as support research and capacity building among African research institutions,
CGIAR centres and global partners working on issues relevant to agricultural development in poor countries.
5Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
ILRI today—the second strategy
This corporate strategy does not steer ILRI into entirely new territory; rather it builds on the solid pro-poor
foundation provided by the previous strategy. It provides long-term, high-level, strategic direction and focus to guide
ILRI’s multi-year operational plans.
A point of departure from the previous strategy is that, together with partners, the institute takes increased
responsibility for more purposefully ensuring its research leads to developmental outcomes. It goes beyond research
outputs and solutions, good ideas, insightful analyses, better tools and practices, and successful pilot studies to more
intentionally achieving impact at scale—that is, helping to secure better lives through livestock for millions of people.
This strategy adopts a more balanced approach to livestock issues by acknowledging more explicitly that livestock can
generate harm as well as benefits. ILRI works to reduce livestock-mediated threats to the health of poor people and
their environments in systematic ways while at the same time working to increase the many benefits that livestock
provide them with.
The strategy recognizes that the livestock sector in developing countries is diverse and dynamic, with different
subsectors following very different trajectories. In livestock systems with great potential to grow, such as mixed crop-
livestock systems, ILRI focuses on how, under which circumstances, or indeed whether small-scale livestock producers
and related value chain actors can adapt to rapid growth, intense pressure to intensify, changing consumer demands,
and a more competitive environment while protecting the natural resource base. Where options for increasing
livestock productivity are more limited, such as in drylands, ILRI supports pastoral communities in protecting their
livestock assets, increasing their resilience and enhancing their stewardship of the natural resources on which they
depend. And where livestock systems have already intensified, ILRI plays a more limited role, focusing mainly on
options for mitigating threats to the health of people and the environment.
This strategy expands ILRI’s target clientele, which previously was largely restricted to poor livestock keepers. It
embraces all the main actors in animal-source food value chains, including small-scale input suppliers, producers,
processors and marketers, and addresses the needs of poor urban and rural consumers. Given a greater emphasis on
increasing food supply to reduce food insecurity, ILRI in some cases works with more commercially oriented farmers
and larger agri-business enterprises. This is because commercial enterprises can generate demand for services and
inputs that can also benefit poorer producers (smallholders or pastoralists).
The strategy places gender equity at its heart, recognizing the critical roles women play not only in raising livestock
and selling animal-source foods, but also in ensuring food and nutritional security, especially at the household level.
ILRI works with many partners to achieve its objectives. ILRI’s approach to partnerships is based on trust and
respect, mutual benefits and equitable relations. This strategy requires that ILRI furthers its strategic partnerships
with national research systems and deepens its engagement with development organizations and the private sector.
Where appropriate, ILRI fosters stronger alliances with other international organizations committed to pro-poor
development of the livestock sector. More generally, ILRI partners with organizations having expertise in areas such as
communication, advocacy and policy change, in catalysing coalitions and alliances, and in facilitating multi-stakeholder
networks and innovation systems.
6 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Strategic objectives
ILRI’s three strategic objectives, presented below, articulate the roles of the institute in its work with partners and
indicate the metrics by which ILRI will measure its progress in achieving these goals.
Strategic objective 1
ILRI and its partners develop, test, adapt and promote science-based practices that—being sustainable and
scalable—achieve better lives through livestock.
Metrics: Over a 5–10-year time period, livestock-related real income for 2.8 million people is increased by 30%, the
supply of safe animal-source foods in ILRI’s target sites/countries1
is increased 30%, and greenhouse gas emissions per
unit of livestock product produced are reduced. Simultaneously, in partnership with others, these results are scaled to
tens of millions more people.
Strategic objective 2
ILRI and its partners provide compelling scientific evidence in ways that persuade decision-makers—from farms to
boardrooms and parliaments—that smarter policies and bigger livestock investments can deliver significant socio-
economic, health and environmental dividends to both poor nations and households.
Metrics: Within a 10–15-year time frame, the share of agricultural budget investments in livestock in ILRI’s target
countries are brought at least 20% closer to livestock’s contribution to agricultural GDP. Increased investor
contributions to the livestock sector should drive greater representation of livestock commodities in development
efforts[. Metrics to assess underpinning changes in attitudes and behaviour are defined once ILRI has taken pilot
studies to scale in target countries.
Strategic objective 3
ILRI and its partners work to increase capacity among ILRI’s key stakeholders and the institute itself so that they can
make better use of livestock science and investments for better lives through livestock.
Metrics: ILRI has not previously articulated capacity development at this level or covering such a diversity of
engagement, spanning both institutions and individuals from farmers to local and global decision-makers. ILRI will
conduct a baseline assessment before specifying the exact metrics for this third strategic objective; the baseline will
specify the number of individuals and key institutions to have developed greater capacity to make greater use of
livestock research results—be it for better productivity on farms, improved environmental management or more
strategic use of development resources.
1 Target sites/countries refer to those where ILRI has significant activities, largely through its CGIAR research program portfolio as
described in appendix 2. It is anticipated these will expand and evolve over the period of this strategy.
7Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Critical success factors
Five performance areas are considered essential for ILRI to achieve its objectives. These critical success factors are:
1)	 get the science right,
2)	 influence decision-makers,
3)	 grow capacity,
4)	 secure sustainable and appropriate funding,
5)	 ensure ILRI is fit for purpose.
In addition, as a relatively small institute with a large global mandate, partnership remains the institute’s fundamental
modus operandi. This strategic plan requires that ILRI increase the range as well as number of its partners.
To develop meaningful as well as productive partnerships, careful consideration is given to the identification and
modalities of ILRI’s partnerships. ILRI’s 2008 Partnership Strategy2
highlights opportunities to strengthen partnerships
to ensure desired impact and influence.
Implementation
In addition to this strategy, which sets the overall direction for the institute (2013–2022), for each critical success
factor a multi-year operational plan sets out ILRI’s specific objectives and actions. Key among these plans is a research
strategy that defines research priorities and frames the high-level research questions ILRI addresses.
These plans, and their systematic review, make up part of the approach ILRI uses to monitor its operations and the
achievement of its strategic objectives.
2 http://mahider.ilri.org/handle/10568/566
8 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
ILRI strategy 2013–2022
9Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Introduction
The International Livestock Research Institute (ILRI) is a complex organization with a global mandate for livestock
research for development that intersects with actors from farmers to global investors, spans several continents
and interacts with research and development communities. This strategy provides overall institutional direction. It
recognizes that the details of research operations and how the organization works may change within these broad
parameters. It provides the boundaries for ILRI over the 10-year period. It provides a framework for choosing
activities to pursue and not to pursue, for guiding operational and functional planning, for allocating resources and for
monitoring progress. It is not a functional or operational plan, but rather provides the framework under which these
are developed for key performance areas.
This strategy has three key elements: an analysis of the internal and external context within which ILRI operates; three
strategic objectives that respond to this context; and a set of key performance areas, termed critical success factors,
that are vital to the achievement of the strategic objectives.
The global context in which ILRI operates
This ILRI strategy covers a period when the world faces major challenges in feeding its growing population and when
there is high uncertainty about how global forces affect agriculture and food production.3
Some estimates anticipate
that a 50–70% increase in food productivity will be needed to ensure the world is not hungry by 2050, and this needs
to be achieved without detriment to the environment (Ingram et al. 2010). This is especially true for developing
countries, where the problems of feeding poor people have been highlighted by recent food price shocks, with the
expectation of more and sustained rises in food prices.
At the same time, poverty remains a major development challenge, with only a handful of countries meeting the
first Millennium Development Goal, to eradicate extreme poverty and hunger by 2015 (Montpellier Panel 2012).
Food security is high on the agenda, with almost one billion people malnourished today and a population expected
to continue to rise through the year 2050, meaning an additional 2.5 billion people to feed by mid-century—many
of whom will be in developing countries and among the world’s poorest people. Poverty and malnutrition are
inextricably linked, with the majority of the world’s poor being found in rural populations, highly dependent on
agriculture, including livestock (FAO 2012).
There is significant potential for livestock research to address these problems. Globally, livestock products comprise
four of the five highest value agricultural commodities. Livestock in many developing countries contribute up to 40%
of total agricultural GDP (see for example Thornton 2010, Behnke and Metaferia 2011) and this share is growing in
many countries at twice the rate of the crop sector. The yield gaps between current and potential productivity in
developing countries—an area where research can make a big impact—are up to 130% for beef and 430% for milk.
3 http://www.ifpri.org/publication/2012-global-hunger-index
10 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
These yield gaps in livestock systems are generally considerably greater than those in crop-based farming systems.
Feed deficits in these countries, for example, mean that many animals only reach 50–70% of their genetic potential.
Similarly, animal diseases regularly lower productivity and kill animals outright, with up to 20% of mortality in young
animals attributed to diseases. Thus, significant opportunities exist to increase livestock productivity in developing
countries by developing and applying science-based improvements in animal feeding, breeding and health.
Where incomes rise, people often over-consume fatty red meat and other animal-source foods, which can result in
major health problems. Many of the world’s poor, however, do not have enough animal-source foods in their diets for
their adequate nutrition and the optimal cognitive development of their children (Randolph et al. 2007).
Although half the world’s population will soon live in urban areas, there remain considerable numbers in rural areas
in developing countries who depend for food on small-scale farming, with livestock an integral part of such systems
(IFAD 2011). Such so-called ‘mixed’ crop-and-livestock systems provide over half the world’s food. Nonetheless,
global policy continues to place highest priority on large-scale food production from crops. Moreover, an under-
appreciation of the different roles of livestock worldwide, coupled with negative perceptions of livestock farming
driven largely by concerns in rich countries about global warming, environmental damage and the health of those over-
consuming meat and other livestock foods, have led to a squandering of opportunities for the livestock sector to play
a significant role in addressing global development issues.
11Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Vision and mission
ILRI envisions a world where all people have access to enough food and livelihood options
to fulfil their potential.
ILRI’s mission is to improve food and nutritional security and to reduce poverty in
developing countries through research for efficient, safe and sustainable use of livestock—
ensuring better lives through livestock.
12 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
ILRI’s roles and realities
This assessment of ILRI’s internal environment considers the science and lessons the institute has to build on, its
current priorities and competencies and its roles in CGIAR.
Process leading to this strategy
In 2002, after internal and external consultations, ILRI modified its strategy to 2010, Livestock—A pathway out of
poverty (ILRI 2002). Since late 2011, ILRI has undertaken an extensive internal and external consultation process to
review its past achievements and lessons and to learn from a wide and diverse group of stakeholders how to position
itself for the future. The process began in late 2011, when ILRI hosted and facilitated a ‘Livestock Exchange’ event in
which staff, partners and other stakeholders reviewed the achievements, challenges, changes and lessons learned in
ILRI’s research over the previous decade to help prepare ILRI for its future challenges and the strategy development
process.4
For much of 2012, a diversity of facilitated on-line and face-to-face consultations and commentaries has
contributed to this strategy. For further details on the strategy development process, see appendices 1, 4 and 5.
Lessons and achievements for ILRI, highlighted in various engagements with partners, include the institute’s continued
evolution from a ‘livestock research centre of excellence’ to a development-outcome-driven ‘livestock research-for-
development partner’. Also stressed by ILRI’s stakeholders was the need for the institute to increase its partnership
efforts even more in future, ensuring that they are productive, beneficial and cost-effective. Beyond its core ‘research’
mandate, other areas seen as integral to ILRI’s work are capacity development, high-quality communications and
knowledge sharing, and the empowerment of poor women. Many people commented on the need to better balance
ILRI’s livestock agenda to address both the harms and benefits derived from livestock. Some discussed the need to
better integrate the whole of ILRI’s agenda—from its ‘hard’ biosciences to its ‘soft’ applications—to ensure that
the whole of the institute is greater than the sum of its parts. ILRI’s strengths in agricultural systems approaches,
smallholder participation in markets and mainstreaming gender issues were acknowledged. Recognition continued that
there are ‘no silver bullets’ to solving the agricultural development challenges of the developing world.
ILRI’s roles, priorities and competencies
ILRI works in partnerships and alliances with other national and international organizations in livestock research,
training and information. ILRI currently works in tropical developing regions of Africa and Asia, with its headquarters
in Nairobi, Kenya, a principal site in Addis Ababa, Ethiopia, and staff based elsewhere in sub-Saharan Africa and in
South, Southeast and East Asia. The institute’s key competencies span a range of biophysical, economic and social
livestock-focused science, with communications, knowledge management, capacity development and partnership units
integrated and supporting the research groups.
4 http://mahider.ilri.org/handle/10568/10593
13Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
The Biosciences east and central Africa (BecA)-ILRI Hub—a regional research platform5
managed and hosted by
ILRI at its Nairobi campus—is a ground-breaking, timely initiative fostering and accelerating the contribution of
bioscience to Africa’s agricultural development. Led by ILRI and the Africa Union/New Partnership for Africa’s
Development Planning and Coordinating Agency, it supports research and capacity development partnerships
among CGIAR and other African and global institutions working for Africa’s agricultural development, particularly
the Comprehensive Africa Agriculture Development Program (CAADP). The Hub’s shared platform is leveraged to
support implementation of ILRI’s biosciences research agenda and the CGIAR research programs more broadly. The
BecA-ILRI Hub also has a significant role in capacity development activities of ILRI and CGIAR.
ILRI’s role is to help bring about change in livestock-related practice, policy and investment by generating scientific
knowledge, exerting influence and developing capacity for more equitable, broad-based and sustainable livestock
development. ILRI has a unique global mandate to do this and draws on the expertise and relationships it has
developed over almost four decades of operation. In line with the CGIAR strategy and results framework, ILRI
assumes responsibility for ensuring that its research outputs translate into outcomes that lead to development impacts
in the form of significant benefits for poor communities, nations and regions.
Because ILRI’s business is livestock science for development, ILRI also needs to listen to and influence others to
ensure that its research is both relevant and seen to be relevant by others.
ILRI’s core scientific competencies span the full breadth of livestock science, from the three traditional ‘pillars’ of
livestock production—livestock health, genetics and feeds—which lie mostly in the biosciences, to social sciences
(e.g. socio-economics and gender studies), economics (livestock markets, value chains, trade, policies), livestock food
safety and nutrition, epidemiology and impacts of ‘zoonotic’ (animal-to-human) diseases, and environmental sciences
(livestock and land degradation, water use, climate change, environmental services). With such diverse disciplines
conducted under ‘one roof’, the opportunity and challenge for ILRI is to integrate (from within and outside the
institute) the knowledge, expertise and paradigms in productive ‘systems-level’ thinking, approaches, options and
solutions to improve food security and reduce poverty (box 1).
5 http://hub.africabiosciences.org/
14 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Box 1. ILRI’s scientific competencies and areas of investment
This strategy broadens ILRI’s research portfolio to include greater attention to food security and human nutrition,
influencing policy and tackling a wider range of environmental issues. The research portfolio includes, but is not
limited to:
Biosciences
•	 Vaccines: Improving existing vaccines and developing new vaccines, with a focus on important developing-world
diseases of ruminants and pigs.
•	 Genomics: Enhancing disease resistance, improving animal productivity, discovering and tracking pathogens and
determining their diversity, delivering novel livestock genetics and reproductive technologies.
•	 Breeding: Matching appropriate breeds with diverse production systems, developing new systems for production
and delivery of improved genetics to smallholders, identifying disease-resistance and performance traits in
poultry breeds indigenous in the developing world.
•	 Feeds: Developing better adapted, more productive and more disease-resistant livestock forages and providing
small-scale farmers with dual-purpose crops that better feed livestock as well as people.
•	 	ILRI-BecA Hub: Building Africa’s capacity to use and conduct biotechnology research for improved agriculture.
Integrated sciences
•	 	Gender and equity: Ensuring livestock income and assets for women and other marginalized groups.
•	 	Value chains and innovation systems: Identifying constraints and appropriate interventions to improve livestock
value chain performance for the poor.
•	 Policy, investment and trade: Assessing policy and investment options for pro-poor livestock development and
using evidence to raise awareness among decision-makers of important local and national roles of livestock.
•	 	Zoonotic diseases and food safety: Mitigating human health risks from livestock and livestock products in value
chains and production systems.
•	 	Feeding strategies: Improving food-feed crops and making best use of existing and potential forages and crop
residues available to the poor.
•	 Livestock and environment: Assessing impacts of climate on livestock systems and determining appropriate climate
change adaptation and mitigation strategies, including natural resource management at the farm and landscape
levels.
•	 Resilience in vulnerable systems: Developing new mechanisms and options for mitigating risks of livestock
producers, paying livestock communities for their environmental services and restoring degraded rangelands.
15Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
ILRI strategy and the CGIAR Consortium
ILRI’s strategy and its roles in the CGIAR research programs are synergistic, each adding value to each other. The
strategy describes ILRI’s vision, mission and strategic objectives; the research strategy to address the critical success
factors articulates the coherent portfolio of livestock science ILRI delivers to the eight CGIAR research programs
(see box 2 below) that it participates in or leads. ILRI’s strategy also enables the institute to influence the further
development and implementation of the livestock agenda through the prioritization of activities in the CGIAR research
programs.
As a member of the CGIAR Consortium, ILRI contributes to further articulation of the CGIAR strategy and results
framework6
using the institute’s strategy to further the livestock agenda within this, as well as furthering overall
CGIAR aspirations. ILRI’s facilitation of cross-centre collaboration through engagement of multiple centres at its
Nairobi and Addis Ababa campuses provides a prime example of this role.
6 http://www.cgiar.org/our-research
Box 2. ILRI in the CGIAR research programs
CGIAR Research Program on Dryland Systems (led by ICARDA). ILRI conducts research on mitigating
vulnerability (related to payments for ecosystem services, and options for livestock insurance among others);
sustainable intensification of crop–livestock systems including trade-offs and system analyses and work on innovation
systems and livestock–gender interactions.
CGIAR Research Program on the Humid Tropics (led by IITA). ILRI conducts research on sustainable
intensification in crop–livestock systems, including trade off and systems analyses; livestock environment research
using innovation approaches and integrating livestock–gender interactions.
CGIAR Research Program on Policy, Institutions and Markets (led by IFPRI). ILRI’s research in this program
covers value chains, systems and gender analyses.
CGIAR Research Program on Livestock and Fish (led by ILRI, together with the WorldFish Center, CIAT,
and ICARDA). The program aims to increase the productivity of small-scale livestock and fish systems in sustainable
ways, making meat, milk and fish more available and affordable across the developing world. In doing so, it will reduce
poverty through greater participation by the poor along animal source food value chains. It focuses on nine livestock/
aquaculture value chains: dairy in Tanzania and India; small ruminants in Mali and Ethiopia; pigs in Vietnam and Uganda;
dual purpose cattle in Nicaragua and aquaculture in Uganda and Egypt. Research components cover animal feeds,
breeding and genetics, health, value chain development, gender and learning, and targeting.
CGIAR Research Program on Agriculture, Nutrition and Health (led by IFPRI). ILRI leads a component of
this research program on the prevention and control of agriculture associated diseases, which includes aspects of food
borne diseases, zoonoses and emerging infectious diseases.
CGIAR Research Program Water, Land and Ecosystems (led by IWMI). ILRI research in this program focuses
largely on livestock water interactions in relation to crop–livestock systems in the Nile and Volta basins. Research on
payments for ecosystem services and other aspects of dryland pastoral systems may also be addressed.
CGIAR Research Program on Climate Change, Agriculture and Food Security (led by CIAT). ILRI’s
research includes systems analyses, macro and household level modelling; climate change adaptation and mitigation
strategies in livestock systems.
CGIAR Research Program for Managing and Sustaining Crop Collections. ILRI’s forage genebank in Ethiopia
is supported through this CGIAR partnership with the Global Crop Diversity Trust.
16 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Strategic directions, 2013–2022
The overall focus of ILRI’s research in this strategy is articulated in the tagline better lives through livestock. This
strategy incorporates a number of changes from the previous strategy, summarized in the table below.
Issue ILRI strategy 2002–2012 ILRI strategy 2013–2022
What ILRI aims to achieve
Overlap between
strategy and
operational plans
Former strategy included
operational details, some of which
became obsolete when the context
changed.
Current strategy focuses on a long-term high-level agenda;
detailed operational plans address how the strategy is
delivered.
Impact target Overall focus on poverty alleviation. Current strategy goes beyond ‘pathways out of poverty’
to include global food supply, food and nutritional security,
job creation and linking small-scale actors to large-scale
enterprises.
How ILRI works
Output–outcome–
impact continuum
A growing recognition that research
needs to deliver not just outputs
but also outcomes. Considerable
variation across the institute as to
the extent to which this was utilized
to frame high-priority activities.
More emphasis on purposefully ensuring that research leads
to developmental outcomes and impacts.
A few research-for-development
projects that were invaluable
learning experiences helped clarify
the role and positioning of ILRI.
Embedding research in larger development projects in
which research serves a small, albeit critical, role.
Partnerships, communications, knowledge management,
gender and capacity development are integral parts of the
research-for-development agenda.
Accountability Accountability for outputs and
deliverables:Although outcomes
were recognized as vital, the
emphasis was on ensuring that the
likelihood of outcomes was good.
ILRI holds itself accountable for the attainment of
measurable outcomes and impacts.
Attribution Increasing recognition of partners’
roles vis-à-vis those of ILRI, at times
in relation to outcome and impact
pathway thinking.
Strategic objectives go beyond what ILRI as a research
institute can achieve alone: to track progress towards
desired impacts, ILRI has to know what is changing, not
how ILRI is changing it—this can only be achieved with the
concerted effort of a broader set of partners.
Alignment within the
institute
The whole institute worked
towards a single goal; however,
articulation of relationships between
the research, support and other
operations was not specific.
Specific, measurable indicators that allow for alignment and
monitoring of every part of the institute’s business.
17Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Issue ILRI strategy 2002–2012 ILRI strategy 2013–2022
ILRI’s research portfolio
Balancing benefits
and risks
Emphasis on the benefits of
livestock, especially for poverty
reduction.
Increased recognition that keeping livestock has benefits
and risks, and that a balanced approach is required that
takes account of livestock’s impact on the environment, on
human health and of potential inequities.
Diversity of livestock
systems
Different research priorities for
different systems, notably crop–
livestock and pastoral systems.
Articulation and use of different livestock sector
trajectories, which are dynamic, forward looking and based
on more than biophysical conditions alone. No ‘one size fits
all’.
Diversity of strengths Recognition of ILRI’s strengths
in systems, gender, resilience,
biosciences.
Bringing ILRI’s strengths together—from high-end
biosciences to social, value chain and gender research—
notably to contribute to CGIAR research program
outcomes.
Research-for-
development approach
Focus on practice—transforming
livestock actions on the ground.
In addition to practice, focus on policy decision-
making, investments at different levels—all of which are
complementary but require different research approaches.
Research on human
health and nutrition
An emerging recognition of the
importance of the intersection of
livestock and human health, mainly
involving zoonoses and food safety
work in markets and value chains.
Livestock and human health and nutrition intersection has
much higher visibility as a high-priority research area, with
the nutritional dimension potentially expanding.
Gender Varied inclusion and attention
to gender across the institute’s
portfolio.
Mainstreaming of ILRI gender strategy such that gender
equity is at the heart of all the institute’s work.
Species focus Focus on ruminants—cattle and
small ruminants in particular.
As the monogastric sector is the fastest growing livestock
subsector in much of the world, smallholder pig value
chains added to the portfolio. More robust analysis of
opportunities for pro-poor research in relation to the
livestock system trajectories including pig and poultry
sectors.
With and for whom ILRI works
Clientele Main focus on poor livestock
producers.
Includes all main actors in animal-source food value chains,
diverse livestock community stakeholders and addresses
needs of poor urban and rural consumers.
Partnerships Increasing recognition of the role
of a diversity of partners. Many
partners with diverse roles, ranging
from major strategic partners,
with whom there is a multi-faceted
engagement around priority topics,
to ‘collaborators’ who deliver a
particular result. Little recognition of
this diversity.
Strategic partnerships with national agricultural research
systems; a deeper engagement with development
organizations and the private sector; and partners with
expertise in communication, advocacy, policy change,
catalysing coalitions and alliances, and facilitating multi-
stakeholder networks and innovations systems.
Capacity
development
Largely focused on individual
engagement, principally (but not
only) through graduate students.
More attention to helping individuals and institutions in
developing countries further develop their capacities in the
livestock sector; without this, people and institutions are
not able to absorb and fully use the outputs generated by
ILRI and many other organizations.
18 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Strategic issues
Using broad external and internal consultations (appendices 1, 4 and 5), ILRI has distilled an analysis of the
environment it is likely to face in the next 10–15 years, summarized here as nine strategic issues that ILRI must
address if it is to achieve its mission.
1.	 The twin challenges facing agriculture today are addressing the growing levels of food and nutritional
insecurity, especially among the poor in developing countries. Almost one billion people were undernourished
in 2010 (FAO 2012). The vital role of small-scale livestock production and marketing systems in meeting
these food and nutrition challenges, and doing so sustainably and equitably, has not yet been a high priority for
policymakers and investors.
2.	 ILRI and its partners need to demonstrate that livestock systems can help reduce food, nutrition, economic and
environmental insecurity on a significant scale by reaching much larger numbers of people.
3.	 While there is growing recognition of the significant role of women in increasing food security and reducing
poverty, this opportunity has not yet been realized, particularly in the livestock sector.
4.	 The rural poor in developing countries are not a homogeneous group. Challenges and opportunities for the
poor engaged in livestock systems differ according to their circumstances and require different approaches
according to potential growth trajectories (see below).
5.	 Environmental and human health problems associated with livestock production and products are
causing increasing concern in industrialized nations. If the livestock sector is to fulfil its potential in alleviating
food insecurity and poverty, such concerns must be addressed in a balanced way as livestock systems evolve in
developing countries.
6.	 Recent developments in new science and technologies offer new ways to make rapid progress in tackling
livestock challenges in the developing world.
7.	Although livestock represent as much as 40% of agricultural GDP in many developing countries, the
sector receives a much smaller proportion of funding for agricultural development and barely features in key
policies.
8.	 The greater investment in livestock that is needed requires a greater capacity in developing countries and
donor agencies to support livestock development and incorporate livestock development plans, respectively.
9.	 To take on these and other challenges, ILRI must ensure that it is fit for purpose—that every part of the
institute is focused on achieving its mission and aligned in ways to accomplish that.
19Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Livestock subsector trajectories
This strategy expands the previous focus to include livestock-based options that help people to meet their food and
nutritional as well as economic needs while mitigating their livestock-associated environmental and health threats.
It recognizes three scenarios of livestock systems change, but focuses ILRI’s efforts on the first two, in particular the
first. These were chosen based on the likely transformations of major livestock systems of the poor in this decade and
livestock-sector growth scenarios derived largely from a High-Level Consultation for a Global Livestock Agenda to
2020, co-convened by ILRI and the World Bank in early 2012.7
Strong growth systems: There is urgent need to develop sustainable food systems that deliver key animal-
source nutrients to the poor while facilitating a structural transition in the livestock sector of developing countries.
This entails a transition from most smallholders keeping livestock in low-productive systems to eventually fewer
households raising more productive animals in more efficient, intensive and market-linked systems. These mostly
mixed smallholder systems now provide significant animal and crop products in the developing world and are likely
to grow the most in aggregate. In many parts of Africa and Asia, the transition is happening slowly, with smallholder
marketing systems still largely informal, although there are pockets of more rapid change in higher potential systems
with good market access.
ILRI and its partners are working to make this transition as broad-based as possible, helping those who can to
continue on their path to sustainable, highly productive and resource-efficient smallholder systems, or to accumulate
sufficient capital to exit from agriculture without falling back into poverty. This research aims to develop and up-
scale practices, strategies and policies that support inclusive growth and maximize the wellbeing of people and the
environment, now and in the future.
Fragile growth systems: It will not be possible to create the same level of opportunities for rapid, market
focused growth for all poor livestock keepers, especially in areas where growth in productivity is severely limited
by remoteness, harsh climates or environments, or by poor institutions, infrastructure and market access. In these
livestock systems, what is urgently needed are nuanced approaches that, where appropriate, help achieve incremental
growth in livestock production and market engagement that matches well with the natural resource base. In other
situations, rather than productivity, the emphasis will need to be on enhancing the important role livestock play in
increasing the resilience of people, communities and environments to variability in weather, markets or resource
demands. Livestock research will help people make better use of their livestock-based livelihoods to feed their families
and communities, protect their assets and conserve their natural resources.
High growth with externalities: In parts of some developing countries, particularly in Asia, where dynamic
markets and increasingly skilled human resources are already driving strong growth in livestock production, fast-
changing small-scale livestock systems may be damaging the environment, exposing their communities to increased
public health risks, and furthermore excluding participation of those livestock keepers and sellers living in deepest
poverty. In these circumstances, what is urgently needed is an understanding and anticipation of all possible negative
impacts of small-scale livestock intensification. Research can help promote or generate the incentives, technologies,
strategies and product and organizational innovations that will mitigate health and environment risks while supporting
the poorest people to comply with increasingly stringent livestock market standards.
7 http://mahider.ilri.org/handle/10568/16716
20 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Strategic objectives
ILRI’s three strategic objectives, presented below, articulate the roles of the institute in its work with partners and
indicate the metrics by which ILRI will measure its progress in achieving these goals.
Strategic objective 1
ILRI and its partners develop, test, adapt and promote science-based practices that—being sustainable and
scalable—achieve better lives through livestock.
Metrics: Over a 5–10-year time period, livestock-related real income for 2.8 million people is increased by 30%, the
supply of safe animal-source foods in ILRI’s target sites/countries8
is increased 30%, and greenhouse gas emissions per
unit of livestock product produced are reduced. Simultaneously, in partnership with others, these results are scaled to
tens of millions more people.
Strategic objective 2
ILRI and its partners provide compelling scientific evidence in ways that persuade decision-makers—from farms to
boardrooms and parliaments—that smarter policies and bigger livestock investments can deliver significant socio-
economic, health and environmental dividends to both poor nations and households.
Metrics: Within a 10–15-year time frame, the share of agricultural budget investments in livestock in ILRI’s target
countries are brought at least 20% closer to livestock’s contribution to agricultural GDP. Increased investor
contributions to the livestock sector should drive greater representation of livestock commodities in development
efforts[. Metrics to assess underpinning changes in attitudes and behaviour are defined once ILRI has taken pilot
studies to scale in target countries.
Strategic objective 3
ILRI and its partners work to increase capacity among ILRI’s key stakeholders and the institute itself so that they can
make better use of livestock science and investments for better lives through livestock.
Metrics: ILRI has not previously articulated capacity development at this level or covering such a diversity of
engagement, spanning both institutions and individuals from farmers to local and global decision-makers. ILRI will
conduct a baseline assessment before specifying the exact metrics for this third strategic objective; the baseline will
8 Target sites/countries refer to those where ILRI has significant activities, largely through its CGIAR research program portfolio as
described in appendix 2. It is anticipated these will expand and evolve over the period of this strategy.
21Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
specify the number of individuals and key institutions to have developed greater capacity to make greater use of
livestock research results—be it for better productivity on farms, improved environmental management or more
strategic use of development resources.
The three strategic objectives interact, and the anticipated progress and milestones towards each contribute towards
the others. Achieving changes in income and food security at a significant scale demands changes in practices by many
actors—from farmers, development agents and NGOs to livestock researchers (including and importantly ILRI itself).
This calls for increased capacities among this diversity of individuals and institutions to interact, to be informed by
and use evidence. Investments in livestock—whether by smallholder farmers themselves or global decision-makers—
requires that evidence is measured and articulated to provide a compelling case for behaviour change. Such evidence
must also be translated into information that those making investment decisions use to enable further expansion and
scaling-up of piloted approaches (see box 3 next page).
Figure 1 depicts and provides some examples of these interdependencies. It is important to stress that while there are
internal milestones that enable ILRI to assess its progress, none of these can be achieved without considerable and
very diverse partnerships in which ILRI itself is often a relatively small player.
Figure 1: Strategic objectives and indicative milestones
The figure shows ILRI’s three mutually reinforcing strategic objectives, with examples of milestones that would be
delivered through the successful application of science results. For clarity, details of the many interactions, forward
and backward links, are not included in the figure; likewise, it does not attempt to indicate which science contributes
where, which is complex and multifaceted. For example, ILRI and partners’ research on livestock productivity, arising
through both high-end biosciences and field-level work in feeds, genomics and breeding, animal health, zoonoses and
22 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
the environment would all contribute to pipeline technologies. As new technological solutions arise, these, too, would
feed into the interventions assembled and applied at scale. Research on value chains, innovations and gender ensure
that interventions are appropriate and relevant for farmers, producers and others making decisions at ground level.
Foresight and scenario research using global assessments and the results of piloting best-bet interventions provide
information important for informing those making investment decisions at national levels and beyond. The tools of
monitoring, learning and impact assessment are important throughout and new research approaches to ensure such
work in the sphere of complex interactions are required.
As currently designed, the multi-institutional research programs of CGIAR encompass some but not the entirety of
the work required for ILRI to achieve its three strategic objectives. ILRI therefore conducts some research on issues
that may lie outside the CGIAR research program agendas (although within the boundaries of the CGIAR strategy
and results framework). Over time, it also works towards having an increasingly larger share of its global pro-poor
livestock research agenda incorporated into relevant CGIAR research programs.
Box 3.What are the ‘practices’ and who are the ‘decision-makers’ ILRI aims to influence?
ILRI’s use of the terms ‘practice’ and ‘decision-makers’ in this strategy encompasses a wide range of scales and
groups. The following are examples of these wide ranges in livestock systems with high potential for growth and in
those where increasing resilience rather than productivity is paramount.
Where there exists high potential for economic growth in mixed crop-and-livestock systems of developing
countries, ‘inclusive growth’ for poverty reduction and food security can often be achieved through the development
of pro-poor livestock value chains. Here, improving practice refers to the uptake of technologies and institutional
innovations that (1) increase on-farm livestock productivity in smallholder production systems as well as (2)
efficiencies in their associated market channels, (3) improve the equitable distribution of benefits generated through
more livestock employment and income, and (4) minimize livestock threats to the environment and public health.
The men and women decision-makers who adopt these practices include not only the livestock keepers and market
agents who handle livestock and their products, but also the individuals, businesses and government agencies that
support the value chain through the products and services they supply such as feed, veterinary care and public health
regulation.
In dryland pastoral and agropastoral systems, where harsh and highly variable climates pose considerable risk of loss
of livestock assets, both household income and food security can be protected against climate shocks by improved
practices. In the case of drought, these might include making index-based livestock insurance available to livestock
herders, conducting early de-stocking in conjunction with private traders, and making better use of functioning
livestock markets. In the case of flooding, which can trigger outbreaks of economically important livestock and
zoonotic diseases such as Rift Valley fever, better practice might entail more reliable predictive climate models used
in conjunction with early livestock vaccination campaigns to prevent regional market closures able to devastate
the livelihoods of livestock producers, traders and others. Changes in practice here would depend on choices
made by decision-makers including local men and women livestock pastoralists and agro-pastoralists, market agents
and slaughterhouse personnel as well as those at regional and global levels whose actions, policies and investment
decisions impact small-scale dryland livestock systems and enterprises.
Changes in practice thus span a range of choices made by decision-makers at all levels, from livestock producers
(men and women in both small-scale and extensive production systems), to market agents and others intimately
engaged with raising, selling and consuming animals and their products, through to those at local, regional and global
levels whose development actions, policy and investment decisions impact the livestock sector.
23Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Strategic choices and principles
Developing-country livestock producers and their communities are diverse, a result not only of their dramatically
different ecological settings (ranging from tropical drylands to temperate and humid tropics and highlands) but also
of their very different livestock production systems. As described previously, some livestock sectors are growing
strongly and provide continuing opportunities for smallholders to improve their lives and livelihoods. Other systems
are accelerating so fast that they are raising concerns about the environmental and health costs of the livestock
systems. Yet others, often in remote or marginal environments, are experiencing fragile growth at best, and in these
circumstances, helping livestock people enhance their adaptive capacity and that of their animals and environments to
climate change and other kinds of shocks should be a primary focus.
Going beyond the poverty-reduction focus of its past requires that ILRI does two things:
•	 Broaden its target beneficiaries to include other value chain and civil society actors, and poor urban as well as rural
consumers.
•	 	Pilot forward-looking interventions for the livestock farmers of the future and support more comprehensive food-
system productivity and supply to consumers. ILRI works not only with the smallest scale farmers but also with
more commercially oriented livestock producers and value chain actors.
In 2013, ILRI had offices in countries spanning sub-Saharan Africa, South, Southeast and East Asia. It implements, and
partners with, livestock-research-for-development projects in many more countries within these key regions. The
institute’s geographic focus was determined mainly by a previous strategic assessment that identified the regions and
countries with the most poor livestock keepers (Thornton et al. 2002); a more recent assessment (Robinson et al.
2011) indicates that these regions still dominate in this respect.
To prioritize the geographic and commodity focus for this strategy, new empirical assessments as part of the critical
success factor on science (below) inform ILRI’s choice of research locations and high-priority species. This includes
identifying where (1) small-scale livestock production systems and commodities are likely to change most rapidly,
thus providing research opportunities for transforming livestock value chains in transition for improved food security
and poverty alleviation and (2) a focus on increasing resilience will have the greatest potential (appendix 4). It is not
anticipated that ILRI will establish significant presence in new locations, but rather that these assessments inform the
locations, livestock species and commodity focus of small, strategically located teams operating together with key
partners.
ILRI’s participation in CGIAR research programs with global reach influence the choices of the institute’s research
locations and priority commodities. The ILRI-led CGIAR Research Program on Livestock and Fish focuses on high-
priority value chain development of small-scale dairy, small ruminant and pig production, and is based on several
assessments of their potential (http://livestockfish.cgiar.org, Staal et al. 2009).
24 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
ILRI’s previous long-term strategy (2002–2010) focused predominantly on the benefits of livestock for the poor,
indeed, on livestock ‘as a pathway out of poverty’. Now, ILRI more directly addresses the negative as well as positive
impacts of livestock, especially with regard to the environment (e.g. land and water degradation and greenhouse gas
emissions due to livestock), opportunities to reduce livestock’s environmental footprint and human health problems
(zoonotic diseases and livestock-food-borne illnesses) in a balanced way as an integral part of the research agenda.
ILRI is proactive in responding to the development agenda and, while not undertaking development actions itself, ensures
that its research outputs lead to research outcomes that impact on development challenges. Using approaches such as
impact pathways and outcome logic require that ILRI make better use of expertise in such areas as partnerships, capacity
building, communication, knowledge management and gender.
As a relatively small institute with a large global mandate—to conduct livestock research for development—
partnership remains the institute’s fundamental modus operandi. ILRI’s partners may be thought of as the institute’s
‘co-implementers’; these include farmers and others engaged in livestock raising and marketing, development agencies,
non-governmental organizations, national research programs. ILRI itself is also often a partner in much larger
initiatives. One helpful construct may be to think of partners and those who make decisions about changing practice in
the categories of ‘implementers’ and ‘enablers’.
Implementers are those who take, often co-creating, research results and use them on the ground—farmers and
others engaged in livestock raising and marketing, development agencies, NGOs, national research programs, as
well as those who implement research, alongside or in a complementary fashion to ILRI itself. Enablers include
policymakers at all levels, from community to national, regional and international levels; this category also
encompasses men and women’s farmer groups, cooperatives and associations.
The role of women in agriculture is central, with recent results estimating that improving women’s access to inputs
and services has the potential to reduce the number of malnourished people in the world by 100–150 million (FAO
2012). This is particularly true in the livestock sector, where women often are responsible for raising animals and
processing and selling their food products. ILRI’s gender strategy, which provides a framework for implementing
gender-balanced research.9
Incorporating a balanced gender portfolio is integral to the operational plans emanating
from critical success factors, especially those addressing science and fit for purpose. Beyond specifically addressing
gender, other issues of equity spanning opportunities for the youth and other potentially disadvantaged groups are
also addressed.
9 http://mahider.ilri.org/handle/10568/16688
25Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Critical success factors
To achieve its three strategic objectives, ILRI must excel in five performance areas, referred to here as critical
success factors. These were identified in a 2012 analysis of both the external environment (appendix 1) and ILRI’s
then strengths and weaknesses (appendix 6). Our determination of these mutually supporting critical success factors
recognizes the need for ILRI to act as one of many players in responding to the challenges to be addressed if the
institute is to achieve its aspirational strategic objectives. They also provide the institute with a structured way of
planning and subsequently monitoring these key areas. The critical success factors provide a bridge between the
institute’s three strategic objectives and the operational frameworks for each of these (figure 2).
Below, each of the five critical success factors is defined with a brief description of why it is essential, what it involves
and how it is operationalized. The set of critical success factors provides the means for ILRI to focus every dimension
of its operations on achieving the institute’s strategic objectives, as well as to oversee and monitor the whole institute.
Partnership is key to all of these. To develop meaningful as well as productive partnerships, more careful consideration
is given to the identification and modalities of partnerships, including a plan to help identify strategic and other kinds of
partners as well as guidelines and tools to operationalize and manage partnerships for impact and influence (see box 5).
Figure 2. Intersecting critical success factors
26 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Get the science right
ILRI’s ability to achieve its strategic objectives depends heavily on implementing excellent livestock science to provide
high-quality empirical evidence and to address the most relevant science questions, spanning technology solutions and
how and for whom research results are used, i.e. science-based solutions that enable ILRI to improve food security
and reduce poverty on the scale specified in the first strategic objective.
This is delivered through a multi-year rolling research strategy and operational plan that determines:
•	 What ILRI’s research agenda and focus should be, including:
•	 	ILRI’s commitments to CGIAR research programs
•	 end beneficiaries
•	 research site locations
•	 species targeted
•	 high-level research questions to be addressed
•	 how ILRI’s research priorities are set, monitored and assessed, including specifying the balance between the
generation of new knowledge and knowledge sharing and applications
•	 what individual skills and institutional capabilities ILRI needs to deliver on its research agenda
•	 the timetable of actions to implement the research strategy
The research strategy is used to develop rolling operational plans for 12–18 month periods.
Influence practice, policy and choices of key decision-makers to
address the use of livestock in developing countries
To achieve its strategic objectives, ILRI needs to influence the choices of decision-makers and investors and catalyse changes
in the strategies and practices of a large set of livestock system actors and livestock producers themselves. Outcomes
involving changes in behaviour are essential for the institute to significantly increase food security and reduce poverty.
Success in the first critical factor, on generating solid evidence and delivering high-quality and relevant science products, is
certainly key but is clearly insufficient. ILRI also needs to ensure that its science products influence others and have impacts.
Being intentional about listening to and influencing decision-makers requires that the institute invests time in evaluating the
issues and target groups before articulating its rolling operational plans that spell out the institute’s specific research capacity in
the areas of policy, investment and foresight (as part of the science operational plan), as well as generating the evidence needed
to inform livestock-sector policies and investments. Approaches to advocacy, communications and partnerships are determined
using outcome mapping and other pragmatic tools for planning outputs-to-outcomes-to-impacts.
27Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Grow the capacity to support appropriate livestock
development and investment in developing countries
To avoid the risk that ILRI’s research and development activities could be isolated and one-time interventions, and
to bring about sustained change and ensure impact at scale beyond conventional project lifespans, a critical mass of
people and organizations has to be equipped with the skills to design, implement and maintain appropriate livestock
research and development initiatives. 
For ILRI, capacity development entails the development of attitudes, skills and institutional arrangements as
well as knowledge. ILRI works not only with individuals, organizations and institutions engaged in research and
development directly but also with those making agricultural investment decisions at all levels. ILRI views its
capacity development work as integral to successful livestock research for development (see box 4). It refers to
the intentional and purpose-driven efforts to increase the capability of researchers, implementers and enablers to
undertake and to use research to deliver on the promise of impact at scale in a sustainable manner. In this respect,
capacity development is an integral and essential part of successful livestock research for development that delivers
outcomes and impacts.
ILRI’s capacity development strategy identifies institutional and individual clients and prioritizes their needs with
reference to the outcome and impact pathways defined in ILRI and CGIAR research programs. This is informed by a
baseline assessment and benchmarks against which progress is measured.
Box 4. Some forms of capacity development at ILRI
•	 Short-term attachments and the hosting of young professionals from national academic and research
institutions.
•	 Direct development of partner capacities undertaken on occasion to ensure that joint work by ILRI and the
partner has maximum impact.
•	 Growing the capacities of livestock actors and end users, which are typically part of project deliverables, either
directly, through partners or through training of trainers.
•	 Enhancing the livestock research and development capabilities of countries and institutions, typically through
partnerships with international bodies and regional organizations.
•	 Combinations of ‘intense’ capacity building activities, which are clustered around specific interventions to
maximize production of ‘local public and private goods’, and ‘less intense’ activities such as e-learning and training
of trainers that serve a wider purpose.
•	 ILRI staff development and in-service training, including skills development, research management training and
participation at conferences.
28 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Secure sustainable and appropriate funding
The CGIAR reform process (2010-2012) changed the calculus to secure the resources needed for ILRI to achieve its
strategic objectives, not only in terms of funding its research activities but also of maintaining its research capacity. To
respond to this challenge, ILRI has an institutional business and resourcing plan contributing to a stronger resource
mobilization strategy to:
•	 Identify and adapt to changing funding mechanisms and requirements in the context of the Consortium, the Fund
Office and Fund Council.
•	 Promote more efficient and stable funding flows.
•	 Enhance its professional dedicated capacity for supporting and monitoring various funding opportunities.
•	 Improve the identification of objectives and assigning of responsibilities for funding targets.
The plan and strategy is regularly updated through diagnoses of the ‘funding market’ that map all potential funders,
their interests and how ILRI could link its work to their interests. The plan also includes metrics to assess the match
of funds with institute priorities, full-cost recovery and grant size.Ensure ILRI is fit for purpose
The strategy presents new challenges that require ILRI to build on its past and present excellent people, processes and
infrastructure to design, carry out and deliver on its purpose. ILRI’s business and performance culture must ensure
that every part of the institute is aligned and optimized to support effectively specific interventions (e.g. those related
to science, capacity building, impact, resources).
Ensuring ILRI is fit for purpose means that the organization is more effective in what it does (that it achieves its aims),
efficient in how it operates (at least cost), represents excellent value for money to investors (in terms of returns
and being the ‘go to’ place for livestock research for development), is known for being a reliable partner (in terms of
relevant, high-quality and timely deliverables) and is a stimulating and rewarding place to work.
Making ILRI fit for purpose necessitates:
•	 ILRI continuing to attract, motivate and empower high-quality professionals to deliver in a performance culture,
achieved through incentives, rewards, promotions and career development that values people, and staff diversity,
work conditions and a supportive environment that enables people to grow.
•	 Enhancing a global institutional culture and environment that enable staff and the organization to learn, respond
quickly to demands and perform to their best ability.
The research operational plan focuses on the specific interventions necessary to make ILRI’s science and the
processes that support this ‘fit for purpose’. The One Corporate System helps to streamline many of the systems and
procedures around project, personnel and financial management, and other supporting services10
. Putting this together
requires corresponding organization-wide actions to reinforce ILRI’s institutional culture—especially in areas such as
communication, learning and decision-making. An institutional development plan brings this all together.
10 www.cgiar.org/cgiar-consortium/consortium-office/corporate-services/
29Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Implementation
This overarching corporate strategy, which sets the overall direction for the institute over the current decade,
is supported by a series of operational plans for each critical success factor. These set out objectives, targets and
measurable indicators and are the basis for regular monitoring, priority-setting and assessment of outcomes.
Box 5. Partnerships
As a relatively small institute with a large global mandate, partnership remains the institute’s fundamental modus operandi.
The new strategic plan, however, requires that the range of partners that ILRI works with is increased.
Previously the focus was on generating research outputs, primarily through partnerships with national agricultural research
systems, sub-regional organizations and advanced research institutions. This strategy, which takes more responsibility for
translating research outputs into outcomes and impacts, demands that ILRI reaches out to and engages with a broader
range of partners, especially development organizations and the private sector. Specifically, to achieve its objective of
persuading decision-makers at all levels—from farmers to parliamentarians—of the value of livestock investments, ILRI
needs to partner with public, civil society and private sector organizations with expertise in communication, advocacy
and policy change processes. This includes more proactive engagement with national, regional and international print and
electronic media.
The CGIAR research programs mean that ILRI has much closer partnerships than before with other CGIAR centres, both
in the program it leads (Livestock and Fish) and those in which it participates.
To achieve many of its objectives, ILRI needs to partner with individuals and organizations from the public and private
sectors that have skills and experience that enable them to catalyse coalitions and alliances, and facilitate multi-stakeholder
networks and innovation platforms. To engage with these new types of partners, ILRI requires staff who develop and tap
into new networks. Similarly, ILRI’s new partners need to adapt to new ways of working with a type of partner that, in
many cases, is different to those they usually work with. In both cases, capacity building and effective communication are
important elements of effective partnership working.
ILRI’s 2008 partnerships strategy (http://mahider.ilri.org/handle/10568/566) provides relevant principles to guide ILRI’s
partnerships, including:
•	 ILRI commits itself to engage with partners in an inclusive, transparent and trust-based manner where credit is
shared with integrity and obligations are implemented in a mutually accountable way while being fully committed
to the impacts and strategic goals.
•	 As partnership and collaboration is a means to an end, ILRI must carefully consider the quality of its partnerships and
weigh the trade-offs in terms of transaction costs vs. outcomes and impacts.
•	 ILRI enters into a partnership with another institution if both ILRI and the potential partner can identify and articulate
clearly their expected mutual benefits.
•	 Transparency promotes healthy partnerships. Making sure that roles and expectations are discussed and agreed, and
then clearly stated and documented, avoids misunderstandings later.
•	 ILRI supports effective management of partnerships at all levels, through valuing and helping to develop the skills of ILRI
staff in managing partnerships and defining and recognizing good performance, and by allocating the time and resources
needed for effective partnership management.
•	 ILRI is committed to the supremacy of performance over politics, seniority and hierarchy in partnerships. It operates in
the least bureaucratic and hierarchic way possible to ensure efficient, effective, accountable services and provide space
for innovative and entrepreneurial high-performing staff while maintaining inclusiveness and equal opportunity.
These appendices present
background information
and the process used to
develop the strategy
31Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
Appendix 1: Expert input—the factor
briefs
In June 2012, a short consultation was undertaken with several global leaders and thinkers to identify the major external (to
ILRI) factors or forces that affect policy and practice in agriculture and food production over the next 10–15 years. Requests
to provide a few bullet points were sent to over 40 experts and responses were received from 26 individuals (from donors,
scientific and development experts, research practitioners, development investors and commerce).
ILRI appreciates the following individuals who contributed to the external factor evaluation which has informed its
strategy development. Nick Austin, Christian Borgemeister, Joe Carvalho, Ken Cassman, Rodney Cooke, Willie Dar,
Ruben Echeverria, Shenggen Fan, Tara Garnett, Andy Haines, Steve Hall, Peter Hazell, Christoph Kohlmeyer, Peter
Matlon, David Nabarro, Michael Obersteiner, Prabhu Pingali, Alan Tollervery, Brendan Rogers, Ian Scoones, Carlos
Sere, Emmy Simmons, Mahmoud Solh, Camilla Toulmin, Modibo Traore and Bernard Vallat.
Special thanks to those who kindly contributed factor briefs: Chris Barrett, Tara Garnett, Peter Hazell, Anni McLeod,
Emmy Simmons and Philip Thornton.
The seven key factors identified are listed below. For six of the seven, a short brief was prepared that describes
aspects of how this factor could develop in the next 10–15 years, the extreme scenarios that could emerge and their
likely impact, the drivers that will influence how this factor develops, and the potential impact of this factor on the
evolution of smallholder livestock farming (both crop–livestock and pastoral systems).
The seven factors
•	 What quantity and quality of food will be available?
•	 How much food will the world need?
•	 How will the world perceive agriculture, particularly livestock in relation to global sustainable development challenges?
•	 What is the future of smallholder agriculture and what does the transition look like?
•	 What is the potential role of smallholder livestock agriculture in sustainable intensification?
•	 How will the world address scarce and competing uses of natural resources?
•	 How will the world perceive livestock agriculture in relation to the impacts on and of climate change?
32 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
How much food will the world need?
How could this factor develop in the next 10–15 years? What extreme scenarios could
emerge?
We could see an extreme growth in demand for meat and dairy products (especially for pork and poultry meat) and
this will drive a very high demand for food, including grains for animal feed. This demand is likely to be met by very
intensive, large-scale, and industrialized systems of production. There may be synergies with biofuel production if the
co-products are successfully introduced into the animal feed chain.
As a variant on this, it might be that very wealthy populations decide to substantially reduce their meat consumption
for health/status reasons (as is happening already in the developed world)—and meat becomes the ‘food of the poor’.
We will see a situation (already emerging) where the rich are thin and healthy and the poor are fat and unhealthy—
consuming cheap commodity animal protein.
Alternatively, we could see concerted action to address food losses and waste in the supply chain and/or reductions
in meat and dairy consumption among high consuming populations and a carefully moderated growth among low
consuming populations. In this scenario, the demand for meat and dairy products will be lower and the overall
requirement to produce food will be lower. There would be a renewed focus on the production of diverse plant
based foods and on maximizing interactions between livestock and crop systems. There would need to be strong
policy commitment to intervene in the food system in order to make this scenario work. This demand could be met
from a mixture of systems, including those that are smallholder based.
If there were substantial developments in the artificial meat sector, a third very extreme scenario might be that
demand for meat was met through artificial meat. This would likely elicit huge resistance from the livestock sector
although some of the huge agribusiness players might seek to gain prime mover advantage and invest early in this
sector. Another ‘wildcard’ variant on this theme might be the GM breeding of animals that produce no methane, or
which were highly efficient in utilizing protein, meaning that N losses were minimized.
One could of course envisage at its most extreme a global dictatorship. Per capita nutrition requirements were
worked out and the least-environmental-cost approach to meeting these requirements was formulated, allowing for
variation by climate and region (i.e. least cost might be livestock in some areas but not in others). Food would be
provided through a system of rationing and essentially the world would subsist on a largely but not entirely vegan diet
(i.e. where it was resource efficient to produce milk or meat, it would be available).
What drivers will influence how this factor develops?
•	 Rate of economic development
•	 Rate of population growth
•	 Cultural forces—i.e. attitudes to diet, to health, to animal welfare, to the environment, to consumerism, and to
technical innovations, i.e. in the realm of artificial meat or to different livestock systems.These in turn will be
influenced by economic development and the process of urbanization as well as media and other influences.
•	 The extent to which policymakers: a. decide, finally, to do something about climate change and other environmental
impacts, and b. decide to focus on agricultural emissions, and particularly livestock emissions. For example, if they
decide that addressing methane is a ‘quick win’ then there may be a renewed focus on the ruminant livestock
sector.A focus on nitrogen losses throughout the food chain, with livestock representing a very N-efficient way of
securing food protein, may also trigger action on livestock.
33Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
•	 Developments in the aquaculture sector (i.e.the extent to which aquatic protein substitutes for terrestrial animal
protein).
•	 Developments with respect to artificial meat.
•	 Extent to which policymakers start to renew their focus on population.
What is the potential impact of this factor on the evolution of smallholder livestock farming
(both crop–livestock and pastoral systems)? What would be the impact of the extreme
scenarios?
Under a very high demand scenario, the role of smallholders is likely to be diminished.
Under a more moderate scenario, where there is more ecological ‘space’ available, there is potential for smallholder
systems to flourish.
If developments in artificial meat were to advance substantially it may be that ‘meat’ from this source may substitute
for industrialized livestock production. We could see the development of a dual meat-provisioning system, with
commodity demand provided by artificial meat and higher value meat for more niche markets met by higher welfare,
smallholder systems.
In the ‘global dictatorship’ scenario, there may also be some role for smallholder production.
How will the world perceive agriculture, particularly livestock in
relation to global sustainable development challenges?
How could this factor develop in the next 10–15 years? What extreme scenarios could
emerge?
After a generation of neglect, world leaders are slowly beginning to appreciate once again the central importance of
agriculture to economic wellbeing, social and political stability and environmental sustainability. There remains much
to be done, and CGIAR centres and programs like ILRI play a central role not just in research but equally in educating
policymakers, the global media and the general public so that we do not again lose focus on these issues.
The extreme scenarios are as follows:
On the favourable side—that OECD governments and philanthropic foundations restore international agricultural
research and capacity building funding, that developing country governments eliminate continued policy bias against
agriculture and prioritize agricultural research and extension, and that governments reach agreement on multilateral
agricultural trade liberalization. This leads to restored generous unrestricted funding for international agricultural
research, a new generation of talented young scientists entering the field with cutting-edge training, and crowds in
private sector investment that helps accelerate productivity growth, and bring down real food prices even while
increasing profitability for farmers.
On the negative side—governments look for ‘quick fixes’ that cannibalize longer-term investment in capacity building to
try to get big short-term impacts. Or ideologically motivated environmental movements effectively impede the use of
the full range of scientific tools needed to advance productivity growth that benefits the poor and paralyses developing
country governments concerned about crossing swords with powerful civil society groups in OECD countries. In either
case, necessary restoration of essential funding for long-term capacity building and research gets scuttled.
34 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
What drivers will influence how this factor develops?
The evolution of the key opinion drivers will be heavily influenced by:
•	 Private sector (corporate and foundation) funding,
•	 How effectively agricultural scientists engage the public policy debates around the environment, health and nutrition,
and sociopolitical stability, and maintaining a high level of productivity and integrity in the agricultural sciences.
What is the future of smallholder agriculture?
How could this factor develop in the next 10–15 years? What extreme scenarios could
emerge?
1. Shrink and split. The gap widens between small- and large-scale and between city and countryside, with a few small-
scale entrepreneurs in between. Subsistence agriculture remains in rural pockets, the province of the old and poor,
involving a gradually declining percentage of the population. A few small-scale entrepreneurs make the break to niche
markets, using additional off-farm enterprises to hedge risk. Many young farmers leave agriculture to their parents
and become urbanites. Agriculture scales up and concentrates to supply city populations oblivious of the source of
their food. Globally a shrinking percentage of the population is directly involved in agriculture, although there is some
growth in employment in processing and retail. Ministries of agriculture and livestock become ministries of food safety
and food supply.
2. Blanket of green. The division between city and countryside begins to reverse. Agriculture springs up in small
urban waste sites, with local government support to engage unemployed people. Buildings are engineered to support
planting on roof tops. Plants, insects and fungi are raised in apartment blocks. Suburban parks have vegetable and herb
beds. Peri-urban small-scale dairying and vegetable growing are protected from urban sprawl by land use regulations,
and networks of electric vans connect these farmers to large retailers. An increasing importance is placed on
preserving the quality of rural land, with tree-planting and range restoration projects running hand-in-hand with more
conventional agriculture and livestock. Small-scale agriculture and pastoralism are seen as important to combat global
warming. Ministries of agriculture and livestock become ministries of food and environment.
3. Techno-food. Food supply becomes more about nutrition from any possible source and less about crops and
livestock. Insects, farmed seaweed, algae, cultivated meat all start to move out of experimental projects and into
mainstream diets. Small-scale subsistence farmers can have little part in these activities, which require knowhow and
investment. Small-scale entrepreneurs raise insects on contracts and some former farmers work in seaweed farms
and algae plants. With global warming and flooding, aquaculture expands in low-lying areas, focussing on fast-growing
shellfish, and some smallholder farmers take advantage of this new opportunity. Ministries of agriculture become
ministries of food science and culture.
What drivers will influence how this factor develops?
•	 Private and public investment choices:The projects that are supported, the research that is supported, willingness
to explore new directions.
•	 Global economic recession will affect the extent to which corporations and governments are willing to support
unusual and potentially risky projects. Minor recession can stimulate people and organizations to try new
directions. Prolonged and serious recession, however, tends to make them risk-averse, or too focussed on
immediate needs to be proactive.
35Livestock research for food security and poverty reduction—ILRI strategy 2013–2022
•	 Land availability. Limited land combined with growing populations creates urgency to find new land-intensive ways
to produce food.
•	 Markets, particularly large-scale retailers.The extent to which they place importance on food safety, cheap food,
convenience of few suppliers, social and environmental audit.
•	 Projections of global populations/climate change and the extent to which we believe them.
•	 Civil society initiatives and information-sharing technology. Several recent initiatives have captured imaginations—
the ‘food for cities’ network is just one example. It is easier than ever before to source creative ideas, and the
conversations around them lead to new practical projects.
•	 Technological leaps.Technology has been an important driver of social change (the industrial revolution, the
green revolution, space exploration, the internet) although not always in predictable ways. Food, nutrition, energy,
ecological sciences will all be important.
•	 What people decide to eat.Type and provenance of food. However, it is hard to predict what will drive this—many
trends and ‘food movements’ are visible in different societal groups. Government nutrition policy/communication
seem to be fairly ineffective drivers, day to day economic reality and peer-group pressure among the strongest
influences.
Drivers could interact with each other. Different drivers are likely to be more/less influential in different localities and
scenarios. For example: ‘Shrink and split’ is the most likely scenario from current trajectories and if global recession
continues, but we can expect different speeds of progression in different regions. ‘Techno-food’ is a longer term
prospect, probably limited initially to highly urbanized and industry-technology-rich regions—it will need a boost in
investment and good luck with science to take off in the next 15 years. Civil society action/information sharing and
concerns about climate change are likely to be particularly important for ‘Blanket of green’.
What is the potential impact of this factor on the evolution of smallholder livestock farming (both
crop–livestock and pastoral systems)? What would be the impact of the extreme scenarios?
Shrink and split: Many young farmers and pastoralists, particularly women, would leave agriculture to their parents
and become urbanites, some becoming successful and others drifting into poverty and prostitution. There could
be positive impacts for urban consumers from lower food prices. To create positive impact for rural dwellers, a
conscious effort would be needed to move agricultural processing and other investment into rural areas.
Techno food: Some of today’s pattern of small-scale agriculture and pastoralism would remain, some would vanish.
New technology-based food producing activities would develop, including activities in new locations. There could be
more opportunities for young people and women to become part of new food chains. Investment in developing new
skills would be essential to ensuring a favourable impact for this scenario. So would attention to ensure that natural
biodiversity is not ignored in the rush for new techno-fixes.
Blanket of green. This scenario potentially offers the greatest opportunities for small-scale, local agriculture to persist
and develop, although with no greater guarantees of profit than existing smallholder agriculture. This scenario also
offers the greatest potential for holistic development of rangelands, with existing pastoralists (but not necessarily
women, given existing institutions) playing an important part. Functioning markets for environmental services of many
kinds would be essential to ensuring a favourable impact for this scenario.
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction
Livestock research for food security and poverty reduction

Contenu connexe

Tendances

Time for action: RBF Jakarta 2017 Outcome Statements and Recommendations
Time for action: RBF Jakarta 2017 Outcome Statements and Recommendations Time for action: RBF Jakarta 2017 Outcome Statements and Recommendations
Time for action: RBF Jakarta 2017 Outcome Statements and Recommendations Global Initiatives
 
What is the IITA Youth Agripreneur initiative and what possible global interf...
What is the IITA Youth Agripreneur initiative and what possible global interf...What is the IITA Youth Agripreneur initiative and what possible global interf...
What is the IITA Youth Agripreneur initiative and what possible global interf...SIANI
 
Ceres2030: Sustainable Solutions to End Hunger
Ceres2030: Sustainable Solutions to End HungerCeres2030: Sustainable Solutions to End Hunger
Ceres2030: Sustainable Solutions to End HungerFrancois Stepman
 
CSI That Works_Food Security Report Final
CSI That Works_Food Security Report FinalCSI That Works_Food Security Report Final
CSI That Works_Food Security Report FinalSilvester Hwenha
 
Farmers’ organisations drive change towards sustainable development
Farmers’ organisations drive change towards sustainable developmentFarmers’ organisations drive change towards sustainable development
Farmers’ organisations drive change towards sustainable developmentFrancois Stepman
 
Veterans for Wildlife- 5 year strategic plan
Veterans for Wildlife- 5 year strategic planVeterans for Wildlife- 5 year strategic plan
Veterans for Wildlife- 5 year strategic planWesley Andrew Thomson
 
Fish4Thought Event: Gender-inclusive innovations for aquatic food systems tra...
Fish4Thought Event: Gender-inclusive innovations for aquatic food systems tra...Fish4Thought Event: Gender-inclusive innovations for aquatic food systems tra...
Fish4Thought Event: Gender-inclusive innovations for aquatic food systems tra...WorldFish
 
Women’s Empowerment in Fisheries and Aquaculture Index (WEFI): Guidance Notes
Women’s Empowerment in Fisheries and Aquaculture Index (WEFI): Guidance NotesWomen’s Empowerment in Fisheries and Aquaculture Index (WEFI): Guidance Notes
Women’s Empowerment in Fisheries and Aquaculture Index (WEFI): Guidance NotesWorldFish
 

Tendances (8)

Time for action: RBF Jakarta 2017 Outcome Statements and Recommendations
Time for action: RBF Jakarta 2017 Outcome Statements and Recommendations Time for action: RBF Jakarta 2017 Outcome Statements and Recommendations
Time for action: RBF Jakarta 2017 Outcome Statements and Recommendations
 
What is the IITA Youth Agripreneur initiative and what possible global interf...
What is the IITA Youth Agripreneur initiative and what possible global interf...What is the IITA Youth Agripreneur initiative and what possible global interf...
What is the IITA Youth Agripreneur initiative and what possible global interf...
 
Ceres2030: Sustainable Solutions to End Hunger
Ceres2030: Sustainable Solutions to End HungerCeres2030: Sustainable Solutions to End Hunger
Ceres2030: Sustainable Solutions to End Hunger
 
CSI That Works_Food Security Report Final
CSI That Works_Food Security Report FinalCSI That Works_Food Security Report Final
CSI That Works_Food Security Report Final
 
Farmers’ organisations drive change towards sustainable development
Farmers’ organisations drive change towards sustainable developmentFarmers’ organisations drive change towards sustainable development
Farmers’ organisations drive change towards sustainable development
 
Veterans for Wildlife- 5 year strategic plan
Veterans for Wildlife- 5 year strategic planVeterans for Wildlife- 5 year strategic plan
Veterans for Wildlife- 5 year strategic plan
 
Fish4Thought Event: Gender-inclusive innovations for aquatic food systems tra...
Fish4Thought Event: Gender-inclusive innovations for aquatic food systems tra...Fish4Thought Event: Gender-inclusive innovations for aquatic food systems tra...
Fish4Thought Event: Gender-inclusive innovations for aquatic food systems tra...
 
Women’s Empowerment in Fisheries and Aquaculture Index (WEFI): Guidance Notes
Women’s Empowerment in Fisheries and Aquaculture Index (WEFI): Guidance NotesWomen’s Empowerment in Fisheries and Aquaculture Index (WEFI): Guidance Notes
Women’s Empowerment in Fisheries and Aquaculture Index (WEFI): Guidance Notes
 

En vedette (6)

CORAF side event1: note conceptuelle_Initiative «Les Nigériens nourrissent le...
CORAF side event1: note conceptuelle_Initiative «Les Nigériens nourrissent le...CORAF side event1: note conceptuelle_Initiative «Les Nigériens nourrissent le...
CORAF side event1: note conceptuelle_Initiative «Les Nigériens nourrissent le...
 
Interprofessional Funds for Agricultural Research and Advice (FIRCA)
Interprofessional Funds for Agricultural Research and Advice (FIRCA)Interprofessional Funds for Agricultural Research and Advice (FIRCA)
Interprofessional Funds for Agricultural Research and Advice (FIRCA)
 
RAILS-DONATA side event: L’Information & la Connaissance pour la Sécurité Ali...
RAILS-DONATA side event: L’Information & la Connaissance pour la Sécurité Ali...RAILS-DONATA side event: L’Information & la Connaissance pour la Sécurité Ali...
RAILS-DONATA side event: L’Information & la Connaissance pour la Sécurité Ali...
 
Special Statement of Pr. Kanayo Nwamze, President of IFAD, at the 6th Africa ...
Special Statement of Pr. Kanayo Nwamze, President of IFAD, at the 6th Africa ...Special Statement of Pr. Kanayo Nwamze, President of IFAD, at the 6th Africa ...
Special Statement of Pr. Kanayo Nwamze, President of IFAD, at the 6th Africa ...
 
CORAF side event2 agenda_A model for sustainable investment in agricultural r...
CORAF side event2 agenda_A model for sustainable investment in agricultural r...CORAF side event2 agenda_A model for sustainable investment in agricultural r...
CORAF side event2 agenda_A model for sustainable investment in agricultural r...
 
Capacity strengthening side event: agenda with track_final
Capacity strengthening side event: agenda with track_finalCapacity strengthening side event: agenda with track_final
Capacity strengthening side event: agenda with track_final
 

Similaire à Livestock research for food security and poverty reduction

Livestock research for food security and poverty reduction: ILRI strategy 201...
Livestock research for food security and poverty reduction: ILRI strategy 201...Livestock research for food security and poverty reduction: ILRI strategy 201...
Livestock research for food security and poverty reduction: ILRI strategy 201...ILRI
 
Zoonoses and food safety related activities in APHCA member states
Zoonoses and food safety related activities in APHCA member statesZoonoses and food safety related activities in APHCA member states
Zoonoses and food safety related activities in APHCA member statesILRI
 
Reshaping Agriculture for Nutrition and Health
Reshaping Agriculture for Nutrition and HealthReshaping Agriculture for Nutrition and Health
Reshaping Agriculture for Nutrition and Healthx3G9
 
Reshaping Agriculture for Nutrition and Health
Reshaping Agriculture for Nutrition and HealthReshaping Agriculture for Nutrition and Health
Reshaping Agriculture for Nutrition and Healthx3G9
 
IFPRI_AtAGlance_EN.pptx
IFPRI_AtAGlance_EN.pptxIFPRI_AtAGlance_EN.pptx
IFPRI_AtAGlance_EN.pptxssusera6e53c
 
Better lives through livestock: ILRI’s livestock research for development app...
Better lives through livestock: ILRI’s livestock research for development app...Better lives through livestock: ILRI’s livestock research for development app...
Better lives through livestock: ILRI’s livestock research for development app...ILRI
 
National Strategic Alliance on Sustainable Agriculture Principles
National Strategic Alliance on Sustainable Agriculture Principles National Strategic Alliance on Sustainable Agriculture Principles
National Strategic Alliance on Sustainable Agriculture Principles GlobalHunt Foundation
 
One Health and zoonoses projects at the International Livestock Research Inst...
One Health and zoonoses projects at the International Livestock Research Inst...One Health and zoonoses projects at the International Livestock Research Inst...
One Health and zoonoses projects at the International Livestock Research Inst...ILRI
 
Ifpri at a glance 2015
Ifpri at a glance 2015Ifpri at a glance 2015
Ifpri at a glance 2015IFPRI Africa
 
Introducing the ILRI communications and knowledge management team
Introducing the ILRI communications and knowledge management teamIntroducing the ILRI communications and knowledge management team
Introducing the ILRI communications and knowledge management teamILRI
 
African Development Bank Livestock Investment Masterplan (LIVEMAP)
African Development Bank Livestock Investment Masterplan (LIVEMAP)African Development Bank Livestock Investment Masterplan (LIVEMAP)
African Development Bank Livestock Investment Masterplan (LIVEMAP)ILRI
 
ILRI’s key programs to address infectious diseases, areas requiring internati...
ILRI’s key programs to address infectious diseases, areas requiring internati...ILRI’s key programs to address infectious diseases, areas requiring internati...
ILRI’s key programs to address infectious diseases, areas requiring internati...ILRI
 
ILRI overview 2015
ILRI overview 2015ILRI overview 2015
ILRI overview 2015ILRI
 
Institutional Frameworks, Experience with CGIAR reform (PPT format)
Institutional Frameworks, Experience with CGIAR reform (PPT format)Institutional Frameworks, Experience with CGIAR reform (PPT format)
Institutional Frameworks, Experience with CGIAR reform (PPT format)CGIAR
 
Brussels Briefing 52: Lystra N. Antoine "Food Safety in Africa: Past Endeavor...
Brussels Briefing 52: Lystra N. Antoine "Food Safety in Africa: Past Endeavor...Brussels Briefing 52: Lystra N. Antoine "Food Safety in Africa: Past Endeavor...
Brussels Briefing 52: Lystra N. Antoine "Food Safety in Africa: Past Endeavor...Brussels Briefings (brusselsbriefings.net)
 
Informing and influencing sustainable livestock investments
Informing and influencing sustainable livestock investmentsInforming and influencing sustainable livestock investments
Informing and influencing sustainable livestock investmentsILRI
 

Similaire à Livestock research for food security and poverty reduction (20)

Livestock research for food security and poverty reduction: ILRI strategy 201...
Livestock research for food security and poverty reduction: ILRI strategy 201...Livestock research for food security and poverty reduction: ILRI strategy 201...
Livestock research for food security and poverty reduction: ILRI strategy 201...
 
Livestock research for food security and poverty reduction: ILRI strategy cri...
Livestock research for food security and poverty reduction: ILRI strategy cri...Livestock research for food security and poverty reduction: ILRI strategy cri...
Livestock research for food security and poverty reduction: ILRI strategy cri...
 
Zoonoses and food safety related activities in APHCA member states
Zoonoses and food safety related activities in APHCA member statesZoonoses and food safety related activities in APHCA member states
Zoonoses and food safety related activities in APHCA member states
 
Reshaping Agriculture for Nutrition and Health
Reshaping Agriculture for Nutrition and HealthReshaping Agriculture for Nutrition and Health
Reshaping Agriculture for Nutrition and Health
 
Reshaping Agriculture for Nutrition and Health
Reshaping Agriculture for Nutrition and HealthReshaping Agriculture for Nutrition and Health
Reshaping Agriculture for Nutrition and Health
 
Reshaping Agriculture for Nutrition and Health
Reshaping Agriculture for Nutrition and Health  Reshaping Agriculture for Nutrition and Health
Reshaping Agriculture for Nutrition and Health
 
IFPRI_AtAGlance_EN.pptx
IFPRI_AtAGlance_EN.pptxIFPRI_AtAGlance_EN.pptx
IFPRI_AtAGlance_EN.pptx
 
Better lives through livestock: ILRI’s livestock research for development app...
Better lives through livestock: ILRI’s livestock research for development app...Better lives through livestock: ILRI’s livestock research for development app...
Better lives through livestock: ILRI’s livestock research for development app...
 
National Strategic Alliance on Sustainable Agriculture Principles
National Strategic Alliance on Sustainable Agriculture Principles National Strategic Alliance on Sustainable Agriculture Principles
National Strategic Alliance on Sustainable Agriculture Principles
 
One Health and zoonoses projects at the International Livestock Research Inst...
One Health and zoonoses projects at the International Livestock Research Inst...One Health and zoonoses projects at the International Livestock Research Inst...
One Health and zoonoses projects at the International Livestock Research Inst...
 
CGAIR.pptx
CGAIR.pptxCGAIR.pptx
CGAIR.pptx
 
Compact2025
Compact2025Compact2025
Compact2025
 
Ifpri at a glance 2015
Ifpri at a glance 2015Ifpri at a glance 2015
Ifpri at a glance 2015
 
Introducing the ILRI communications and knowledge management team
Introducing the ILRI communications and knowledge management teamIntroducing the ILRI communications and knowledge management team
Introducing the ILRI communications and knowledge management team
 
African Development Bank Livestock Investment Masterplan (LIVEMAP)
African Development Bank Livestock Investment Masterplan (LIVEMAP)African Development Bank Livestock Investment Masterplan (LIVEMAP)
African Development Bank Livestock Investment Masterplan (LIVEMAP)
 
ILRI’s key programs to address infectious diseases, areas requiring internati...
ILRI’s key programs to address infectious diseases, areas requiring internati...ILRI’s key programs to address infectious diseases, areas requiring internati...
ILRI’s key programs to address infectious diseases, areas requiring internati...
 
ILRI overview 2015
ILRI overview 2015ILRI overview 2015
ILRI overview 2015
 
Institutional Frameworks, Experience with CGIAR reform (PPT format)
Institutional Frameworks, Experience with CGIAR reform (PPT format)Institutional Frameworks, Experience with CGIAR reform (PPT format)
Institutional Frameworks, Experience with CGIAR reform (PPT format)
 
Brussels Briefing 52: Lystra N. Antoine "Food Safety in Africa: Past Endeavor...
Brussels Briefing 52: Lystra N. Antoine "Food Safety in Africa: Past Endeavor...Brussels Briefing 52: Lystra N. Antoine "Food Safety in Africa: Past Endeavor...
Brussels Briefing 52: Lystra N. Antoine "Food Safety in Africa: Past Endeavor...
 
Informing and influencing sustainable livestock investments
Informing and influencing sustainable livestock investmentsInforming and influencing sustainable livestock investments
Informing and influencing sustainable livestock investments
 

Plus de FARA - Forum for Agricultural Research in Africa

Plus de FARA - Forum for Agricultural Research in Africa (20)

Report amendement cons&gov_manual_business_mtn_200713
Report amendement cons&gov_manual_business_mtn_200713Report amendement cons&gov_manual_business_mtn_200713
Report amendement cons&gov_manual_business_mtn_200713
 
Recomendation from side events innovations
Recomendation from side events innovationsRecomendation from side events innovations
Recomendation from side events innovations
 
Networks seaafsre
Networks seaafsreNetworks seaafsre
Networks seaafsre
 
Monty jones aasw2013 from ouaga to accra
Monty jones aasw2013 from ouaga to accraMonty jones aasw2013 from ouaga to accra
Monty jones aasw2013 from ouaga to accra
 
Final nodumo ghana
Final nodumo ghanaFinal nodumo ghana
Final nodumo ghana
 
Fara strategy and mtop 2014 2018 eob july 2013
Fara strategy and mtop 2014 2018 eob july 2013Fara strategy and mtop 2014 2018 eob july 2013
Fara strategy and mtop 2014 2018 eob july 2013
 
Fara presentation jane karuku
Fara presentation jane karukuFara presentation jane karuku
Fara presentation jane karuku
 
Far for fara july2013 16-(compr-web)
Far for fara july2013 16-(compr-web)Far for fara july2013 16-(compr-web)
Far for fara july2013 16-(compr-web)
 
Board membership list for 2013 2016
Board membership list for 2013 2016Board membership list for 2013 2016
Board membership list for 2013 2016
 
Africa r&d for accra july 2013
Africa r&d for accra july 2013Africa r&d for accra july 2013
Africa r&d for accra july 2013
 
Afaas presentation __accra sc week july 2013
Afaas presentation __accra sc week july 2013Afaas presentation __accra sc week july 2013
Afaas presentation __accra sc week july 2013
 
5 asapam ier fara 2013 final2
5 asapam ier fara 2013 final25 asapam ier fara 2013 final2
5 asapam ier fara 2013 final2
 
3 accra july 2013 final
3 accra july 2013 final3 accra july 2013 final
3 accra july 2013 final
 
3 fara annual meeting accra ( final)
3 fara annual meeting accra ( final)3 fara annual meeting accra ( final)
3 fara annual meeting accra ( final)
 
2 the microdose technology to improve crop productivity
2 the microdose technology to improve crop productivity2 the microdose technology to improve crop productivity
2 the microdose technology to improve crop productivity
 
2 prof. adipala ekwamu experiences from ruforum session ii 6_aasw fara ga
2 prof. adipala ekwamu experiences from ruforum session ii 6_aasw fara ga2 prof. adipala ekwamu experiences from ruforum session ii 6_aasw fara ga
2 prof. adipala ekwamu experiences from ruforum session ii 6_aasw fara ga
 
2 fara science week 2013
2 fara science week 20132 fara science week 2013
2 fara science week 2013
 
1 inref project presentation revised final
1 inref project presentation revised final1 inref project presentation revised final
1 inref project presentation revised final
 
1 monty jones aasw2013 continental initiative and emerging issues
1 monty jones aasw2013 continental initiative and emerging issues1 monty jones aasw2013 continental initiative and emerging issues
1 monty jones aasw2013 continental initiative and emerging issues
 
1 ega partnership side event pres accra july 2013
1 ega partnership side event pres accra july 20131 ega partnership side event pres accra july 2013
1 ega partnership side event pres accra july 2013
 

Dernier

RAG Patterns and Vector Search in Generative AI
RAG Patterns and Vector Search in Generative AIRAG Patterns and Vector Search in Generative AI
RAG Patterns and Vector Search in Generative AIUdaiappa Ramachandran
 
Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.YounusS2
 
Cybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptxCybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptxGDSC PJATK
 
Computer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsComputer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsSeth Reyes
 
Designing A Time bound resource download URL
Designing A Time bound resource download URLDesigning A Time bound resource download URL
Designing A Time bound resource download URLRuncy Oommen
 
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyesHow to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyesThousandEyes
 
GenAI and AI GCC State of AI_Object Automation Inc
GenAI and AI GCC State of AI_Object Automation IncGenAI and AI GCC State of AI_Object Automation Inc
GenAI and AI GCC State of AI_Object Automation IncObject Automation
 
9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding TeamAdam Moalla
 
Nanopower In Semiconductor Industry.pdf
Nanopower  In Semiconductor Industry.pdfNanopower  In Semiconductor Industry.pdf
Nanopower In Semiconductor Industry.pdfPedro Manuel
 
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019IES VE
 
Cloud Revolution: Exploring the New Wave of Serverless Spatial Data
Cloud Revolution: Exploring the New Wave of Serverless Spatial DataCloud Revolution: Exploring the New Wave of Serverless Spatial Data
Cloud Revolution: Exploring the New Wave of Serverless Spatial DataSafe Software
 
Digital magic. A small project for controlling smart light bulbs.
Digital magic. A small project for controlling smart light bulbs.Digital magic. A small project for controlling smart light bulbs.
Digital magic. A small project for controlling smart light bulbs.francesco barbera
 
UiPath Studio Web workshop series - Day 6
UiPath Studio Web workshop series - Day 6UiPath Studio Web workshop series - Day 6
UiPath Studio Web workshop series - Day 6DianaGray10
 
Do we need a new standard for visualizing the invisible?
Do we need a new standard for visualizing the invisible?Do we need a new standard for visualizing the invisible?
Do we need a new standard for visualizing the invisible?SANGHEE SHIN
 
20200723_insight_release_plan_v6.pdf20200723_insight_release_plan_v6.pdf
20200723_insight_release_plan_v6.pdf20200723_insight_release_plan_v6.pdf20200723_insight_release_plan_v6.pdf20200723_insight_release_plan_v6.pdf
20200723_insight_release_plan_v6.pdf20200723_insight_release_plan_v6.pdfJamie (Taka) Wang
 
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfUiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfDianaGray10
 
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCostKubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCostMatt Ray
 
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationUsing IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationIES VE
 
Introduction to Quantum Computing
Introduction to Quantum ComputingIntroduction to Quantum Computing
Introduction to Quantum ComputingGDSC PJATK
 
Babel Compiler - Transforming JavaScript for All Browsers.pptx
Babel Compiler - Transforming JavaScript for All Browsers.pptxBabel Compiler - Transforming JavaScript for All Browsers.pptx
Babel Compiler - Transforming JavaScript for All Browsers.pptxYounusS2
 

Dernier (20)

RAG Patterns and Vector Search in Generative AI
RAG Patterns and Vector Search in Generative AIRAG Patterns and Vector Search in Generative AI
RAG Patterns and Vector Search in Generative AI
 
Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.
 
Cybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptxCybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptx
 
Computer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsComputer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and Hazards
 
Designing A Time bound resource download URL
Designing A Time bound resource download URLDesigning A Time bound resource download URL
Designing A Time bound resource download URL
 
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyesHow to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
 
GenAI and AI GCC State of AI_Object Automation Inc
GenAI and AI GCC State of AI_Object Automation IncGenAI and AI GCC State of AI_Object Automation Inc
GenAI and AI GCC State of AI_Object Automation Inc
 
9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team
 
Nanopower In Semiconductor Industry.pdf
Nanopower  In Semiconductor Industry.pdfNanopower  In Semiconductor Industry.pdf
Nanopower In Semiconductor Industry.pdf
 
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
 
Cloud Revolution: Exploring the New Wave of Serverless Spatial Data
Cloud Revolution: Exploring the New Wave of Serverless Spatial DataCloud Revolution: Exploring the New Wave of Serverless Spatial Data
Cloud Revolution: Exploring the New Wave of Serverless Spatial Data
 
Digital magic. A small project for controlling smart light bulbs.
Digital magic. A small project for controlling smart light bulbs.Digital magic. A small project for controlling smart light bulbs.
Digital magic. A small project for controlling smart light bulbs.
 
UiPath Studio Web workshop series - Day 6
UiPath Studio Web workshop series - Day 6UiPath Studio Web workshop series - Day 6
UiPath Studio Web workshop series - Day 6
 
Do we need a new standard for visualizing the invisible?
Do we need a new standard for visualizing the invisible?Do we need a new standard for visualizing the invisible?
Do we need a new standard for visualizing the invisible?
 
20200723_insight_release_plan_v6.pdf20200723_insight_release_plan_v6.pdf
20200723_insight_release_plan_v6.pdf20200723_insight_release_plan_v6.pdf20200723_insight_release_plan_v6.pdf20200723_insight_release_plan_v6.pdf
20200723_insight_release_plan_v6.pdf20200723_insight_release_plan_v6.pdf
 
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfUiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
 
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCostKubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
 
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationUsing IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
 
Introduction to Quantum Computing
Introduction to Quantum ComputingIntroduction to Quantum Computing
Introduction to Quantum Computing
 
Babel Compiler - Transforming JavaScript for All Browsers.pptx
Babel Compiler - Transforming JavaScript for All Browsers.pptxBabel Compiler - Transforming JavaScript for All Browsers.pptx
Babel Compiler - Transforming JavaScript for All Browsers.pptx
 

Livestock research for food security and poverty reduction

  • 1. gILRI strate y 2013–2022 Better lives through livestock Livestock research for food security and poverty reduction
  • 2. The International Livestock Research Institute (ILRI) works with partners worldwide to enhance the roles that livestock play in food security and poverty alleviation, principally in Africa and Asia. The outcomes of these research partnerships help people in developing countries keep their farm animals alive and productive, increase and sustain their livestock and farm productivity, find profitable markets for their animal products, and reduce the risk of livestock-related diseases. ILRI is a not-for-profit institution with a staff of about 600 and, in 2012, an operating budget of about USD 60 million. A member of the CGIAR Consortium working for a food-secure future, ILRI has its headquarters in Nairobi, Kenya, a principal campus in Addis Ababa, Ethiopia, and offices in other countries in East, West and Southern Africa and in South, Southeast and East Asia. ILRI leads the CGIAR Research Program on Livestock and Fish, leads a component of a CGIAR Research Program on Agriculture for Nutrition and Health on the prevention and control of agriculture-associated diseases, and contributes to seven other CGIAR research programs. Staff members work in integrated sciences and biosciences programs that develop and deliver science-based practices, provide scientific evidence for decision-making and develop capacities of livestock-sector stakeholders. With the African Union/New Partnership for Africa’s Development Planning and Coordination Agency, ILRI also hosts and manages the Biosciences eastern and central Africa (BecA)-ILRI Hub. CGIAR is a global partnership that unites organizations engaged in research for a food-secure future. CGIAR research is dedicated to reducing rural poverty, increasing food security, improving human health and nutrition, and ensuring more sustainable management of natural resources. It is carried out by15 centres that are members of the CGIAR Consortium in close collaboration with hundreds of partner organizations, including national and regional research institutes, civil society organizations, academia and the private sector.
  • 3. Livestock research for food security and poverty reduction ILRI strategy 2013–2022
  • 4. © 2013 International Livestock Research Institute (ILRI) This publication is copyrighted by the International Livestock Research Institute (ILRI). It is licensed for use under the Creative Commons Attribution-Noncommercial-Share Alike 3.0 Unported Licence. To view this licence, visit http://creativecommons.org/licenses/by- nc-sa/3.0/. Unless otherwise noted, you are free to copy, duplicate or reproduce, and distribute, display, or transmit any part of this publication or portions thereof without permission, and to make translations, adaptations, or other derivative works under the following conditions: ATTRIBUTION. The work must be attributed, but not in any way that suggests endorsement by ILRI or the author(s). NON-COMMERCIAL. This work may not be used for commercial purposes. SHARE ALIKE. If this work is altered, transformed, or built upon, the resulting work must be distributed only under the same or similar licence to this one. NOTICE: For any reuse or distribution, the licence terms of this work must be made clear to others. Any of the above conditions can be waived if permission is obtained from the copyright holder. Nothing in this licence impairs or restricts the author’s moral rights. Fair dealing and other rights are in no way affected by the above. The parts used must not misrepresent the meaning of the publication. ILRI would appreciate being sent a copy of any materials in which text, photos, etc., have been used. The 2012 strategy process was led by an ILRI task force: An Notenbaert, Jimmy Smith, Mario Herrero, Peter Ballantyne, Shirley Tarawali, Steve Staal and Tom Randolph. The process was supported by George Levvy of the Compass Partnership. The full text of this document as well as other supporting materials is at www.ilri.org/mission Editing by Keith Sones and ILRI Public Awareness Unit; design and layout by Meron Mulatu/ILRI Editorial and Publishing Services, Addis Ababa, Ethiopia. Cover photo by ILRI/Susan MacMillan. Other photographs by ILRI/Stevie Mann. ISBN 92–9146–310–8 Citation: International Livestock Research Institute. 2013. Livestock research for food security and poverty reduction: ILRI strategy 2013–2022. Nairobi: ILRI. ilri.org better lives through livestock ILRI is a member of the CGIAR Consortium Box 30709, Nairobi 00100, Kenya Phone: + 254 20 422 3000 Fax: +254 20 422 3001 Email: ILRI-Kenya@cgiar.org Box 5689,Addis Ababa, Ethiopia Phone: +251 11 617 2000 Fax: +251 11 617 2001 Email: ILRI-Ethiopia@cgiar.org
  • 5. Contents Foreword 1 ILRI strategy in brief 3 Introduction 3 Vision and mission 3 ILRI’s roles and realities 12 Strategic directions, 2013–2022 16 Strategic issues 18 Strategic objectives 20 Strategic choices and principles 23 Critical success factors 25 Appendix 1: Expert input—the factor briefs 31 Appendix 2: Quantifying the strategic objectives 42 Appendix 3: Livestock-focused development challenges 47 Pathways out of poverty 48 Appendix 4: ILRI strategy development process and milestones 49 Appendix 5: Messages from partners and stakeholders 51 Appendix 6: SWOT analysis of ILRI 52 References 53
  • 7. 1Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Foreword Demand for animal-source foods is rapidly growing in the developing world. A key question is, can this demand be met in environmentally, socially and economically equitable ways? Our proposition is that this can be done if ways are found, through research, to have small and medium producers respond and, do so in such a way that such foods are accessible to both rural and urban consumers—better lives are supported through livestock. The International Livestock Research Institute (ILRI) has a global mandate for livestock research for development that intersects with actors from farmers to global investors, spans several continents and interacts with research and development communities. This is ILRI’s second ten-year strategy. It incorporates a number of changes, many based on learning from the previous strategy (2000–2010, initially produced in 2000 and modified in 2002), an interim strategy (2011–2012) and an assessment of the external and internal environments in which the institute operates. It moves from a focus on livestock as a pathway out of poverty to a broader agenda addressing poverty and food security in ways that are environmentally sustainable, good for human health and nutrition, and equitable. Three strategic objectives define measurable goals that the institute will work towards over the coming decade through high performance in five critical success factors. It differs from other strategy documents in that it provides overall institutional direction without all the operation details. It recognizes that the details of research operations and how the organization works may change within these broad parameters. It provides the boundaries for ILRI over the 10-year period. It provides a framework for choosing activities to pursue and not to pursue, for guiding operational and functional planning, for allocating resources and for monitoring progress. We would like to thank all members of the task force who worked to make this strategy possible, as well as all the many partners and individuals inside and outside ILRI who provided ideas, feedback, and other inputs that helped sharpen our analysis. Lindiwe Majele Sibanda Jimmy Smith Chair, ILRI Board of Trustees Director General, ILRI
  • 9. 3Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 ILRI strategy in brief Introduction This strategy aims to further an environment and culture for high-quality, high-impact livestock research- for-development. ILRI takes responsibility for working with partners to make its research outputs relevant, accessible and available to practitioners, investors and policymakers, enabling them to make better-informed choices, and complementing this work with needs-driven capacity development. By doing so, ILRI helps to ensure that livestock fulfil their huge potential to enhance developing-country food and nutritional security, and significantly reduce poverty, while also working to minimize the threats livestock can pose to the health of poor people and the environment—in short, ensuring better lives through livestock. This strategy (2013–2022) for the International Livestock Research Institute (ILRI) builds on the institute’s established and unique global pro-poor livestock mandate, its evidence-based conviction that livestock have a vital role to play in enhancing food and nutritional security and reducing poverty in developing countries and its existing expertise, research agenda and partnerships. It is designed to respond to major changes that have occurred and are likely to persist in the socio-economic, financial, political, environmental and institutional landscape, in particular those specific to agriculture and livestock, and ILRI’s role in the CGIAR Consortium. Overall, it strengthens ILRI’s position as a global centre of excellence for influential and effective livestock-focused research for development and as an acknowledged leader in the articulation and framing of livestock-for-development issues. Vision and mission ILRI envisions a world where all people have access to enough food and livelihood options to fulfil their potential. ILRI’s mission is to improve food and nutritional security and to reduce poverty in developing countries through research for efficient, safe and sustainable use of livestock—ensuring better lives through livestock.
  • 10. 4 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 ILRI’s external context Food price rises and volatility (which many experts expect to persist) have put agriculture and food firmly back on the global agenda, with the focus shifting from simply tackling hunger to ensuring food and nutritional security. Developing regions are experiencing high rates of population and economic growth and the world’s population living in towns and cities will soon exceed that living in rural areas (UNDESA 2012). While urbanization and a burgeoning middle class in Asia and Africa are driving huge increases in demand for milk, meat and eggs, most of the developing world’s people continue to rely largely on small-scale agriculture (IFAD 2011). Supporting the role small-scale livestock production and marketing systems play in food and nutritional security has not been a high priority for policymakers and investors during recent decades. Although global poverty rates have declined, the numbers of poor in South Asia and sub-Saharan Africa continue to decline slowly. Currently, investment in livestock is not proportional to the livestock sector’s contribution to agricultural gross domestic product (GDP), which can be as high as 40% in some developing countries. Although there is growing recognition of the pivotal role women play in enhancing food and nutritional security, this role remains insufficiently emphasized in livestock development projects and research, despite studies that show that improving women’s access to agricultural inputs and services has enormous potential to boost food and nutritional security. Livestock ‘bads’ are making headlines, with increasing concern about the risks livestock pose. These include ‘zoonotic’ diseases transmitted from farm and wild animals to people and food-borne diseases caused by consumption of unsafe milk, meat and eggs. Livestock also can damage the environment and contribute significantly to greenhouse gas emissions that are causing global warming. Most of these livestock-associated global health and environmental problems predominantly affect the world’s poorest people, who have limited livelihood choices and the least capacity to cope with ill health and other shocks. Research-based interventions can impact the trajectory of these small-scale livestock systems, making them safer and more sustainable as well as finer instruments for reducing severe poverty and hunger. Changing climate is damaging some rangelands, increasing the vulnerability of herders and others who depend on livestock for their livelihoods, as well as changing disease risks and pathogen dynamics. Globally, close to one billion people are undernourished and a further billion are overweight or obese, with rapidly developing countries struggling to cope with both problems simultaneously. Multi-partner CGIAR research programs provide ILRI with exciting opportunities: finding the right balance between the institute’s leadership and participation in these multi-institutional programs and the rest of ILRI’s research portfolio, and realizing complementarities between the two, is a major feature of the period covered by this strategy. Recent advances in science, especially in the rapidly developing field of biotechnology, offer powerful new tools to tackle previously intractable problems and increase productivity. The Biosciences eastern and central Africa (BecA)– ILRI Hub is a partnership between ILRI and the Africa Union/New Partnership for Africa’s Development Planning and Coordinating Agency. The Hub provides outstanding facilities and expertise that can leverage support for ILRI’s biosciences research agenda as well as support research and capacity building among African research institutions, CGIAR centres and global partners working on issues relevant to agricultural development in poor countries.
  • 11. 5Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 ILRI today—the second strategy This corporate strategy does not steer ILRI into entirely new territory; rather it builds on the solid pro-poor foundation provided by the previous strategy. It provides long-term, high-level, strategic direction and focus to guide ILRI’s multi-year operational plans. A point of departure from the previous strategy is that, together with partners, the institute takes increased responsibility for more purposefully ensuring its research leads to developmental outcomes. It goes beyond research outputs and solutions, good ideas, insightful analyses, better tools and practices, and successful pilot studies to more intentionally achieving impact at scale—that is, helping to secure better lives through livestock for millions of people. This strategy adopts a more balanced approach to livestock issues by acknowledging more explicitly that livestock can generate harm as well as benefits. ILRI works to reduce livestock-mediated threats to the health of poor people and their environments in systematic ways while at the same time working to increase the many benefits that livestock provide them with. The strategy recognizes that the livestock sector in developing countries is diverse and dynamic, with different subsectors following very different trajectories. In livestock systems with great potential to grow, such as mixed crop- livestock systems, ILRI focuses on how, under which circumstances, or indeed whether small-scale livestock producers and related value chain actors can adapt to rapid growth, intense pressure to intensify, changing consumer demands, and a more competitive environment while protecting the natural resource base. Where options for increasing livestock productivity are more limited, such as in drylands, ILRI supports pastoral communities in protecting their livestock assets, increasing their resilience and enhancing their stewardship of the natural resources on which they depend. And where livestock systems have already intensified, ILRI plays a more limited role, focusing mainly on options for mitigating threats to the health of people and the environment. This strategy expands ILRI’s target clientele, which previously was largely restricted to poor livestock keepers. It embraces all the main actors in animal-source food value chains, including small-scale input suppliers, producers, processors and marketers, and addresses the needs of poor urban and rural consumers. Given a greater emphasis on increasing food supply to reduce food insecurity, ILRI in some cases works with more commercially oriented farmers and larger agri-business enterprises. This is because commercial enterprises can generate demand for services and inputs that can also benefit poorer producers (smallholders or pastoralists). The strategy places gender equity at its heart, recognizing the critical roles women play not only in raising livestock and selling animal-source foods, but also in ensuring food and nutritional security, especially at the household level. ILRI works with many partners to achieve its objectives. ILRI’s approach to partnerships is based on trust and respect, mutual benefits and equitable relations. This strategy requires that ILRI furthers its strategic partnerships with national research systems and deepens its engagement with development organizations and the private sector. Where appropriate, ILRI fosters stronger alliances with other international organizations committed to pro-poor development of the livestock sector. More generally, ILRI partners with organizations having expertise in areas such as communication, advocacy and policy change, in catalysing coalitions and alliances, and in facilitating multi-stakeholder networks and innovation systems.
  • 12. 6 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Strategic objectives ILRI’s three strategic objectives, presented below, articulate the roles of the institute in its work with partners and indicate the metrics by which ILRI will measure its progress in achieving these goals. Strategic objective 1 ILRI and its partners develop, test, adapt and promote science-based practices that—being sustainable and scalable—achieve better lives through livestock. Metrics: Over a 5–10-year time period, livestock-related real income for 2.8 million people is increased by 30%, the supply of safe animal-source foods in ILRI’s target sites/countries1 is increased 30%, and greenhouse gas emissions per unit of livestock product produced are reduced. Simultaneously, in partnership with others, these results are scaled to tens of millions more people. Strategic objective 2 ILRI and its partners provide compelling scientific evidence in ways that persuade decision-makers—from farms to boardrooms and parliaments—that smarter policies and bigger livestock investments can deliver significant socio- economic, health and environmental dividends to both poor nations and households. Metrics: Within a 10–15-year time frame, the share of agricultural budget investments in livestock in ILRI’s target countries are brought at least 20% closer to livestock’s contribution to agricultural GDP. Increased investor contributions to the livestock sector should drive greater representation of livestock commodities in development efforts[. Metrics to assess underpinning changes in attitudes and behaviour are defined once ILRI has taken pilot studies to scale in target countries. Strategic objective 3 ILRI and its partners work to increase capacity among ILRI’s key stakeholders and the institute itself so that they can make better use of livestock science and investments for better lives through livestock. Metrics: ILRI has not previously articulated capacity development at this level or covering such a diversity of engagement, spanning both institutions and individuals from farmers to local and global decision-makers. ILRI will conduct a baseline assessment before specifying the exact metrics for this third strategic objective; the baseline will specify the number of individuals and key institutions to have developed greater capacity to make greater use of livestock research results—be it for better productivity on farms, improved environmental management or more strategic use of development resources. 1 Target sites/countries refer to those where ILRI has significant activities, largely through its CGIAR research program portfolio as described in appendix 2. It is anticipated these will expand and evolve over the period of this strategy.
  • 13. 7Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Critical success factors Five performance areas are considered essential for ILRI to achieve its objectives. These critical success factors are: 1) get the science right, 2) influence decision-makers, 3) grow capacity, 4) secure sustainable and appropriate funding, 5) ensure ILRI is fit for purpose. In addition, as a relatively small institute with a large global mandate, partnership remains the institute’s fundamental modus operandi. This strategic plan requires that ILRI increase the range as well as number of its partners. To develop meaningful as well as productive partnerships, careful consideration is given to the identification and modalities of ILRI’s partnerships. ILRI’s 2008 Partnership Strategy2 highlights opportunities to strengthen partnerships to ensure desired impact and influence. Implementation In addition to this strategy, which sets the overall direction for the institute (2013–2022), for each critical success factor a multi-year operational plan sets out ILRI’s specific objectives and actions. Key among these plans is a research strategy that defines research priorities and frames the high-level research questions ILRI addresses. These plans, and their systematic review, make up part of the approach ILRI uses to monitor its operations and the achievement of its strategic objectives. 2 http://mahider.ilri.org/handle/10568/566
  • 14. 8 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 ILRI strategy 2013–2022
  • 15. 9Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Introduction The International Livestock Research Institute (ILRI) is a complex organization with a global mandate for livestock research for development that intersects with actors from farmers to global investors, spans several continents and interacts with research and development communities. This strategy provides overall institutional direction. It recognizes that the details of research operations and how the organization works may change within these broad parameters. It provides the boundaries for ILRI over the 10-year period. It provides a framework for choosing activities to pursue and not to pursue, for guiding operational and functional planning, for allocating resources and for monitoring progress. It is not a functional or operational plan, but rather provides the framework under which these are developed for key performance areas. This strategy has three key elements: an analysis of the internal and external context within which ILRI operates; three strategic objectives that respond to this context; and a set of key performance areas, termed critical success factors, that are vital to the achievement of the strategic objectives. The global context in which ILRI operates This ILRI strategy covers a period when the world faces major challenges in feeding its growing population and when there is high uncertainty about how global forces affect agriculture and food production.3 Some estimates anticipate that a 50–70% increase in food productivity will be needed to ensure the world is not hungry by 2050, and this needs to be achieved without detriment to the environment (Ingram et al. 2010). This is especially true for developing countries, where the problems of feeding poor people have been highlighted by recent food price shocks, with the expectation of more and sustained rises in food prices. At the same time, poverty remains a major development challenge, with only a handful of countries meeting the first Millennium Development Goal, to eradicate extreme poverty and hunger by 2015 (Montpellier Panel 2012). Food security is high on the agenda, with almost one billion people malnourished today and a population expected to continue to rise through the year 2050, meaning an additional 2.5 billion people to feed by mid-century—many of whom will be in developing countries and among the world’s poorest people. Poverty and malnutrition are inextricably linked, with the majority of the world’s poor being found in rural populations, highly dependent on agriculture, including livestock (FAO 2012). There is significant potential for livestock research to address these problems. Globally, livestock products comprise four of the five highest value agricultural commodities. Livestock in many developing countries contribute up to 40% of total agricultural GDP (see for example Thornton 2010, Behnke and Metaferia 2011) and this share is growing in many countries at twice the rate of the crop sector. The yield gaps between current and potential productivity in developing countries—an area where research can make a big impact—are up to 130% for beef and 430% for milk. 3 http://www.ifpri.org/publication/2012-global-hunger-index
  • 16. 10 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 These yield gaps in livestock systems are generally considerably greater than those in crop-based farming systems. Feed deficits in these countries, for example, mean that many animals only reach 50–70% of their genetic potential. Similarly, animal diseases regularly lower productivity and kill animals outright, with up to 20% of mortality in young animals attributed to diseases. Thus, significant opportunities exist to increase livestock productivity in developing countries by developing and applying science-based improvements in animal feeding, breeding and health. Where incomes rise, people often over-consume fatty red meat and other animal-source foods, which can result in major health problems. Many of the world’s poor, however, do not have enough animal-source foods in their diets for their adequate nutrition and the optimal cognitive development of their children (Randolph et al. 2007). Although half the world’s population will soon live in urban areas, there remain considerable numbers in rural areas in developing countries who depend for food on small-scale farming, with livestock an integral part of such systems (IFAD 2011). Such so-called ‘mixed’ crop-and-livestock systems provide over half the world’s food. Nonetheless, global policy continues to place highest priority on large-scale food production from crops. Moreover, an under- appreciation of the different roles of livestock worldwide, coupled with negative perceptions of livestock farming driven largely by concerns in rich countries about global warming, environmental damage and the health of those over- consuming meat and other livestock foods, have led to a squandering of opportunities for the livestock sector to play a significant role in addressing global development issues.
  • 17. 11Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Vision and mission ILRI envisions a world where all people have access to enough food and livelihood options to fulfil their potential. ILRI’s mission is to improve food and nutritional security and to reduce poverty in developing countries through research for efficient, safe and sustainable use of livestock— ensuring better lives through livestock.
  • 18. 12 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 ILRI’s roles and realities This assessment of ILRI’s internal environment considers the science and lessons the institute has to build on, its current priorities and competencies and its roles in CGIAR. Process leading to this strategy In 2002, after internal and external consultations, ILRI modified its strategy to 2010, Livestock—A pathway out of poverty (ILRI 2002). Since late 2011, ILRI has undertaken an extensive internal and external consultation process to review its past achievements and lessons and to learn from a wide and diverse group of stakeholders how to position itself for the future. The process began in late 2011, when ILRI hosted and facilitated a ‘Livestock Exchange’ event in which staff, partners and other stakeholders reviewed the achievements, challenges, changes and lessons learned in ILRI’s research over the previous decade to help prepare ILRI for its future challenges and the strategy development process.4 For much of 2012, a diversity of facilitated on-line and face-to-face consultations and commentaries has contributed to this strategy. For further details on the strategy development process, see appendices 1, 4 and 5. Lessons and achievements for ILRI, highlighted in various engagements with partners, include the institute’s continued evolution from a ‘livestock research centre of excellence’ to a development-outcome-driven ‘livestock research-for- development partner’. Also stressed by ILRI’s stakeholders was the need for the institute to increase its partnership efforts even more in future, ensuring that they are productive, beneficial and cost-effective. Beyond its core ‘research’ mandate, other areas seen as integral to ILRI’s work are capacity development, high-quality communications and knowledge sharing, and the empowerment of poor women. Many people commented on the need to better balance ILRI’s livestock agenda to address both the harms and benefits derived from livestock. Some discussed the need to better integrate the whole of ILRI’s agenda—from its ‘hard’ biosciences to its ‘soft’ applications—to ensure that the whole of the institute is greater than the sum of its parts. ILRI’s strengths in agricultural systems approaches, smallholder participation in markets and mainstreaming gender issues were acknowledged. Recognition continued that there are ‘no silver bullets’ to solving the agricultural development challenges of the developing world. ILRI’s roles, priorities and competencies ILRI works in partnerships and alliances with other national and international organizations in livestock research, training and information. ILRI currently works in tropical developing regions of Africa and Asia, with its headquarters in Nairobi, Kenya, a principal site in Addis Ababa, Ethiopia, and staff based elsewhere in sub-Saharan Africa and in South, Southeast and East Asia. The institute’s key competencies span a range of biophysical, economic and social livestock-focused science, with communications, knowledge management, capacity development and partnership units integrated and supporting the research groups. 4 http://mahider.ilri.org/handle/10568/10593
  • 19. 13Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 The Biosciences east and central Africa (BecA)-ILRI Hub—a regional research platform5 managed and hosted by ILRI at its Nairobi campus—is a ground-breaking, timely initiative fostering and accelerating the contribution of bioscience to Africa’s agricultural development. Led by ILRI and the Africa Union/New Partnership for Africa’s Development Planning and Coordinating Agency, it supports research and capacity development partnerships among CGIAR and other African and global institutions working for Africa’s agricultural development, particularly the Comprehensive Africa Agriculture Development Program (CAADP). The Hub’s shared platform is leveraged to support implementation of ILRI’s biosciences research agenda and the CGIAR research programs more broadly. The BecA-ILRI Hub also has a significant role in capacity development activities of ILRI and CGIAR. ILRI’s role is to help bring about change in livestock-related practice, policy and investment by generating scientific knowledge, exerting influence and developing capacity for more equitable, broad-based and sustainable livestock development. ILRI has a unique global mandate to do this and draws on the expertise and relationships it has developed over almost four decades of operation. In line with the CGIAR strategy and results framework, ILRI assumes responsibility for ensuring that its research outputs translate into outcomes that lead to development impacts in the form of significant benefits for poor communities, nations and regions. Because ILRI’s business is livestock science for development, ILRI also needs to listen to and influence others to ensure that its research is both relevant and seen to be relevant by others. ILRI’s core scientific competencies span the full breadth of livestock science, from the three traditional ‘pillars’ of livestock production—livestock health, genetics and feeds—which lie mostly in the biosciences, to social sciences (e.g. socio-economics and gender studies), economics (livestock markets, value chains, trade, policies), livestock food safety and nutrition, epidemiology and impacts of ‘zoonotic’ (animal-to-human) diseases, and environmental sciences (livestock and land degradation, water use, climate change, environmental services). With such diverse disciplines conducted under ‘one roof’, the opportunity and challenge for ILRI is to integrate (from within and outside the institute) the knowledge, expertise and paradigms in productive ‘systems-level’ thinking, approaches, options and solutions to improve food security and reduce poverty (box 1). 5 http://hub.africabiosciences.org/
  • 20. 14 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Box 1. ILRI’s scientific competencies and areas of investment This strategy broadens ILRI’s research portfolio to include greater attention to food security and human nutrition, influencing policy and tackling a wider range of environmental issues. The research portfolio includes, but is not limited to: Biosciences • Vaccines: Improving existing vaccines and developing new vaccines, with a focus on important developing-world diseases of ruminants and pigs. • Genomics: Enhancing disease resistance, improving animal productivity, discovering and tracking pathogens and determining their diversity, delivering novel livestock genetics and reproductive technologies. • Breeding: Matching appropriate breeds with diverse production systems, developing new systems for production and delivery of improved genetics to smallholders, identifying disease-resistance and performance traits in poultry breeds indigenous in the developing world. • Feeds: Developing better adapted, more productive and more disease-resistant livestock forages and providing small-scale farmers with dual-purpose crops that better feed livestock as well as people. • ILRI-BecA Hub: Building Africa’s capacity to use and conduct biotechnology research for improved agriculture. Integrated sciences • Gender and equity: Ensuring livestock income and assets for women and other marginalized groups. • Value chains and innovation systems: Identifying constraints and appropriate interventions to improve livestock value chain performance for the poor. • Policy, investment and trade: Assessing policy and investment options for pro-poor livestock development and using evidence to raise awareness among decision-makers of important local and national roles of livestock. • Zoonotic diseases and food safety: Mitigating human health risks from livestock and livestock products in value chains and production systems. • Feeding strategies: Improving food-feed crops and making best use of existing and potential forages and crop residues available to the poor. • Livestock and environment: Assessing impacts of climate on livestock systems and determining appropriate climate change adaptation and mitigation strategies, including natural resource management at the farm and landscape levels. • Resilience in vulnerable systems: Developing new mechanisms and options for mitigating risks of livestock producers, paying livestock communities for their environmental services and restoring degraded rangelands.
  • 21. 15Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 ILRI strategy and the CGIAR Consortium ILRI’s strategy and its roles in the CGIAR research programs are synergistic, each adding value to each other. The strategy describes ILRI’s vision, mission and strategic objectives; the research strategy to address the critical success factors articulates the coherent portfolio of livestock science ILRI delivers to the eight CGIAR research programs (see box 2 below) that it participates in or leads. ILRI’s strategy also enables the institute to influence the further development and implementation of the livestock agenda through the prioritization of activities in the CGIAR research programs. As a member of the CGIAR Consortium, ILRI contributes to further articulation of the CGIAR strategy and results framework6 using the institute’s strategy to further the livestock agenda within this, as well as furthering overall CGIAR aspirations. ILRI’s facilitation of cross-centre collaboration through engagement of multiple centres at its Nairobi and Addis Ababa campuses provides a prime example of this role. 6 http://www.cgiar.org/our-research Box 2. ILRI in the CGIAR research programs CGIAR Research Program on Dryland Systems (led by ICARDA). ILRI conducts research on mitigating vulnerability (related to payments for ecosystem services, and options for livestock insurance among others); sustainable intensification of crop–livestock systems including trade-offs and system analyses and work on innovation systems and livestock–gender interactions. CGIAR Research Program on the Humid Tropics (led by IITA). ILRI conducts research on sustainable intensification in crop–livestock systems, including trade off and systems analyses; livestock environment research using innovation approaches and integrating livestock–gender interactions. CGIAR Research Program on Policy, Institutions and Markets (led by IFPRI). ILRI’s research in this program covers value chains, systems and gender analyses. CGIAR Research Program on Livestock and Fish (led by ILRI, together with the WorldFish Center, CIAT, and ICARDA). The program aims to increase the productivity of small-scale livestock and fish systems in sustainable ways, making meat, milk and fish more available and affordable across the developing world. In doing so, it will reduce poverty through greater participation by the poor along animal source food value chains. It focuses on nine livestock/ aquaculture value chains: dairy in Tanzania and India; small ruminants in Mali and Ethiopia; pigs in Vietnam and Uganda; dual purpose cattle in Nicaragua and aquaculture in Uganda and Egypt. Research components cover animal feeds, breeding and genetics, health, value chain development, gender and learning, and targeting. CGIAR Research Program on Agriculture, Nutrition and Health (led by IFPRI). ILRI leads a component of this research program on the prevention and control of agriculture associated diseases, which includes aspects of food borne diseases, zoonoses and emerging infectious diseases. CGIAR Research Program Water, Land and Ecosystems (led by IWMI). ILRI research in this program focuses largely on livestock water interactions in relation to crop–livestock systems in the Nile and Volta basins. Research on payments for ecosystem services and other aspects of dryland pastoral systems may also be addressed. CGIAR Research Program on Climate Change, Agriculture and Food Security (led by CIAT). ILRI’s research includes systems analyses, macro and household level modelling; climate change adaptation and mitigation strategies in livestock systems. CGIAR Research Program for Managing and Sustaining Crop Collections. ILRI’s forage genebank in Ethiopia is supported through this CGIAR partnership with the Global Crop Diversity Trust.
  • 22. 16 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Strategic directions, 2013–2022 The overall focus of ILRI’s research in this strategy is articulated in the tagline better lives through livestock. This strategy incorporates a number of changes from the previous strategy, summarized in the table below. Issue ILRI strategy 2002–2012 ILRI strategy 2013–2022 What ILRI aims to achieve Overlap between strategy and operational plans Former strategy included operational details, some of which became obsolete when the context changed. Current strategy focuses on a long-term high-level agenda; detailed operational plans address how the strategy is delivered. Impact target Overall focus on poverty alleviation. Current strategy goes beyond ‘pathways out of poverty’ to include global food supply, food and nutritional security, job creation and linking small-scale actors to large-scale enterprises. How ILRI works Output–outcome– impact continuum A growing recognition that research needs to deliver not just outputs but also outcomes. Considerable variation across the institute as to the extent to which this was utilized to frame high-priority activities. More emphasis on purposefully ensuring that research leads to developmental outcomes and impacts. A few research-for-development projects that were invaluable learning experiences helped clarify the role and positioning of ILRI. Embedding research in larger development projects in which research serves a small, albeit critical, role. Partnerships, communications, knowledge management, gender and capacity development are integral parts of the research-for-development agenda. Accountability Accountability for outputs and deliverables:Although outcomes were recognized as vital, the emphasis was on ensuring that the likelihood of outcomes was good. ILRI holds itself accountable for the attainment of measurable outcomes and impacts. Attribution Increasing recognition of partners’ roles vis-à-vis those of ILRI, at times in relation to outcome and impact pathway thinking. Strategic objectives go beyond what ILRI as a research institute can achieve alone: to track progress towards desired impacts, ILRI has to know what is changing, not how ILRI is changing it—this can only be achieved with the concerted effort of a broader set of partners. Alignment within the institute The whole institute worked towards a single goal; however, articulation of relationships between the research, support and other operations was not specific. Specific, measurable indicators that allow for alignment and monitoring of every part of the institute’s business.
  • 23. 17Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Issue ILRI strategy 2002–2012 ILRI strategy 2013–2022 ILRI’s research portfolio Balancing benefits and risks Emphasis on the benefits of livestock, especially for poverty reduction. Increased recognition that keeping livestock has benefits and risks, and that a balanced approach is required that takes account of livestock’s impact on the environment, on human health and of potential inequities. Diversity of livestock systems Different research priorities for different systems, notably crop– livestock and pastoral systems. Articulation and use of different livestock sector trajectories, which are dynamic, forward looking and based on more than biophysical conditions alone. No ‘one size fits all’. Diversity of strengths Recognition of ILRI’s strengths in systems, gender, resilience, biosciences. Bringing ILRI’s strengths together—from high-end biosciences to social, value chain and gender research— notably to contribute to CGIAR research program outcomes. Research-for- development approach Focus on practice—transforming livestock actions on the ground. In addition to practice, focus on policy decision- making, investments at different levels—all of which are complementary but require different research approaches. Research on human health and nutrition An emerging recognition of the importance of the intersection of livestock and human health, mainly involving zoonoses and food safety work in markets and value chains. Livestock and human health and nutrition intersection has much higher visibility as a high-priority research area, with the nutritional dimension potentially expanding. Gender Varied inclusion and attention to gender across the institute’s portfolio. Mainstreaming of ILRI gender strategy such that gender equity is at the heart of all the institute’s work. Species focus Focus on ruminants—cattle and small ruminants in particular. As the monogastric sector is the fastest growing livestock subsector in much of the world, smallholder pig value chains added to the portfolio. More robust analysis of opportunities for pro-poor research in relation to the livestock system trajectories including pig and poultry sectors. With and for whom ILRI works Clientele Main focus on poor livestock producers. Includes all main actors in animal-source food value chains, diverse livestock community stakeholders and addresses needs of poor urban and rural consumers. Partnerships Increasing recognition of the role of a diversity of partners. Many partners with diverse roles, ranging from major strategic partners, with whom there is a multi-faceted engagement around priority topics, to ‘collaborators’ who deliver a particular result. Little recognition of this diversity. Strategic partnerships with national agricultural research systems; a deeper engagement with development organizations and the private sector; and partners with expertise in communication, advocacy, policy change, catalysing coalitions and alliances, and facilitating multi- stakeholder networks and innovations systems. Capacity development Largely focused on individual engagement, principally (but not only) through graduate students. More attention to helping individuals and institutions in developing countries further develop their capacities in the livestock sector; without this, people and institutions are not able to absorb and fully use the outputs generated by ILRI and many other organizations.
  • 24. 18 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Strategic issues Using broad external and internal consultations (appendices 1, 4 and 5), ILRI has distilled an analysis of the environment it is likely to face in the next 10–15 years, summarized here as nine strategic issues that ILRI must address if it is to achieve its mission. 1. The twin challenges facing agriculture today are addressing the growing levels of food and nutritional insecurity, especially among the poor in developing countries. Almost one billion people were undernourished in 2010 (FAO 2012). The vital role of small-scale livestock production and marketing systems in meeting these food and nutrition challenges, and doing so sustainably and equitably, has not yet been a high priority for policymakers and investors. 2. ILRI and its partners need to demonstrate that livestock systems can help reduce food, nutrition, economic and environmental insecurity on a significant scale by reaching much larger numbers of people. 3. While there is growing recognition of the significant role of women in increasing food security and reducing poverty, this opportunity has not yet been realized, particularly in the livestock sector. 4. The rural poor in developing countries are not a homogeneous group. Challenges and opportunities for the poor engaged in livestock systems differ according to their circumstances and require different approaches according to potential growth trajectories (see below). 5. Environmental and human health problems associated with livestock production and products are causing increasing concern in industrialized nations. If the livestock sector is to fulfil its potential in alleviating food insecurity and poverty, such concerns must be addressed in a balanced way as livestock systems evolve in developing countries. 6. Recent developments in new science and technologies offer new ways to make rapid progress in tackling livestock challenges in the developing world. 7. Although livestock represent as much as 40% of agricultural GDP in many developing countries, the sector receives a much smaller proportion of funding for agricultural development and barely features in key policies. 8. The greater investment in livestock that is needed requires a greater capacity in developing countries and donor agencies to support livestock development and incorporate livestock development plans, respectively. 9. To take on these and other challenges, ILRI must ensure that it is fit for purpose—that every part of the institute is focused on achieving its mission and aligned in ways to accomplish that.
  • 25. 19Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Livestock subsector trajectories This strategy expands the previous focus to include livestock-based options that help people to meet their food and nutritional as well as economic needs while mitigating their livestock-associated environmental and health threats. It recognizes three scenarios of livestock systems change, but focuses ILRI’s efforts on the first two, in particular the first. These were chosen based on the likely transformations of major livestock systems of the poor in this decade and livestock-sector growth scenarios derived largely from a High-Level Consultation for a Global Livestock Agenda to 2020, co-convened by ILRI and the World Bank in early 2012.7 Strong growth systems: There is urgent need to develop sustainable food systems that deliver key animal- source nutrients to the poor while facilitating a structural transition in the livestock sector of developing countries. This entails a transition from most smallholders keeping livestock in low-productive systems to eventually fewer households raising more productive animals in more efficient, intensive and market-linked systems. These mostly mixed smallholder systems now provide significant animal and crop products in the developing world and are likely to grow the most in aggregate. In many parts of Africa and Asia, the transition is happening slowly, with smallholder marketing systems still largely informal, although there are pockets of more rapid change in higher potential systems with good market access. ILRI and its partners are working to make this transition as broad-based as possible, helping those who can to continue on their path to sustainable, highly productive and resource-efficient smallholder systems, or to accumulate sufficient capital to exit from agriculture without falling back into poverty. This research aims to develop and up- scale practices, strategies and policies that support inclusive growth and maximize the wellbeing of people and the environment, now and in the future. Fragile growth systems: It will not be possible to create the same level of opportunities for rapid, market focused growth for all poor livestock keepers, especially in areas where growth in productivity is severely limited by remoteness, harsh climates or environments, or by poor institutions, infrastructure and market access. In these livestock systems, what is urgently needed are nuanced approaches that, where appropriate, help achieve incremental growth in livestock production and market engagement that matches well with the natural resource base. In other situations, rather than productivity, the emphasis will need to be on enhancing the important role livestock play in increasing the resilience of people, communities and environments to variability in weather, markets or resource demands. Livestock research will help people make better use of their livestock-based livelihoods to feed their families and communities, protect their assets and conserve their natural resources. High growth with externalities: In parts of some developing countries, particularly in Asia, where dynamic markets and increasingly skilled human resources are already driving strong growth in livestock production, fast- changing small-scale livestock systems may be damaging the environment, exposing their communities to increased public health risks, and furthermore excluding participation of those livestock keepers and sellers living in deepest poverty. In these circumstances, what is urgently needed is an understanding and anticipation of all possible negative impacts of small-scale livestock intensification. Research can help promote or generate the incentives, technologies, strategies and product and organizational innovations that will mitigate health and environment risks while supporting the poorest people to comply with increasingly stringent livestock market standards. 7 http://mahider.ilri.org/handle/10568/16716
  • 26. 20 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Strategic objectives ILRI’s three strategic objectives, presented below, articulate the roles of the institute in its work with partners and indicate the metrics by which ILRI will measure its progress in achieving these goals. Strategic objective 1 ILRI and its partners develop, test, adapt and promote science-based practices that—being sustainable and scalable—achieve better lives through livestock. Metrics: Over a 5–10-year time period, livestock-related real income for 2.8 million people is increased by 30%, the supply of safe animal-source foods in ILRI’s target sites/countries8 is increased 30%, and greenhouse gas emissions per unit of livestock product produced are reduced. Simultaneously, in partnership with others, these results are scaled to tens of millions more people. Strategic objective 2 ILRI and its partners provide compelling scientific evidence in ways that persuade decision-makers—from farms to boardrooms and parliaments—that smarter policies and bigger livestock investments can deliver significant socio- economic, health and environmental dividends to both poor nations and households. Metrics: Within a 10–15-year time frame, the share of agricultural budget investments in livestock in ILRI’s target countries are brought at least 20% closer to livestock’s contribution to agricultural GDP. Increased investor contributions to the livestock sector should drive greater representation of livestock commodities in development efforts[. Metrics to assess underpinning changes in attitudes and behaviour are defined once ILRI has taken pilot studies to scale in target countries. Strategic objective 3 ILRI and its partners work to increase capacity among ILRI’s key stakeholders and the institute itself so that they can make better use of livestock science and investments for better lives through livestock. Metrics: ILRI has not previously articulated capacity development at this level or covering such a diversity of engagement, spanning both institutions and individuals from farmers to local and global decision-makers. ILRI will conduct a baseline assessment before specifying the exact metrics for this third strategic objective; the baseline will 8 Target sites/countries refer to those where ILRI has significant activities, largely through its CGIAR research program portfolio as described in appendix 2. It is anticipated these will expand and evolve over the period of this strategy.
  • 27. 21Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 specify the number of individuals and key institutions to have developed greater capacity to make greater use of livestock research results—be it for better productivity on farms, improved environmental management or more strategic use of development resources. The three strategic objectives interact, and the anticipated progress and milestones towards each contribute towards the others. Achieving changes in income and food security at a significant scale demands changes in practices by many actors—from farmers, development agents and NGOs to livestock researchers (including and importantly ILRI itself). This calls for increased capacities among this diversity of individuals and institutions to interact, to be informed by and use evidence. Investments in livestock—whether by smallholder farmers themselves or global decision-makers— requires that evidence is measured and articulated to provide a compelling case for behaviour change. Such evidence must also be translated into information that those making investment decisions use to enable further expansion and scaling-up of piloted approaches (see box 3 next page). Figure 1 depicts and provides some examples of these interdependencies. It is important to stress that while there are internal milestones that enable ILRI to assess its progress, none of these can be achieved without considerable and very diverse partnerships in which ILRI itself is often a relatively small player. Figure 1: Strategic objectives and indicative milestones The figure shows ILRI’s three mutually reinforcing strategic objectives, with examples of milestones that would be delivered through the successful application of science results. For clarity, details of the many interactions, forward and backward links, are not included in the figure; likewise, it does not attempt to indicate which science contributes where, which is complex and multifaceted. For example, ILRI and partners’ research on livestock productivity, arising through both high-end biosciences and field-level work in feeds, genomics and breeding, animal health, zoonoses and
  • 28. 22 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 the environment would all contribute to pipeline technologies. As new technological solutions arise, these, too, would feed into the interventions assembled and applied at scale. Research on value chains, innovations and gender ensure that interventions are appropriate and relevant for farmers, producers and others making decisions at ground level. Foresight and scenario research using global assessments and the results of piloting best-bet interventions provide information important for informing those making investment decisions at national levels and beyond. The tools of monitoring, learning and impact assessment are important throughout and new research approaches to ensure such work in the sphere of complex interactions are required. As currently designed, the multi-institutional research programs of CGIAR encompass some but not the entirety of the work required for ILRI to achieve its three strategic objectives. ILRI therefore conducts some research on issues that may lie outside the CGIAR research program agendas (although within the boundaries of the CGIAR strategy and results framework). Over time, it also works towards having an increasingly larger share of its global pro-poor livestock research agenda incorporated into relevant CGIAR research programs. Box 3.What are the ‘practices’ and who are the ‘decision-makers’ ILRI aims to influence? ILRI’s use of the terms ‘practice’ and ‘decision-makers’ in this strategy encompasses a wide range of scales and groups. The following are examples of these wide ranges in livestock systems with high potential for growth and in those where increasing resilience rather than productivity is paramount. Where there exists high potential for economic growth in mixed crop-and-livestock systems of developing countries, ‘inclusive growth’ for poverty reduction and food security can often be achieved through the development of pro-poor livestock value chains. Here, improving practice refers to the uptake of technologies and institutional innovations that (1) increase on-farm livestock productivity in smallholder production systems as well as (2) efficiencies in their associated market channels, (3) improve the equitable distribution of benefits generated through more livestock employment and income, and (4) minimize livestock threats to the environment and public health. The men and women decision-makers who adopt these practices include not only the livestock keepers and market agents who handle livestock and their products, but also the individuals, businesses and government agencies that support the value chain through the products and services they supply such as feed, veterinary care and public health regulation. In dryland pastoral and agropastoral systems, where harsh and highly variable climates pose considerable risk of loss of livestock assets, both household income and food security can be protected against climate shocks by improved practices. In the case of drought, these might include making index-based livestock insurance available to livestock herders, conducting early de-stocking in conjunction with private traders, and making better use of functioning livestock markets. In the case of flooding, which can trigger outbreaks of economically important livestock and zoonotic diseases such as Rift Valley fever, better practice might entail more reliable predictive climate models used in conjunction with early livestock vaccination campaigns to prevent regional market closures able to devastate the livelihoods of livestock producers, traders and others. Changes in practice here would depend on choices made by decision-makers including local men and women livestock pastoralists and agro-pastoralists, market agents and slaughterhouse personnel as well as those at regional and global levels whose actions, policies and investment decisions impact small-scale dryland livestock systems and enterprises. Changes in practice thus span a range of choices made by decision-makers at all levels, from livestock producers (men and women in both small-scale and extensive production systems), to market agents and others intimately engaged with raising, selling and consuming animals and their products, through to those at local, regional and global levels whose development actions, policy and investment decisions impact the livestock sector.
  • 29. 23Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Strategic choices and principles Developing-country livestock producers and their communities are diverse, a result not only of their dramatically different ecological settings (ranging from tropical drylands to temperate and humid tropics and highlands) but also of their very different livestock production systems. As described previously, some livestock sectors are growing strongly and provide continuing opportunities for smallholders to improve their lives and livelihoods. Other systems are accelerating so fast that they are raising concerns about the environmental and health costs of the livestock systems. Yet others, often in remote or marginal environments, are experiencing fragile growth at best, and in these circumstances, helping livestock people enhance their adaptive capacity and that of their animals and environments to climate change and other kinds of shocks should be a primary focus. Going beyond the poverty-reduction focus of its past requires that ILRI does two things: • Broaden its target beneficiaries to include other value chain and civil society actors, and poor urban as well as rural consumers. • Pilot forward-looking interventions for the livestock farmers of the future and support more comprehensive food- system productivity and supply to consumers. ILRI works not only with the smallest scale farmers but also with more commercially oriented livestock producers and value chain actors. In 2013, ILRI had offices in countries spanning sub-Saharan Africa, South, Southeast and East Asia. It implements, and partners with, livestock-research-for-development projects in many more countries within these key regions. The institute’s geographic focus was determined mainly by a previous strategic assessment that identified the regions and countries with the most poor livestock keepers (Thornton et al. 2002); a more recent assessment (Robinson et al. 2011) indicates that these regions still dominate in this respect. To prioritize the geographic and commodity focus for this strategy, new empirical assessments as part of the critical success factor on science (below) inform ILRI’s choice of research locations and high-priority species. This includes identifying where (1) small-scale livestock production systems and commodities are likely to change most rapidly, thus providing research opportunities for transforming livestock value chains in transition for improved food security and poverty alleviation and (2) a focus on increasing resilience will have the greatest potential (appendix 4). It is not anticipated that ILRI will establish significant presence in new locations, but rather that these assessments inform the locations, livestock species and commodity focus of small, strategically located teams operating together with key partners. ILRI’s participation in CGIAR research programs with global reach influence the choices of the institute’s research locations and priority commodities. The ILRI-led CGIAR Research Program on Livestock and Fish focuses on high- priority value chain development of small-scale dairy, small ruminant and pig production, and is based on several assessments of their potential (http://livestockfish.cgiar.org, Staal et al. 2009).
  • 30. 24 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 ILRI’s previous long-term strategy (2002–2010) focused predominantly on the benefits of livestock for the poor, indeed, on livestock ‘as a pathway out of poverty’. Now, ILRI more directly addresses the negative as well as positive impacts of livestock, especially with regard to the environment (e.g. land and water degradation and greenhouse gas emissions due to livestock), opportunities to reduce livestock’s environmental footprint and human health problems (zoonotic diseases and livestock-food-borne illnesses) in a balanced way as an integral part of the research agenda. ILRI is proactive in responding to the development agenda and, while not undertaking development actions itself, ensures that its research outputs lead to research outcomes that impact on development challenges. Using approaches such as impact pathways and outcome logic require that ILRI make better use of expertise in such areas as partnerships, capacity building, communication, knowledge management and gender. As a relatively small institute with a large global mandate—to conduct livestock research for development— partnership remains the institute’s fundamental modus operandi. ILRI’s partners may be thought of as the institute’s ‘co-implementers’; these include farmers and others engaged in livestock raising and marketing, development agencies, non-governmental organizations, national research programs. ILRI itself is also often a partner in much larger initiatives. One helpful construct may be to think of partners and those who make decisions about changing practice in the categories of ‘implementers’ and ‘enablers’. Implementers are those who take, often co-creating, research results and use them on the ground—farmers and others engaged in livestock raising and marketing, development agencies, NGOs, national research programs, as well as those who implement research, alongside or in a complementary fashion to ILRI itself. Enablers include policymakers at all levels, from community to national, regional and international levels; this category also encompasses men and women’s farmer groups, cooperatives and associations. The role of women in agriculture is central, with recent results estimating that improving women’s access to inputs and services has the potential to reduce the number of malnourished people in the world by 100–150 million (FAO 2012). This is particularly true in the livestock sector, where women often are responsible for raising animals and processing and selling their food products. ILRI’s gender strategy, which provides a framework for implementing gender-balanced research.9 Incorporating a balanced gender portfolio is integral to the operational plans emanating from critical success factors, especially those addressing science and fit for purpose. Beyond specifically addressing gender, other issues of equity spanning opportunities for the youth and other potentially disadvantaged groups are also addressed. 9 http://mahider.ilri.org/handle/10568/16688
  • 31. 25Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Critical success factors To achieve its three strategic objectives, ILRI must excel in five performance areas, referred to here as critical success factors. These were identified in a 2012 analysis of both the external environment (appendix 1) and ILRI’s then strengths and weaknesses (appendix 6). Our determination of these mutually supporting critical success factors recognizes the need for ILRI to act as one of many players in responding to the challenges to be addressed if the institute is to achieve its aspirational strategic objectives. They also provide the institute with a structured way of planning and subsequently monitoring these key areas. The critical success factors provide a bridge between the institute’s three strategic objectives and the operational frameworks for each of these (figure 2). Below, each of the five critical success factors is defined with a brief description of why it is essential, what it involves and how it is operationalized. The set of critical success factors provides the means for ILRI to focus every dimension of its operations on achieving the institute’s strategic objectives, as well as to oversee and monitor the whole institute. Partnership is key to all of these. To develop meaningful as well as productive partnerships, more careful consideration is given to the identification and modalities of partnerships, including a plan to help identify strategic and other kinds of partners as well as guidelines and tools to operationalize and manage partnerships for impact and influence (see box 5). Figure 2. Intersecting critical success factors
  • 32. 26 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Get the science right ILRI’s ability to achieve its strategic objectives depends heavily on implementing excellent livestock science to provide high-quality empirical evidence and to address the most relevant science questions, spanning technology solutions and how and for whom research results are used, i.e. science-based solutions that enable ILRI to improve food security and reduce poverty on the scale specified in the first strategic objective. This is delivered through a multi-year rolling research strategy and operational plan that determines: • What ILRI’s research agenda and focus should be, including: • ILRI’s commitments to CGIAR research programs • end beneficiaries • research site locations • species targeted • high-level research questions to be addressed • how ILRI’s research priorities are set, monitored and assessed, including specifying the balance between the generation of new knowledge and knowledge sharing and applications • what individual skills and institutional capabilities ILRI needs to deliver on its research agenda • the timetable of actions to implement the research strategy The research strategy is used to develop rolling operational plans for 12–18 month periods. Influence practice, policy and choices of key decision-makers to address the use of livestock in developing countries To achieve its strategic objectives, ILRI needs to influence the choices of decision-makers and investors and catalyse changes in the strategies and practices of a large set of livestock system actors and livestock producers themselves. Outcomes involving changes in behaviour are essential for the institute to significantly increase food security and reduce poverty. Success in the first critical factor, on generating solid evidence and delivering high-quality and relevant science products, is certainly key but is clearly insufficient. ILRI also needs to ensure that its science products influence others and have impacts. Being intentional about listening to and influencing decision-makers requires that the institute invests time in evaluating the issues and target groups before articulating its rolling operational plans that spell out the institute’s specific research capacity in the areas of policy, investment and foresight (as part of the science operational plan), as well as generating the evidence needed to inform livestock-sector policies and investments. Approaches to advocacy, communications and partnerships are determined using outcome mapping and other pragmatic tools for planning outputs-to-outcomes-to-impacts.
  • 33. 27Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Grow the capacity to support appropriate livestock development and investment in developing countries To avoid the risk that ILRI’s research and development activities could be isolated and one-time interventions, and to bring about sustained change and ensure impact at scale beyond conventional project lifespans, a critical mass of people and organizations has to be equipped with the skills to design, implement and maintain appropriate livestock research and development initiatives.  For ILRI, capacity development entails the development of attitudes, skills and institutional arrangements as well as knowledge. ILRI works not only with individuals, organizations and institutions engaged in research and development directly but also with those making agricultural investment decisions at all levels. ILRI views its capacity development work as integral to successful livestock research for development (see box 4). It refers to the intentional and purpose-driven efforts to increase the capability of researchers, implementers and enablers to undertake and to use research to deliver on the promise of impact at scale in a sustainable manner. In this respect, capacity development is an integral and essential part of successful livestock research for development that delivers outcomes and impacts. ILRI’s capacity development strategy identifies institutional and individual clients and prioritizes their needs with reference to the outcome and impact pathways defined in ILRI and CGIAR research programs. This is informed by a baseline assessment and benchmarks against which progress is measured. Box 4. Some forms of capacity development at ILRI • Short-term attachments and the hosting of young professionals from national academic and research institutions. • Direct development of partner capacities undertaken on occasion to ensure that joint work by ILRI and the partner has maximum impact. • Growing the capacities of livestock actors and end users, which are typically part of project deliverables, either directly, through partners or through training of trainers. • Enhancing the livestock research and development capabilities of countries and institutions, typically through partnerships with international bodies and regional organizations. • Combinations of ‘intense’ capacity building activities, which are clustered around specific interventions to maximize production of ‘local public and private goods’, and ‘less intense’ activities such as e-learning and training of trainers that serve a wider purpose. • ILRI staff development and in-service training, including skills development, research management training and participation at conferences.
  • 34. 28 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Secure sustainable and appropriate funding The CGIAR reform process (2010-2012) changed the calculus to secure the resources needed for ILRI to achieve its strategic objectives, not only in terms of funding its research activities but also of maintaining its research capacity. To respond to this challenge, ILRI has an institutional business and resourcing plan contributing to a stronger resource mobilization strategy to: • Identify and adapt to changing funding mechanisms and requirements in the context of the Consortium, the Fund Office and Fund Council. • Promote more efficient and stable funding flows. • Enhance its professional dedicated capacity for supporting and monitoring various funding opportunities. • Improve the identification of objectives and assigning of responsibilities for funding targets. The plan and strategy is regularly updated through diagnoses of the ‘funding market’ that map all potential funders, their interests and how ILRI could link its work to their interests. The plan also includes metrics to assess the match of funds with institute priorities, full-cost recovery and grant size.Ensure ILRI is fit for purpose The strategy presents new challenges that require ILRI to build on its past and present excellent people, processes and infrastructure to design, carry out and deliver on its purpose. ILRI’s business and performance culture must ensure that every part of the institute is aligned and optimized to support effectively specific interventions (e.g. those related to science, capacity building, impact, resources). Ensuring ILRI is fit for purpose means that the organization is more effective in what it does (that it achieves its aims), efficient in how it operates (at least cost), represents excellent value for money to investors (in terms of returns and being the ‘go to’ place for livestock research for development), is known for being a reliable partner (in terms of relevant, high-quality and timely deliverables) and is a stimulating and rewarding place to work. Making ILRI fit for purpose necessitates: • ILRI continuing to attract, motivate and empower high-quality professionals to deliver in a performance culture, achieved through incentives, rewards, promotions and career development that values people, and staff diversity, work conditions and a supportive environment that enables people to grow. • Enhancing a global institutional culture and environment that enable staff and the organization to learn, respond quickly to demands and perform to their best ability. The research operational plan focuses on the specific interventions necessary to make ILRI’s science and the processes that support this ‘fit for purpose’. The One Corporate System helps to streamline many of the systems and procedures around project, personnel and financial management, and other supporting services10 . Putting this together requires corresponding organization-wide actions to reinforce ILRI’s institutional culture—especially in areas such as communication, learning and decision-making. An institutional development plan brings this all together. 10 www.cgiar.org/cgiar-consortium/consortium-office/corporate-services/
  • 35. 29Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Implementation This overarching corporate strategy, which sets the overall direction for the institute over the current decade, is supported by a series of operational plans for each critical success factor. These set out objectives, targets and measurable indicators and are the basis for regular monitoring, priority-setting and assessment of outcomes. Box 5. Partnerships As a relatively small institute with a large global mandate, partnership remains the institute’s fundamental modus operandi. The new strategic plan, however, requires that the range of partners that ILRI works with is increased. Previously the focus was on generating research outputs, primarily through partnerships with national agricultural research systems, sub-regional organizations and advanced research institutions. This strategy, which takes more responsibility for translating research outputs into outcomes and impacts, demands that ILRI reaches out to and engages with a broader range of partners, especially development organizations and the private sector. Specifically, to achieve its objective of persuading decision-makers at all levels—from farmers to parliamentarians—of the value of livestock investments, ILRI needs to partner with public, civil society and private sector organizations with expertise in communication, advocacy and policy change processes. This includes more proactive engagement with national, regional and international print and electronic media. The CGIAR research programs mean that ILRI has much closer partnerships than before with other CGIAR centres, both in the program it leads (Livestock and Fish) and those in which it participates. To achieve many of its objectives, ILRI needs to partner with individuals and organizations from the public and private sectors that have skills and experience that enable them to catalyse coalitions and alliances, and facilitate multi-stakeholder networks and innovation platforms. To engage with these new types of partners, ILRI requires staff who develop and tap into new networks. Similarly, ILRI’s new partners need to adapt to new ways of working with a type of partner that, in many cases, is different to those they usually work with. In both cases, capacity building and effective communication are important elements of effective partnership working. ILRI’s 2008 partnerships strategy (http://mahider.ilri.org/handle/10568/566) provides relevant principles to guide ILRI’s partnerships, including: • ILRI commits itself to engage with partners in an inclusive, transparent and trust-based manner where credit is shared with integrity and obligations are implemented in a mutually accountable way while being fully committed to the impacts and strategic goals. • As partnership and collaboration is a means to an end, ILRI must carefully consider the quality of its partnerships and weigh the trade-offs in terms of transaction costs vs. outcomes and impacts. • ILRI enters into a partnership with another institution if both ILRI and the potential partner can identify and articulate clearly their expected mutual benefits. • Transparency promotes healthy partnerships. Making sure that roles and expectations are discussed and agreed, and then clearly stated and documented, avoids misunderstandings later. • ILRI supports effective management of partnerships at all levels, through valuing and helping to develop the skills of ILRI staff in managing partnerships and defining and recognizing good performance, and by allocating the time and resources needed for effective partnership management. • ILRI is committed to the supremacy of performance over politics, seniority and hierarchy in partnerships. It operates in the least bureaucratic and hierarchic way possible to ensure efficient, effective, accountable services and provide space for innovative and entrepreneurial high-performing staff while maintaining inclusiveness and equal opportunity.
  • 36. These appendices present background information and the process used to develop the strategy
  • 37. 31Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 Appendix 1: Expert input—the factor briefs In June 2012, a short consultation was undertaken with several global leaders and thinkers to identify the major external (to ILRI) factors or forces that affect policy and practice in agriculture and food production over the next 10–15 years. Requests to provide a few bullet points were sent to over 40 experts and responses were received from 26 individuals (from donors, scientific and development experts, research practitioners, development investors and commerce). ILRI appreciates the following individuals who contributed to the external factor evaluation which has informed its strategy development. Nick Austin, Christian Borgemeister, Joe Carvalho, Ken Cassman, Rodney Cooke, Willie Dar, Ruben Echeverria, Shenggen Fan, Tara Garnett, Andy Haines, Steve Hall, Peter Hazell, Christoph Kohlmeyer, Peter Matlon, David Nabarro, Michael Obersteiner, Prabhu Pingali, Alan Tollervery, Brendan Rogers, Ian Scoones, Carlos Sere, Emmy Simmons, Mahmoud Solh, Camilla Toulmin, Modibo Traore and Bernard Vallat. Special thanks to those who kindly contributed factor briefs: Chris Barrett, Tara Garnett, Peter Hazell, Anni McLeod, Emmy Simmons and Philip Thornton. The seven key factors identified are listed below. For six of the seven, a short brief was prepared that describes aspects of how this factor could develop in the next 10–15 years, the extreme scenarios that could emerge and their likely impact, the drivers that will influence how this factor develops, and the potential impact of this factor on the evolution of smallholder livestock farming (both crop–livestock and pastoral systems). The seven factors • What quantity and quality of food will be available? • How much food will the world need? • How will the world perceive agriculture, particularly livestock in relation to global sustainable development challenges? • What is the future of smallholder agriculture and what does the transition look like? • What is the potential role of smallholder livestock agriculture in sustainable intensification? • How will the world address scarce and competing uses of natural resources? • How will the world perceive livestock agriculture in relation to the impacts on and of climate change?
  • 38. 32 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 How much food will the world need? How could this factor develop in the next 10–15 years? What extreme scenarios could emerge? We could see an extreme growth in demand for meat and dairy products (especially for pork and poultry meat) and this will drive a very high demand for food, including grains for animal feed. This demand is likely to be met by very intensive, large-scale, and industrialized systems of production. There may be synergies with biofuel production if the co-products are successfully introduced into the animal feed chain. As a variant on this, it might be that very wealthy populations decide to substantially reduce their meat consumption for health/status reasons (as is happening already in the developed world)—and meat becomes the ‘food of the poor’. We will see a situation (already emerging) where the rich are thin and healthy and the poor are fat and unhealthy— consuming cheap commodity animal protein. Alternatively, we could see concerted action to address food losses and waste in the supply chain and/or reductions in meat and dairy consumption among high consuming populations and a carefully moderated growth among low consuming populations. In this scenario, the demand for meat and dairy products will be lower and the overall requirement to produce food will be lower. There would be a renewed focus on the production of diverse plant based foods and on maximizing interactions between livestock and crop systems. There would need to be strong policy commitment to intervene in the food system in order to make this scenario work. This demand could be met from a mixture of systems, including those that are smallholder based. If there were substantial developments in the artificial meat sector, a third very extreme scenario might be that demand for meat was met through artificial meat. This would likely elicit huge resistance from the livestock sector although some of the huge agribusiness players might seek to gain prime mover advantage and invest early in this sector. Another ‘wildcard’ variant on this theme might be the GM breeding of animals that produce no methane, or which were highly efficient in utilizing protein, meaning that N losses were minimized. One could of course envisage at its most extreme a global dictatorship. Per capita nutrition requirements were worked out and the least-environmental-cost approach to meeting these requirements was formulated, allowing for variation by climate and region (i.e. least cost might be livestock in some areas but not in others). Food would be provided through a system of rationing and essentially the world would subsist on a largely but not entirely vegan diet (i.e. where it was resource efficient to produce milk or meat, it would be available). What drivers will influence how this factor develops? • Rate of economic development • Rate of population growth • Cultural forces—i.e. attitudes to diet, to health, to animal welfare, to the environment, to consumerism, and to technical innovations, i.e. in the realm of artificial meat or to different livestock systems.These in turn will be influenced by economic development and the process of urbanization as well as media and other influences. • The extent to which policymakers: a. decide, finally, to do something about climate change and other environmental impacts, and b. decide to focus on agricultural emissions, and particularly livestock emissions. For example, if they decide that addressing methane is a ‘quick win’ then there may be a renewed focus on the ruminant livestock sector.A focus on nitrogen losses throughout the food chain, with livestock representing a very N-efficient way of securing food protein, may also trigger action on livestock.
  • 39. 33Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 • Developments in the aquaculture sector (i.e.the extent to which aquatic protein substitutes for terrestrial animal protein). • Developments with respect to artificial meat. • Extent to which policymakers start to renew their focus on population. What is the potential impact of this factor on the evolution of smallholder livestock farming (both crop–livestock and pastoral systems)? What would be the impact of the extreme scenarios? Under a very high demand scenario, the role of smallholders is likely to be diminished. Under a more moderate scenario, where there is more ecological ‘space’ available, there is potential for smallholder systems to flourish. If developments in artificial meat were to advance substantially it may be that ‘meat’ from this source may substitute for industrialized livestock production. We could see the development of a dual meat-provisioning system, with commodity demand provided by artificial meat and higher value meat for more niche markets met by higher welfare, smallholder systems. In the ‘global dictatorship’ scenario, there may also be some role for smallholder production. How will the world perceive agriculture, particularly livestock in relation to global sustainable development challenges? How could this factor develop in the next 10–15 years? What extreme scenarios could emerge? After a generation of neglect, world leaders are slowly beginning to appreciate once again the central importance of agriculture to economic wellbeing, social and political stability and environmental sustainability. There remains much to be done, and CGIAR centres and programs like ILRI play a central role not just in research but equally in educating policymakers, the global media and the general public so that we do not again lose focus on these issues. The extreme scenarios are as follows: On the favourable side—that OECD governments and philanthropic foundations restore international agricultural research and capacity building funding, that developing country governments eliminate continued policy bias against agriculture and prioritize agricultural research and extension, and that governments reach agreement on multilateral agricultural trade liberalization. This leads to restored generous unrestricted funding for international agricultural research, a new generation of talented young scientists entering the field with cutting-edge training, and crowds in private sector investment that helps accelerate productivity growth, and bring down real food prices even while increasing profitability for farmers. On the negative side—governments look for ‘quick fixes’ that cannibalize longer-term investment in capacity building to try to get big short-term impacts. Or ideologically motivated environmental movements effectively impede the use of the full range of scientific tools needed to advance productivity growth that benefits the poor and paralyses developing country governments concerned about crossing swords with powerful civil society groups in OECD countries. In either case, necessary restoration of essential funding for long-term capacity building and research gets scuttled.
  • 40. 34 Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 What drivers will influence how this factor develops? The evolution of the key opinion drivers will be heavily influenced by: • Private sector (corporate and foundation) funding, • How effectively agricultural scientists engage the public policy debates around the environment, health and nutrition, and sociopolitical stability, and maintaining a high level of productivity and integrity in the agricultural sciences. What is the future of smallholder agriculture? How could this factor develop in the next 10–15 years? What extreme scenarios could emerge? 1. Shrink and split. The gap widens between small- and large-scale and between city and countryside, with a few small- scale entrepreneurs in between. Subsistence agriculture remains in rural pockets, the province of the old and poor, involving a gradually declining percentage of the population. A few small-scale entrepreneurs make the break to niche markets, using additional off-farm enterprises to hedge risk. Many young farmers leave agriculture to their parents and become urbanites. Agriculture scales up and concentrates to supply city populations oblivious of the source of their food. Globally a shrinking percentage of the population is directly involved in agriculture, although there is some growth in employment in processing and retail. Ministries of agriculture and livestock become ministries of food safety and food supply. 2. Blanket of green. The division between city and countryside begins to reverse. Agriculture springs up in small urban waste sites, with local government support to engage unemployed people. Buildings are engineered to support planting on roof tops. Plants, insects and fungi are raised in apartment blocks. Suburban parks have vegetable and herb beds. Peri-urban small-scale dairying and vegetable growing are protected from urban sprawl by land use regulations, and networks of electric vans connect these farmers to large retailers. An increasing importance is placed on preserving the quality of rural land, with tree-planting and range restoration projects running hand-in-hand with more conventional agriculture and livestock. Small-scale agriculture and pastoralism are seen as important to combat global warming. Ministries of agriculture and livestock become ministries of food and environment. 3. Techno-food. Food supply becomes more about nutrition from any possible source and less about crops and livestock. Insects, farmed seaweed, algae, cultivated meat all start to move out of experimental projects and into mainstream diets. Small-scale subsistence farmers can have little part in these activities, which require knowhow and investment. Small-scale entrepreneurs raise insects on contracts and some former farmers work in seaweed farms and algae plants. With global warming and flooding, aquaculture expands in low-lying areas, focussing on fast-growing shellfish, and some smallholder farmers take advantage of this new opportunity. Ministries of agriculture become ministries of food science and culture. What drivers will influence how this factor develops? • Private and public investment choices:The projects that are supported, the research that is supported, willingness to explore new directions. • Global economic recession will affect the extent to which corporations and governments are willing to support unusual and potentially risky projects. Minor recession can stimulate people and organizations to try new directions. Prolonged and serious recession, however, tends to make them risk-averse, or too focussed on immediate needs to be proactive.
  • 41. 35Livestock research for food security and poverty reduction—ILRI strategy 2013–2022 • Land availability. Limited land combined with growing populations creates urgency to find new land-intensive ways to produce food. • Markets, particularly large-scale retailers.The extent to which they place importance on food safety, cheap food, convenience of few suppliers, social and environmental audit. • Projections of global populations/climate change and the extent to which we believe them. • Civil society initiatives and information-sharing technology. Several recent initiatives have captured imaginations— the ‘food for cities’ network is just one example. It is easier than ever before to source creative ideas, and the conversations around them lead to new practical projects. • Technological leaps.Technology has been an important driver of social change (the industrial revolution, the green revolution, space exploration, the internet) although not always in predictable ways. Food, nutrition, energy, ecological sciences will all be important. • What people decide to eat.Type and provenance of food. However, it is hard to predict what will drive this—many trends and ‘food movements’ are visible in different societal groups. Government nutrition policy/communication seem to be fairly ineffective drivers, day to day economic reality and peer-group pressure among the strongest influences. Drivers could interact with each other. Different drivers are likely to be more/less influential in different localities and scenarios. For example: ‘Shrink and split’ is the most likely scenario from current trajectories and if global recession continues, but we can expect different speeds of progression in different regions. ‘Techno-food’ is a longer term prospect, probably limited initially to highly urbanized and industry-technology-rich regions—it will need a boost in investment and good luck with science to take off in the next 15 years. Civil society action/information sharing and concerns about climate change are likely to be particularly important for ‘Blanket of green’. What is the potential impact of this factor on the evolution of smallholder livestock farming (both crop–livestock and pastoral systems)? What would be the impact of the extreme scenarios? Shrink and split: Many young farmers and pastoralists, particularly women, would leave agriculture to their parents and become urbanites, some becoming successful and others drifting into poverty and prostitution. There could be positive impacts for urban consumers from lower food prices. To create positive impact for rural dwellers, a conscious effort would be needed to move agricultural processing and other investment into rural areas. Techno food: Some of today’s pattern of small-scale agriculture and pastoralism would remain, some would vanish. New technology-based food producing activities would develop, including activities in new locations. There could be more opportunities for young people and women to become part of new food chains. Investment in developing new skills would be essential to ensuring a favourable impact for this scenario. So would attention to ensure that natural biodiversity is not ignored in the rush for new techno-fixes. Blanket of green. This scenario potentially offers the greatest opportunities for small-scale, local agriculture to persist and develop, although with no greater guarantees of profit than existing smallholder agriculture. This scenario also offers the greatest potential for holistic development of rangelands, with existing pastoralists (but not necessarily women, given existing institutions) playing an important part. Functioning markets for environmental services of many kinds would be essential to ensuring a favourable impact for this scenario.