3. Gains in meat consumption in developing countries
outpace that of developed countries
300
Million metric tonnes
250
200
150
developing
developed
100
50
0
1980
1990
2002
2015
2030
FAO 2006
4. Economic opportunities in the livestock sector
The 4 billion people who live
on less than US$10 a day
(primarily in developing
countries) represent a food
market of about $2.9 trillion
per year. (Hammond et al. 2007)
• 17 billion domestic animals
• Asset value $1.4 trillion
• Employs 1.3 billion people
Rosegrant et al. 2009
5. 4 out of 5 of the highest value
global commodities are livestock
Source: FAOSTAT, 2013
6. Percentage growth in demand
for livestock products: 2000−2030
6
Based on anticipated change in absolute tonnes of product comparing 2000 and 2030
FAO, 2012
7. Opportunities and challenges
in the livestock sector
Provides food and nutritional security
BUT overconsumption can cause obesity
Powers economic development
BUT equitable development can be a challenge
Improves human health
BUT animal-human/emerging diseases
and unsafe foods need to be addressed
Enhances the environment
BUT pollution, land/water degradation,
GHG emissions and biodiversity losses
must be greatly reduced
9. ILRI strategy and the CGIAR Consortium
Global livestock
issues
ILRI
strategy
CGIAR consortium
10. ILRI strategy 2013 – 2022: key elements
Mission
(Purpose)
WHY ILRI exists
Strategic objectives
(informed by strategic issues
– external and internal
environment))
WHAT ILRI does
Critical success factors
performance areas
overlapping
do NOT map to structure
HOW the strategy is
operationalized
11. Mission and vision
ILRI envisions a world where all people have
access to enough food and livelihood options to
fulfill 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. Strategic objective 1
ILRI and its partners will
develop, test, adapt and
promote science-based
practices that—being
sustainable and scalable—
achieve better lives
through livestock.
13. Strategic objective 2
ILRI and its partners will provide
compelling scientific evidence in
ways that persuade decisionmakers—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.
14. Strategic objective 3
ILRI and its partners will
work to increase capacity
amongst 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.
17. Dryland Cereals
Grain Legumes
Livestock and Fish
Maize
Rice
Roots, Tubers and Bananas
Wheat
Climate Change, Agriculture and Food Security
Forests, Trees and Agroforestry
Water, Land and Ecosystems
Humidtropics
Aquatic Agricultural Systems
Dryland Systems
Policies, Institutions, and Markets
Agriculture for Nutrition and Health
Genebanks
18. Dryland Cereals
Grain Legumes
Dryland systems
Livestock and Fish
Led by ICARDA
Maize
ILRI research on:
- Mitigating vulnerability (PES,Rice
IBLI....)
Roots, Tubers and Bananas
-Sustainable intensification
Wheat
including trade-off and systems
analyses
Climate Change, Agriculture and Food Security
-Innovation systems, gender
Forests, Trees and Agroforestry
Water, Land and Ecosystems
Humidtropics
Aquatic Agricultural Systems
Dryland Systems
Policies, Institutions, and Markets
Agriculture for Nutrition and Health
Genebanks
19. Dryland Cereals
Grain Legumes
Livestock and Fish
Maize
HumidTropics
Rice
Led by IITA
Roots, Tubers and Bananas research on:
ILRI
-Sustainable intensification
Wheat
including trade-off and
Climate Change, Agriculture and Food Securitysystems
analyses
Forests, Trees and Agroforestry
-Livestock-environment
Water, Land and Ecosystems
Humidtropics
Aquatic Agricultural Systems
Dryland Systems
Policies, Institutions, and Markets
Agriculture for Nutrition and Health
Genebanks
20. Dryland Cereals
Grain Legumes
Livestock and Fish
Maize
Rice
Roots, Tubers and Bananas
Policy, institutions and Wheat
markets
Climate Change, Agriculture and Food Security
Led by IFPRI
Includes ILRI research on value and Agroforestry
Forests, Trees
chains, systems and gender
Water, Land and Ecosystems
analyses
Humidtropics
Aquatic Agricultural Systems
Dryland Systems
Policies, Institutions, and Markets
Agriculture for Nutrition and Health
Genebanks
21. Dryland Cereals
Grain Legumes
Livestock and Fish
Maize
Rice
Agriculture for enhanced
nutrition and Roots, Tubers and Bananas
health
Led by IFPRI
Wheat
ILRI leads component on
Climate control of
prevention andChange, Agriculture and Food Security
agriculture associated diseases
Forests, Trees and Agroforestry
- food borne diseases Land and Ecosystems
Water,
-Zoonoses
-Emerging infectious diseases
Humidtropics
Aquatic Agricultural Systems
Dryland Systems
Policies, Institutions, and Markets
Agriculture for Nutrition and Health
Genebanks
22. Dryland Cereals
Grain Legumes
Livestock and Fish
Maize
Rice
Roots, Tubers and Bananas
Wheat
Climate Change, Agriculture and Food Security
Forests, Trees and Agroforestry
Water, Land and Ecosystems
HumidtropicsWater, land and ecosystems
Led
Aquatic Agricultural Systems by IWMI
ILRI research on:
Dryland Systems livestock systems in the Nile
-crop
Policies, Institutions, andand Volta basins; innovation
Markets
platforms.....;
Agriculture for Nutrition and Health
Genebanks
23. Dryland Cereals
Climate change
Led byGrain Legumes
CIAT
ILRI research on: and Fish
Livestock
- Systems analyses, macro level and
Maize
household models
Rice
-Climate change mitigation and
adaptation in livestock systems Bananas
Roots, Tubers and
Wheat
Climate Change, Agriculture and Food Security
Forests, Trees and Agroforestry
Water, Land and Ecosystems
Humidtropics
Aquatic Agricultural Systems
Dryland Systems
Policies, Institutions, and Markets
Agriculture for Nutrition and Health
Genebanks
24. Dryland Cereals
Grain Legumes
Livestock and Fish
Maize
Rice
Roots, Tubers and Bananas
Wheat
Climate Change, Agriculture and Food Security
Managing and
Forests, Trees and Agroforestry sustaining crop
collections
Water, Land and Ecosystems Crop Diversity Trust
Led by Global
ILRI forage genebank
19, 000 accessions
Humidtropics
Aquatic Agricultural Systems
Dryland Systems
Policies, Institutions, and Markets
Agriculture for Nutrition and Health
Genebanks
25. Dryland Cereals
Grain Legumes
Livestock and Fish
Maize
Rice
Roots, Tubers and Bananas
Wheat
Climate Change, Agriculture and Food Security
More milk, meat, and fish by
Forests, Trees and Agroforestry
and for the poor
Water, Land and Ecosystems
Led by ILRI with CIAT, ICARDA and
Humidtropics
WorldFish
Aquatic Agricultural Systems
Dryland Systems
Policies, Institutions, and Markets
Agriculture for Nutrition and Health
Genebanks
26. Livestock & Fish CRP
Innovating to produce more meat, milk and fish:
• For the poor: will there be sufficient affordable
animal-source foods on the table of the poor to 2050
for healthy diets?
• By the poor: can we demonstrate that smallholders
and the poor—and especially women-- can contribute
to and benefit from producing and delivering a share
of that food?
27. Urgency and focus for relevant research!
Aiming our research to
transform selected pro-poor
value chains
Focusing research to design
and generate evidence for
large-scale development
interventions
Prioritizing an appropriate
balance of short and long-term
research on the productivity
drivers and social science
For local solutions but with
regional and global benefits
Consumers
Major intervention led by development
partners
Research partners working together at value chain
level
CRP Research Platforms
• Productivity: Animal
health, genetics, feeds
• Market Innovation
• Targeting & Impact
INTERVENTIONS TO
SCALE OUT REGIONALLY
GLOBAL RESEARCH
PUBLIC GOODS
28. Recognizing and harnessing the role
of research and development
In 9 meat, milk and
fish value chains, and
through other CRPs
and their sites
Relative degree of involvement
Stylized impact pathway for translating research into largescale impact in a value chain
Research
partners
Experiments
Evaluation
Evidence
Assessment
Mobilization
Best bets
Lessons
Context
Design
Piloting
Knowledge
partner
Attracting
investment
Implementing
large-scale
interventions
Advocacy
Dissemination
Year 1
Year 8-12
Program horizon in a target value chain
Development
partners
31. ILRI’s research teams
Integrated sciences
Biosciences
Animal science for sustainable
productivity
BecA-ILRI hub
Food safety and zoonoses
Vaccine platform
Livestock systems and the
environment
Animal bioscience
Livelihoods, gender and impact
Feed and forage bioscience
Policy, trade, value chains
Bioscience facilities
With capacity development, business development, knowledge
management, PA, RM, IP….
31
32. Biosciences eastern and central Africa – ILRI Hub
a strategic partnership between ILRI and NEPAD.
a biosciences platform that makes the best lab facilities
available to the African scientific community.
building African scientific capacity.
identifying agricultural solutions based on modern
biotechnology.
hosted at ILRI’s headquarters, Nairobi, Kenya.
33. ILRI Resources 2013
• Staff: 600.
• Budget: $74 million.
• 130 senior scientists from
40 countries.
• 56% of internationally
recruited
staff are from 22 developing
countries.
• 34% of internationally
recruited staff are women.
• Large campuses in Kenya
and Ethiopia.
34. ILRI Graduate Fellowship
• Graduate Fellows - MSc/PhD 6-36 months
ILRI Currently hosting 81
• Research Fellows - Non-degree related training in
research methodologies up to 18 months)
ILRI Currently hosting 18
• Interns - Short-term, on-the-job training for young
professionals 3-6 months. ILRI Currently hosting 35
35. ILRI budget 2014
$66.225 million
}
W3/Bi
W1/2
BecA-ILRI
Non CRP
ILRI budget 2014 by CRP
drylands
humidtropics
PIM
L&F
A4NH
WLE
CCAFS
genebank
36. ILRI Offices
India
Mali
China
Laos
Vietnam
Nairobi: Headquarters
Addis Ababa: principal campus
In 2012, offices opened in:
Kampala, Uganda
Harare, Zimbabwe
Office in Bamako, Mali
relocated to
Ouagadougou, Burkina Faso
Dakar, Senegal
Nigeria
Sri Lanka
Mozambique
Kenya
Thailand
Ethiopia
39. Google’s view of the ILRI campus laboratory and farm facilities
Labs
Farm and
paddocks
GHG
research
40. In summary
• Long term strategy
• ILRI’s Strategic objectives aligned with
4 SLOs of the CGIAR and pursued
through the CRPs
• Diversity: trajectories; species; ILRI
strengths; partners
• Livestock ‘goods’ and ‘bads’
• Mainstreaming gender; human health
• Clientele: Beyond livestock producers;
partners; capacity development
41. better lives through livestock
ilri.org
Strategy materials: www.ilri.org/mission
The presentation has a Creative Commons licence. You are free to re-use or distribute this work, provided credit is given to ILRI.
42. Food security
challenge
Need to
deliver at
scale
ILRI – fit for
purpose
Need for
greater
capacity
Strategic issues that
inform
Role of
women
Strategic
objectives
Diversity of
challenges
and
opportunities
for the poor
Disproportio
nately low
livestock
funding
Significant
new science
Address
human
health and
environment
al issues
43. Growth scenarios for livestock systems
• ‘Strong growth’
– Where good market access and
increasing productivity provide
opportunities for continued
smallholder participation.
• ‘Fragile growth’
– Where remoteness, marginal land
resources or agroclimatic
vulnerability restrict intensification.
• ‘High growth with externalities’
– Fast changing livestock systems
potentially damaging the
environment and human health
• Different research and development
challenges for poverty, food
security, health and
nutrition, environment
Notas do Editor
These figures are from FAO’s Livestock’s long shadow.
Mention who are decision makersWhat practicesMetrics: 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.Metrics: Within a 10–15-year time frame, the share of agricultural budgets invested 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 the underpinning changes in attitudes and behaviour will be defined based on learning from taking pilot studies to scale in target countries.Metrics: ILRI has not previously articulated capacity 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 therefore conduct a baseline assessment before specifying the exact metrics for this third strategic objective; the metrics 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 resourcesILRI’s use of the terms ‘practice’ and ‘decision-makers’ in this strategy encompasses a wide range of scales andgroups. The following are examples of these wide ranges in livestock systems with high potential for growth andin those where increasing resilience rather than productivity is paramount.Where there exists high potential for economic growth in mixed crop-and-livestock systems of developingcountries, ‘inclusive growth’ for poverty reduction and food security can often be achieved through thedevelopment of pro-poor livestock value chains. Here, improving practice refers to the uptake of technologiesand institutional innovations that (1) increase on-farm livestock productivity in smallholder productionsystems as well as (2) efficiencies in their associated market channels, (3) improve the equitable distribution ofbenefits generated through more livestock employment and income, and (4) minimize livestock threats to theenvironment and public health. The men and women decision-makers who adopt these practices include notonly 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 supplysuch as feed, veterinary care and public health regulation.In dryland pastoral and agro-pastoral systems, where harsh and highly variable climates pose considerable riskof loss of livestock assets, both household income and food security can be protected against climate shocks byimproved practices. In the case of drought, these might include making index-based livestock insurance availableto livestock herders, conducting early de-stocking in conjunction with private traders, and making better useof functioning livestock markets. In the case of flooding, which can trigger outbreaks of economically importantlivestock and zoonotic diseases such as Rift Valley fever, better practice might entail more reliable predictiveclimate models used in conjunction with early livestock vaccination campaigns to prevent regional marketclosures able to devastate the livelihoods of livestock producers, traders and others. Changes in practice herewould depend on choices made by decision-makers including local men and women livestock pastoralists andagro-pastoralists, market agents and slaughterhouse personnel as well as those at regional and global levels whoseactions, policies and investment decisions impact small-scale dryland livestock systems and enterprises.Changes in practice thus spans 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 intimatelyengaged with raising, selling and consuming animals and their products, through to those at local, regional andglobal levels whose development actions, policy and investment decisions impact the livestock sector.
To achieve its three strategic objectives, ILRI must excel in five performance areas, referred to here as criticalsuccess factors, which were identified in an analysis of both the external environment (Appendix 2) and ILRI’s currentstrengths and weaknesses (Appendix 7) in relation to the mission and strategic objectives. The institute has excelledin many of these areas up to now, and has a solid foundation on which to build. The specific articulation of theseperformance areas as interacting and mutually supporting critical success factors recognises the need for ILRI as oneof many players to respond to the challenges to be addressed if the institute is to achieve its aspirational strategicobjectives. They also provide the institute with a structured way of planning and subsequently monitoring thesekey areas. The critical success factors provide a bridge between the institute’s three strategic objectives and theoperational frameworks for each these (Figure 2). Below, each of the five critical success factors is defined with a briefdescription of why it is essential, what it involves and how it will be operationalized. The set of critical success factorsprovides 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; Box 4 on page 28 sets outsome principles for the way ILRI works with partners
SADF = secure animal disease facility, operates at enhanced BSL2. Can accommodate cattle, pigs and small ruminants.Modern lab facility is ~6,000 sq meters that supports modern biotechnology research. Have BSL3 lab and green house facility.
Internal, external on line and face to face consultations (several formats and contexts…..)
Assessment of external factors(Appendix 2)In June 2012, a short consultation was undertaken with several global leaders and thinkers to identify the majorexternal (to ILRI) factors or forces that will affect policy and practice in agriculture and food production over the next10-15 years. Requests to provide a few bullet points were sent to over 40 experts and responses were received from26 individuals (from donors, scientific and development experts, research practitioners, development investors andcommerce).The seven key factors identified are listed below. For six of the seven, a short brief was prepared that describesaspects of how this factor could develop in the next 10-15 years, the extreme scenarios that could emerge and theirlikely impact, the drivers that will influence how this factor develops, and the potential impact of this factor on theevolution 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?
Strong growth systems: There is urgent need to develop sustainable food systems that deliver key animal-sourcenutrients to the poor while facilitating a structural transition in the livestock sector of developing countries—atransition from most smallholders keeping livestock in low-productive systems to eventually fewer households raisingmore productive animals in more efficient, intensive and market-linked systems. These mostly mixed smallholdersystems now provide significant animal and crop products in the developing world and are likely to grow the most inaggregate. In many parts of Africa and Asia, the transition is happening slowly, with smallholder marketing systems stilllargely informal although there are pockets of more rapid change in higher potential systems with good market access.ILRI and its partners will work to make this transition as broad-based as possible, helping those who can to continueon their path to sustainable, highly productive and resource-efficient smallholder systems, or to accumulate sufficientcapital 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 well-being of people and the environment nowand in the future.Fragile growth systems: It will not be possible to create the same level of opportunities for rapid, marketfocused growth for all poor livestock keepers, especially in areas where growth in productivity is severely limitedby remoteness, harsh climates or environments or by poor institutions, infrastructure and market access. In theselivestock systems, what’s urgently needed are nuanced approaches that, where appropriate, help achieve incrementalgrowth in livestock production and market engagement that matches well with the natural resource base. In othersituations, rather than productivity, the emphasis will need to be on enhancing the important role livestock play inincreasing the resilience of people, communities and environments to variability in weather, markets or resourcedemands. Livestock research will help people make better use of their livestock-based livelihoods to feed their familiesand communities, protect their assets and conserve their natural resources.High growth with externalities: In parts of some developing countries particularly in Asia, where dynamic marketsand increasingly skilled human resources are already driving strong growth in livestock production, fast-changingsmall-scale livestock systems may be damaging the environment, exposing their communities to increased public healthrisks, and furthermore excluding participation of those livestock keepers and sellers living in deepest poverty. In thesecircumstances, what’s urgently needed is an understanding and anticipation of all possible negative impacts of smallscalelivestock intensification. Research can help promote or generate the incentives, technologies, strategies andproduct and organizational innovations that will mitigate health and environment risks while supporting the poorestpeople to comply with increasingly stringent livestock market standards.