Discovering Vavilov, and building a career in plant genetic resources: (3) Becoming a genebanker in the 1990s, and beyond

My decision to leave a tenured position at the University of Birmingham in June 1991 was not made lightly. I was about to be promoted to Senior Lecturer, and I’d found my ‘home’ in the Plant Genetics Research Group following the reorganization of the School of Biological Sciences a couple of years earlier.

But I wasn’t particularly happy. Towards the end of the 1980s, Margaret Thatcher’s Conservative Government had become hostile to the university sector, demanding significant changes in the way they operated before acceding to any improvements in pay and conditions. Some of the changes then forced on the university system still bedevil it to this day.

I felt as though I was treading water, trying to keep my head above the surface. I had a significant teaching load, research was ticking along, PhD and MSc students were moving through the system, but still the university demanded more. So when an announcement of a new position as Head of the Genetic Resources Center (GRC) at the International Rice Research Institute (IRRI) in the Philippines landed on my desk in September 1990, it certainly caught my interest. I discussed such a potential momentous change with Steph, and with a couple of colleagues at the university.

Nothing venture, nothing gained, I formally submitted an application to IRRI and, as they say, the rest is history. However, I never expected to spend the next 19 years in the Philippines.


Since 1971, I’d worked almost full time in various aspects of conservation and use of plant genetic resources. I’d collected potato germplasm in Peru and the Canary Islands while at Birmingham, learned the basics of potato agronomy and production, worked alongside farmers, helped train the next generation of genetic conservation specialists, and was familiar with the network of international agricultural research centers supported through the Consultative Group on International Agricultural Research or CGIAR.

What I had never done was manage a genebank or headed a department with tens of staff at all professional levels. Because the position in at IRRI involved both of these. The head would be expected to provide strategic leadership for GRC and its three component units: the International Rice Germplasm Center (IRGC), the genebank; the International Network for the Genetic Evaluation of Rice (INGER); and the Seed Health Unit (SHU). However, only the genebank would be under the day-to-day management of the GRC head. Both INGER and the SHU would be managed by project leaders, while being amalgamated into a single organizational unit, the Genetic Resources Center.

I was unable to join IRRI before 1 July 1991 due to teaching and examination commitments at the university that I was obliged to fulfill. Nevertheless, in April I represented IRRI at an important genetic resources meeting at FAO in Rome, where I first met the incoming Director General of the International Board for Plant Genetic Resources (soon to become the International Plant Genetic Resources Institute or IPGRI), Dr Geoff Hawtin, with whom I’ve retained a friendship ever since.

On arrival at IRRI, I discovered that the SHU had been removed from GRC, a wise decision in my opinion, but not driven I eventually discerned by real ‘conflict of interest’ concerns, rather internal politics. However, given that the SHU was (and is) responsible, in coordination with the Philippines plant health authorities, to monitor all imports and exports of rice seeds at IRRI, it seemed prudential to me not to be seen as both ‘gamekeeper and poacher’, to coin a phrase. After all the daily business of the IRGC and INGER was movement of healthy seeds across borders.


Klaus Lampe

My focus was on the genebank, its management and role within an institute that itself was undergoing some significant changes, 30 years after it had been founded, under its fifth Director General, Dr Klaus Lampe, who had hired me. He made it clear that the head of GRC would not only be expected to bring IRGC and INGER effectively into a single organizational unit, but also complete a ‘root and branch’ overhaul of the genebank’s operations and procedures, long overdue.

Since INGER had its own leader, an experienced rice breeder Dr DV Seshu, somewhat older than myself, I could leave the running of that network in his hands, and only concern myself with INGER within the context of the new GRC structure and personnel policies. Life was not easy. My INGER colleagues dragged their feet, and had to be ‘encouraged’ to accept the new GRC reality that reduced the freewheeling autonomy they had become accustomed to over the previous 20 years or so, on a budget of about USD1 million a year provided by the United Nations Development Program or UNDP.

When interviewing for the GRC position I had also queried why no germplasm research component had been considered as part of the job description. I made it clear that if I was considered for the position, I would expect to develop a research program on rice genetic resources. That indeed became the situation.


Once in post at IRRI, I asked lots of questions. For at least six months until the end of 1991, I made no decisions about changes in direction for the genebank until I better understood how it operated and what constraints it faced. I also had to size up the caliber of staff, and develop a plan for further staff recruitment. I did persuade IRRI management to increase resource allocation to the genebank, and we were then able to hire technical staff to support many time critical areas.

But one easy decision I did make early on was to change the name of the genebank.  As I’ve already mentioned, its name was the ‘International Rice Germplasm Center’, but it didn’t seem logical to place one center within another, IRGC in GRC. So we changed its name to the ‘International Rice Genebank’, while retaining the acronym IRGC (which was used for all accessions in the germplasm collection) to refer to International Rice Genebank Collection.

In various blog posts over the past year or so, I have written extensively about the genebank at IRRI, so I shall not repeat those details here, but provide a summary only.

I realized very quickly that each staff member had to have specific responsibilities and accountability. We needed a team of mutually-supportive professionals. In a recent email from one of my staff, he mentioned that the genebank today was reaping the harvest of the ‘seeds I’d sown’ 25 years ago. But, as I replied, one has to have good seeds to begin with. And the GRC staff were (and are) in my opinion quite exceptional.

In terms of seed management, we beefed up the procedures to regenerate and dry seeds, developed protocols for routine seed viability testing, and eliminated duplicate samples of genebank accessions that were stored in different locations, establishing an Active Collection (at +4ºC, or thereabouts) and a Base Collection (held at -18ºC). Pola de Guzman was made Genebank Manager, and Ato Reaño took responsibility for all field operations. Our aim was not only to improve the quality of seed being conserved in the genebank, but also to eliminate (in the shortest time possible) the large backlog of samples to be processed and added to the collection.

Dr Kameswara Rao (from IRRI’s sister center ICRISAT, based in Hyderabad, India) joined GRC to work on the relationship between seed quality and seed growing environment. He had received his PhD from the University of Reading, and this research had started as a collaboration with Professor Richard Ellis there. Rao’s work led to some significant changes to our seed production protocols.

Since I retired, I have been impressed to see how research on seed physiology and conservation, led by Dr Fiona Hay (now at Aarhus University in Denmark) has moved on yet again. Take a look at this story I posted in 2015.

Screen house space for the valuable wild species collection was doubled, and Soccie Almazan appointed as  wild species curator.

One of the most critical issues I had to address was data management, which was in quite a chaotic state, with data on the Asian rice samples (known as Oryza sativa), the African rices (O. glaberrima), and the remaining 20+ wild species managed in separate databases that could not ‘talk’ to each another. We needed a unified data system, handling all aspects of genebank management, germplasm regeneration, characterization and evaluation, and germplasm exchange. We spent about three years building that system, the International Rice Genebank Collection Information System (IRGCIS). It was complicated because data had been coded differently for the two cultivated and wild species, that I have written about here. That’s a genebank lesson that needs to be better appreciated in the genebank community. My colleagues Adel Alcantara, Vanji Guevarra, and Myrna Oliva did a splendid job, which was methodical and thorough.

In 1995 we released the first edition of a genebank operations manual for the International Rice Genebank, something that other genebanks have only recently got round to.

Our germplasm research focused on four areas:

  • seed conservation (with Richard Ellis at the University of Reading, among others);
  • the use of molecular markers to better manage and use the rice collection (with colleagues at the University of Birmingham and the John Innes Centre in Norwich);
  • biosystematics of rice, concentrating on the closest wild relative species (led by Dr Bao-Rong Lu and supported by Yvette Naredo and the late Amy Juliano);
  • on farm conservation – a project led by French geneticist Dr Jean-Louis Pham and social anthropologists Dr Mauricio Bellon and Steve Morin.

At the beginning of the 1990s there were no genome data to support the molecular characterization of rice. Our work with molecular markers was among use these to study a germplasm collection. The research we published on association analysis is probably the first paper that showed this relationship between markers and morphological characteristics or traits.

In 1994, I developed a 5-year project proposal for almost USD3.3 million that we submitted for support to the Swiss Development Cooperation. The three project components included:

  • germplasm exploration (165 collecting missions in 22 countries), with about half of the germplasm collected in Laos; most of the collected germplasm was duplicated at that time in the International Rice Genebank;
  • training: 48 courses or on-the-job opportunities between 1995 and 1999 in 14 countries or at IRRI in Los Baños, for more than 670 national program staff;
  • on farm conservation to:
    • to increase knowledge on farmers’ management of rice diversity, the factors that
      influence it, and its genetic implications;
    • to identify strategies to involve farmers’ managed systems in the overall conservation of
      rice genetic resources.

I was ably assisted in the day-to-day management of the project by my colleague Eves Loresto, a long-time employee at IRRI who sadly passed away a few years back.

When I joined IRRI in 1991 there were just under 79,000 rice samples in the genebank. Through the Swiss-funded project we increased the collection by more than 30%. Since I left the genebank in 2001 that number has increased to over 136,000 making it the largest collection of rice germplasm in the world.

We conducted training courses in many countries in Asia and Africa. The on-farm research was based in the Philippines, Vietnam, and eastern India. It was one of the first projects to bring together a population geneticist and a social anthropologist working side-by-side to understand how, why, and when farmers grew different rice varieties, and what incentives (if any) would induce them to continue to grow them.

The final report of this 5-year project can be read here. We released the report in 2000 on an interactive CD-ROM, including almost 1000 images taken at many of the project sites, training courses, or during germplasm exploration. However, the links in the report are not active on this blog.

During my 10 year tenure of GRC, I authored/coauthored 33 research papers on various aspects of rice genetic resources, 1 co-edited book, 14 book chapters, and 23 papers in the so-called ‘grey’ literature, as well as making 33 conference presentations. Check out all the details in this longer list, and there are links to PDF files for many of the publications.


In 1993 I was elected chair of the Inter-Center Working Group on Genetic Resources, and worked closely with Geoff Hawtin at IPGRI, and his deputy Masa Iwanaga (an old colleague from CIP), to develop the CGIAR’s System-wide Genetic Resources Program or SGRP. Under the auspices of the SGRP I organized a workshop in 1999 on the application of comparative genetics to genebank collections.

Professor John Barton

With the late John Barton, Professor of Law at Stanford University, we developed IRRI’s first policy on intellectual property rights focusing on the management, exchange and use of rice genetic resources. This was later expanded into a policy document covering all aspects of IRRI’s research.

The 1990s were a busy decade, germplasm-wise, at IRRI and in the wider genetic resources community. The Convention on Biological Diversity had come into force in 1993, and many countries were enacting their own legislation (such as Executive Order 247 in the Philippines in 1995) governing access to and use sovereign genetic resources. It’s remarkable therefore that we were able to accomplish so much collecting between 1995 and 2000, and that national programs had trust in the IRG to safely conserve duplicate samples from national collections.

Ron Cantrell

All good things come to an end, and in January 2001 I was asked by then Director General Ron Cantrell to leave GRC and become the institute’s Director for Program Planning and Coordination (that became Communications two years later as I took on line management responsibility for Communication and Publications Services, IT, and the library). On 30 April, I said ‘goodbye’ to my GRC colleagues to move to my new office across the IRRI campus, although I kept a watching brief over GRC for the next year until my successor, Dr Ruaraidh Sackville Hamilton, arrived in Los Baños.

Listen to Ruaraidh and his staff talking about the genebank.


So, after a decade with GRC I moved into IRRI’s senior management team and set about bringing a modicum of rationale to the institute’s resource mobilization initiatives, and management of its overall research project portfolio. I described here how it all started. The staff I was able to recruit were outstanding. Running DPPC was a bit like running a genebank: there were many individual processes and procedures to manage the various research projects, report back to donors, submit grant proposals and the like. Research projects were like ‘genebank accessions’ – all tied together by an efficient data management system that we built in an initiative led by Eric Clutario (seen standing on the left below next to me).

From my DPPC vantage point, it was interesting to watch Ruaraidh take GRC to the next level, adding a new cold storage room, and using bar-coding to label all seed packets, a great addition to the data management effort. With Ken McNally’s genomics research, IRRI has been at the forefront of studies to explore the diversity of genetic diversity in germplasm collections.

Last October, the International Rice Genebank was the first to receive in-perpetuity funding from the Crop Trust. I’d like to think that the significant changes we made in the 1990s to the genebank and management of rice germplasm kept IRRI ahead of the curve, and contributed to its selection for this funding.

I completed a few publications during this period, and finally retired from IRRI at the end of April 2010. Since retirement I have co-edited a second book on climate change and genetic resources, led a review of the CGIAR’s genebank program, and was honored by HM The Queen as an Officer of the British Empire (OBE) in 2012 for my work at IRRI.

So, as 2018 draws to a close, I can look back on almost 50 years involvement in the conservation and use of plant genetic resources for food and agriculture. What an interesting—and fulfilling—journey it has been.


 

 

 

 

Three score and ten . . .

18 November 1948. Today is my 70th birthday. Septuagenarian. The Biblical three score and ten (Psalm 90:10)!

Steph and I have come away for the weekend to celebrate my birthday with The Beatles in Liverpool.

We are staying for a couple of nights at Jurys Inn close to the Albert Dock. Later this morning we’ve booked to visit the National Trust-owned Beatles’ Childhood Homes (of John Lennon and Paul McCartney). And after lunch, we will tour The Beatles Story where I’m hoping to see, displayed there, something special from my childhood.

How the years have flown by. Just a month ago, Steph and I celebrated our 45th wedding anniversary. And I find it hard to believe that I started university over 50 years ago.

That got me thinking. I’ve written quite a lot in this blog about the years after I graduated, my time working overseas, about travel, and what Steph and I have been up to since retiring in 2010.

However, I written much less about my early years growing up in Cheshire and Staffordshire. This is then an appropriate moment to fill some gaps.

A son of Cheshire
I was born in Knowlton House nursing home in Congleton, Cheshire (map), third son and fourth and youngest child of Frederick Harry Jackson (aged 40), a photo process engraver, and Lilian May Jackson, also aged 40, housewife.

Mum and Dad, around 1959/60 after we had moved to Leek

My eldest brother Martin has been able to trace our family’s ancestry (mainly on my father’s side) back to someone named Bull, who was my 13th great-grandfather, born around 1480 on the Staffordshire/ Derbyshire border, just one of my 32,000 plus direct ancestors then. I must be related to royalty in one way or another (as are most of us), although looking at the occupations noted for many of them in various official documents (birth and marriage certificates, census data), we came a long way down the pecking order. Definitely below the salt! We’re Irish on my mother’s side of the family.

A punk before it was fashionable!

I am also a child of the National Health Service (NHS) that was founded in July 1948. In fact, I’m (approximately) the 190,063rd baby born under the NHS!

Knowlton House on Parson Street in Congleton – it’s no longer a nursing home.

I wonder who assisted at my birth? It could well have been our family Dr Galbraith, or Nurses Frost and Botting.

Dr Galbraith (R) was our family doctor, who (with his partner Dr Ritchie) often attended births at Knowlton House, and is seen here with resident midwife Nurse Rose Hannah Frost, who assisted at more than 3000 births. There is a very good chance either Nurse Frost or Nurse May Botting (who ran the nursing home) assisted at my birth. In this photo from 1936, Dr Galbraith and Nurse Frost are holding the Nixon triplets. Photo courtesy of Alan Nixon, who was apparently named after Dr Galbraith.

My dad registered my birth¹ on 22 November (Entry No. 442). There are few ‘Michaels’ in the family; Thomas is my paternal grandfather’s name.

My eldest brother Martin was born in September 1939, just a couple of days before war was declared on Germany. My sister Margaret was born in January 1941. Martin and Margaret spent much of WWII with my paternal grandparents in rural Derbyshire. My elder brother Edgar (‘Ed’) is, like me, one of the baby boomer generation, born in July 1946.

The difference of around 55 years – 1951/52 and 2006

I’ve often wondered what sacrifices Mum and Dad had to make to give us all such a good start in life.

Growing up in Congleton, we lived at 13 Moody Street, close to the town center’s High Street.

There’s not much to tell about my first couple of years, other than what I can surmise from a few photographs taken around that time when I was still in my pram or just beginning to walk. Two things I do remember clearly, though. The hens my father used to keep, and even the large henhouse he constructed at the bottom of the garden. And our female cat, Mitten, and all her kittens. That must have been the start of becoming an ailurophile (cat lover).

My best friend was Alan Brennan, a year younger, who lived a little further up Moody Street at No. 23 (and with whom I reconnected through this blog, after a gap of around 60 years!).

With Alan and his parents (and friends) at Timbersbrook, in 1955. I clearly remember Mr Brennan’s Vauxhall car – a Wyvern I believe.

We didn’t go to the same primary school. Like my brothers and sister before me, I was enrolled (in September 1952 or April 1953, maybe as late as September 1953) at the small Church of England school on Leek Road in Mossley, south of the town. By then, Martin had moved on to grammar school in Macclesfield; Margaret had also transferred to secondary school in Congleton.

Each morning, Ed and I would catch the bus in the High Street together for the short, 1½ mile ride to Mossley. And even as young as five, I would sometimes walk home alone from school during the summer months, along Leek Road and Canal Road/Street. How times change!

I remember the headteacher, Mr Morris, as a kind person. My class teachers were Mrs Bickerton (on the left) and Mrs Johnson (on the right). Courtesy of Liz Campion.

There was a real community of children around Moody Street, Howie Lane/Hill, and Priesty Fields. In summer, we’d all wander up to play on the swing bridge over the Macclesfield Canal (beyond the cemetery – where we would also play in a WWII air raid shelter). The bridge has long been replaced, but from comments on a Congleton Facebook group I belong to, it seems that over the generations, many children enjoyed the swing bridge as much as we did.

In winter, we had fun in the snow at Priesty Fields just round the corner from Moody St. And, as you can see below, we enjoyed dressing up. Happy days!

In the upper image, taken on Coronation Day in 1953, I’m fifth from the right (carrying the stick). Alan Brennan is the little by to the left of the ‘clown’, and in front of the ‘pirate’, my elder brother Ed. The lower image was taken on May Day, probably 1953 or 54. I’m on the left, carrying the sword, uncertain whether to be a knight or a cowboy.

c. 1955. L-R: Veronica George, Carol Brennan, Jessica George, my elder brother Ed, me, Margaret Moulton, and Alan Brennan. Taken in the garden of No 13 Moody St. The George sisters lived at No. 21 Moody St.

I often joined my father when he went out on photographic assignments for the Congleton Chronicle (where he was Chief Photographer), often to Biddulph Grange when it was an orthopedic hospital, also to Astbury, and out into the beautiful Cheshire countryside.

I remember one outing in particular, to Little Moreton Hall in May 1954. This is my father’s photo of Manley Morris Men dancing there, an image that stuck in my mind for many years. So much so that when I went to university in the later 1960s, I helped form a morris dancing side, the Red Stags, that’s still going strong (albeit in a slightly different form) 50 years later.

The Manley Morris Men at Little Moreton Hall on 8 May 1954.

For family holidays I remember those in North Wales, at a caravan park or, on one occasion, a camping coach, a converted railway carriage alongside the mainline to Holyhead next to the beach at Abergele.

During these early years, until July 1954, rationing was still in place that had come into effect at the start of the Second World War. I often wonder how my parents managed to raise four children during these difficult years. One thing I do recall, however, is how we shared things, particularly confectionery. No individual treats. My father would buy a Mars bar (I’m sure they were bigger then) and cut it into six pieces. Funny how these things stick in one’s memory.


The move to Leek
April 1956. A big change in my life. My family upped sticks and moved 12 miles southeast to the market town of Leek in north Staffordshire, where my father took over a retail photography business. As I was only 7½ when we moved, I’ve come to regard Leek as my home town. My parents lived there for the rest of their lives. My father passed away in 1980, and after my mother had a stroke in 1990, only then did she move away from Leek to spend her last couple of years in a care home near my sister in South Wales.

We lived at No. 65, St Edward Street, and within a couple of days of arriving there, I’d made friends with three boys who lived close by: Philip Porter (next door), Geoff Sharratt – whose father was publican at The Quiet Woman pub a few doors away, and David Phillips who lived over the road. Geoff’s younger sister Susan sometimes joined in our games, as did Philip’s sister Jill. We were the ‘St Edward Street Gang’.

Here we are in the late 1950s (probably 1958), in the yard of The Quiet Woman pub. L-R: Sue, Geoff, me, Philip, and Dave. And again in 2018.

Geoff was my best friend, and we spent a lot of time playing together. There were several upstairs rooms at The Quiet Woman, one of which was the Lodge of the Royal Antediluvian Order of Buffaloes (RAOB, the Buffs, a fraternal organization somewhat similar to the Freemasons). During inclement weather, we often took refuge in the Lodge, playing among the benches and high chairs.

Playing with my Hornby ‘O’ gauge clockwork train at ‘Congleton’ station – it would be a collectors’ item today. Taken around 1958.

I was also a cub scout, as was Ed.

Around 1960, the lease on No. 65 came due, so my father decided to to find a better location for his business. First, he moved across St Edward’s St to No. 56 (while we lived in a flat at the top of the Market Place). In 1962/63 my father acquired No. 19 Market Place as premises for his photographic business, with living accommodation above. This was just what he had been looking for, centrally located in the town, lots of footfall. But the whole property had to be refurbished; there was only one water tap – in the cellar. He did much of the refurbishment himself. I’ve never ceased to be amazed at his DIY talents, something I sadly have not inherited to the same degree. My parents remained at No. 19 until they retired in 1976.

Sandwiched between Jackson the Optician (no relation) on the left, and Victoria Wine on the right, No 19 Market Place was my parents home for 14 years.

Around the same time, Geoff’s parents left The Quiet Woman and moved elsewhere in the town. I was also traveling every day to school to Trent Vale on the south side of Stoke-on-Trent (a round trip of about 28 miles), while Geoff continued his education in Leek. As a consequence, we drifted apart, but through my blog we reconnected in 2012.

Mr Smith

My mother’s family were Irish Catholics, and although we had not been brought up in the faith while in Congleton, both Ed and myself were enrolled in St. Mary’s RC primary school on Cruso Street, a short walk away from home. We were taught by Sisters of Loreto nuns. Headmistress Mother Elizabeth or my class teacher, Mother Bernadine, were never averse to wrapping us across the knuckles with the sharp edge of a ruler. In my final year at St Mary’s (1959-60), we were taught by Mr Smith. But my recollections don’t tally so much with many others who also attended St Mary’s. And I have been horrified at some accounts of how unhappy they were at the school in the 1950s and 60s.

In the late 50s and early 60s, just Ed and I would join our parents for holidays in Wales, most often camping or in our own caravan.

Some of my happiest memories though come from our visits to my grandparents² (my father’s parents) in Hollington, a small Derbyshire village between Ashbourne and Derby. My grandfather was almost 76 when I was born; Grandma was 68.

Family picnic at Hollington, c. 1952, with cousins. Grandma in the center, my mum is on the left. I’m center front ‘guarding’ the bottle.

With Grandad and Grandma Jackson, and our cousin Diana, c. 1959 at Ebenezer Cottage.

Grandma and Grandad celebrated their Golden Wedding in 1954, the occasion of a large gathering of family and friends in Hollington.


Enduring high school
I passed my 11 Plus exam to attend a Roman Catholic grammar school, St Joseph’s College, at Trent Vale on the south side of Stoke-on-Trent. Founded by Irish Christian Brothers in 1932, the school took boys only (but is now co-educational). I had to be on the bus by 07:50 each morning if I was to get to school by 09:00. This was my daily routine for the next seven years.

On reflection, I can’t say that I found the school experience satisfying or that the quality of the education I received was worth writing home about. Yes, there were some good teachers who I looked up to, but much of the teaching was pretty mediocre. I’ve written elsewhere about the gratuitous use of corporal punishment at the school.

Perhaps one of the school’s claims to fame was the priest who attended to our ‘spiritual needs’. He was Father John Tolkien, son JRR Tolkien, the author of Lord of the Rings and The Hobbit. My first impressions of Fr Tolkien were not favorable. He came across as cold and authoritarian. When I got to know him later on, however, I found he was a warm person with a good sense of humor. I was saddened to learn that his last years were blighted by accusations of abuse, later dropped.


On to university . . . and faraway places
I was lucky to secure a place in October 1967 at the University of Southampton to study botany and geography, beginning three of the happiest years of my life. I’ve already blogged about various aspects of my time at Southampton, and you can read them here. Little did I think that I would have a career in botany, and that would lead me to fulfill one of my ambitions: to visit Peru.

Even though I graduated in 1970 with only an average BSc degree, that didn’t hold me back. I had ambitions.

I was fortunate to be accepted into graduate school at the University of Birmingham, where I completed MSc and PhD degrees in plant genetic resources, and returned there in 1981 for a decade as Lecturer in Plant Biology.

After my PhD graduation at The University of Birmingham on 12 December 1975 with my PhD supervisor, Prof. Jack Hawkes (L) and Prof. Trevor Williams (R) who supervised my MSc dissertation.

My international career in plant genetic resources conservation and agriculture took me to Peru and Costa Rica from 1973-1981, to work on potatoes for the International Potato Center (CIP). And then in July 1991, I moved to the Philippines to join the International Rice Research Institute (IRRI) for the next 19 years as head of the genebank then as Director for Program Planning and Communications.

I had good opportunities to publish my research over the years, in terms of journal articles, books and book chapters, and presentations at scientific conferences.

I retired in April 2010, at the age of 61. But I haven’t rested on my laurels. Scientifically I have:

In the 2012 I was honored to be made an Officer of the Most Excellent Order of the British Empire, or OBE, for services to international food science (in the New Year’s Honours).

I set up this blog in February 2012, and have written more than 460 stories for a total of around 470,000 words since then, and posted thousands of images, most of which I have taken myself.


Family
Steph and I were married on 13 October 1973 in Lima, Peru. We’d met at Birmingham during 1971-72, and after I’d moved to Lima in January 1973, she joined me there in July and also worked at CIP.

At La Granja Azul restaurant near Lima (on the left) after our wedding in 1973. And on the right, exactly 45 years later during one of our walks at Croome Court in Worcestershire.

Hannah, our elder daughter was born in Costa Rica in April 1978. Philippa was born in Bromsgrove in May 1982, a year after we had moved back to the UK (in March 1981). When we moved to the Philippines in 1991, they both attended the International School Manila, and then went on to university in the USA (Macalester College in Minnesota) and Durham in the UK, respectively. In 2006 and 2010, they completed their PhD degrees in psychology, respectively at the University of Minnesota and Northumbria University.

PhD graduands! On the left, Hannah is with her classmates in Industrial-Organizational Psychology at the University of Minnesota, Emily and Mike, on 12 May 2006. Philippa (on the right) is with one of her PhD supervisors, Prof. David Kennedy of the Brain, Performance and Nutrition Research Centre in the Dept. of Psychology at Northumbria University on 7 December 2010.

In those same years Hannah married Michael, and Phil married Andi. We now have four wonderful grandchildren: Callum (8), Elvis (7), Zoë (6), and Felix (5). The family came together for the first time in a New Forest holiday in July 2016.

On holiday in the New Forest in July 2016. L-R (sitting): Callum, Hannah, Zoë, me, Steph, Elvis, Felix, and Philippa. Standing: Michael and Andi

The 2018-19 school year started for Callum and Zoë in August, and for Elvis and Felix in September. It was also Felix’s first day at school.

In September, Steph and I spent a week in Cornwall exploring many National Trust and English Heritage properties around the county.

Foldes and Fenner family photos in July and September


So, as I look back on the past 70 years, I can’t say I have much to complain about. Steph and I have a beautiful family. An interesting career took me to more than 65 countries (and Steph to some of those). We’ve lived and worked in three countries and made some wonderful friends.

Je ne regrette rien

At 70, though, what does life have in store?

I think Fleetwood Mac (one of my favorite bands) sum it up quite nicely. If it was fine for Bill Clinton, it’s good enough for me.

Retirement is sweet. Who could ask for more?


¹ I no longer have my original birth certificate. That now sits in an archive somewhere in the Miraflores Municipality building in Lima, Peru. When Steph and I married there in October 1973 we had to present our original birth certificates, not realizing these would be filed away in perpetuity and never returned to us.

² I did not really know my mother’s parents, who died before my sixth birthday. They lived in Epsom, Surrey.

Crystal balls, accountability and risk: planning and managing agricultural research for development (R4D)

A few days ago, I wrote a piece about perceived or real threats to the UK’s development aid budget. I am very concerned that among politicians and the wider general public there is actually little understanding about the aims of international development aid, how it’s spent, what it has achieved, and even how it’s accounted for.

Throughout my career, I worked for organizations and programs that were supported from international development aid budgets. Even during the decade I was a faculty member at The University of Birmingham during the 1980s, I managed a research project on potatoes (a collaboration with the International Potato Center, or CIP, in Peru where I had been employed during the 1970s) funded by the UK’s Overseas Development Administration (ODA), the forerunner of today’s Department for International Development (DFID).

I actually spent 27 years working overseas for two international agricultural research centers in South and Central America, and in the Philippines, from 1973-1981 and from 1991-2010. These were CIP as I just mentioned, and the International Rice Research Institute (IRRI), a globally-important research center in Los Baños, south of Manila in the Philippines, working throughout Asia where rice is the staple food crop, and collaborating with the Africa Rice Centre (WARDA) in Africa, and the International Center for Tropical Agriculture (CIAT) in Latin America.

All four centers are members of the Consultative Group on International Agricultural Research (or CGIAR) that was established in 1971 to support investments in research and technology development geared toward increasing food production in the food-deficit countries of the world.

Dr Norman Borlaug

The CGIAR developed from earlier initiatives, going back to the early 1940s when the Rockefeller Foundation supported a program in Mexico prominent for the work of Norman Borlaug (who would be awarded the Nobel Peace Prize in 1970).

By 1960, Rockefeller was interested in expanding the possibilities of agricultural research and, joining with the Ford Foundation, established IRRI to work on rice in the Philippines, the first of what would become the CGIAR centers. In 2009/2010 IRRI celebrated its 50th anniversary. Then, in 1966, came the maize and wheat center in Mexico, CIMMYT—a logical development from the Mexico-Rockefeller program. CIMMYT was followed by two tropical agriculture centers, IITA in Nigeria and CIAT in Colombia, in 1967. Today, the CGIAR supports a network of 15 research centers around the world.

Peru (CIP); Colombia (CIAT); Mexico (CIMMYT); USA (IFPRI); Ivory Coast (Africa Rice); Nigeria (IITA); Kenya (ICRAF and ILRI); Lebanon (ICARDA); Italy (Bioversity International); India (ICRISAT); Sri Lanka (IWMI); Malaysia (Worldfish); Indonesia (CIFOR); and Philippines (IRRI)

The origins of the CGIAR and its evolution since 1971 are really quite interesting, involving the World Bank as the prime mover.

In 1969, World Bank President Robert McNamara (who had been US Secretary of Defense under Presidents Kennedy and Johnson) wrote to the heads of the Food and Agriculture Organization (FAO) in Rome and the United Nations Development Fund (UNDP) in New York saying: I am writing to propose that the FAO, the UNDP and the World Bank jointly undertake to organize a long-term program of support for regional agricultural research institutes. I have in mind support not only for some of the existing institutes, including the four now being supported by the Ford and Rockefeller Foundations [IRRI, CIMMYT, IITA, and CIAT], but also, as occasion permits, for a number of new ones.

Just click on this image to the left to open an interesting history of the CGIAR, published a few years ago when it celebrated its 40th anniversary.

I joined CIP in January 1973 as an Associate Taxonomist, not longer after it became a member of the CGIAR. In fact, my joining CIP had been delayed by more than a year (from September 1971) because the ODA was still evaluating whether to provide funds to CIP bilaterally or join the multilateral CGIAR system (which eventually happened). During 1973 or early 1974 I had the opportunity of meeting McNamara during his visit to CIP, something that had quite an impression on a 24 or 25 year old me.

In the first couple of decades the primary focus of the CGIAR was on enhancing the productivity of food crops through plant breeding and the use of genetic diversity held in the large and important genebanks of eleven centers. Towards the end of the 1980s and through the 1990s, the CGIAR centers took on a research role in natural resources management, an approach that has arguably had less success than crop productivity (because of the complexity of managing soil and water systems, ecosystems and the like).

In research approaches pioneered by CIP, a close link between the natural and social sciences has often been a feature of CGIAR research programs. It’s not uncommon to find plant breeders or agronomists, for example working alongside agricultural economists or anthropologists and sociologists, who provide the social context for the research for development that is at the heart of what the CGIAR does.

And it’s this research for development—rather than research for its own sake (as you might find in any university department)—that sets CGIAR research apart. I like to visualize it in this way. A problem area is identified that affects the livelihoods of farmers and those who depend on agriculture for their well-being. Solutions are sought through appropriate research, leading (hopefully) to positive outcomes and impacts. And impacts from research investment are what the donor community expects.

Of course, by its very nature, not all research leads to positive outcomes. If we knew the answers beforehand there would be no need to undertake any research at all. Unlike scientists who pursue knowledge for its own sake (as with many based in universities who develop expertise in specific disciplines), CGIAR scientists are expected to contribute their expertise and experience to research agendas developed by others. Some of this research can be quite basic, as with the study of crop genetics and genomes, for example, but always with a focus on how such knowledge can be used to improve the livelihoods of resource-poor farmers. Much research is applied. But wherever the research sits on the basic to applied continuum, it must be of high quality and stand up to scrutiny by the scientific community through peer-publication. In another blog post, I described the importance of good science at IRRI, for example, aimed at the crop that feeds half the world’s population in a daily basis.

Since 1972 (up to 2016 which was the latest audited financial statement) the CGIAR and its centers have received USD 15.4 billion. To some, that might seem an enormous sum dedicated to agricultural research, even though it was received over a 45 year period. As I pointed out earlier with regard to rice, the CGIAR centers focus on the crops and farming systems (in the broadest sense) in some of the poorest countries of the world, and most of the world’s population.

But has that investment achieved anything? Well, there are several ways of measuring impact, the economic return to investment being one. Just look at these impressive figures from CIAT in Colombia that undertakes research on beans, cassava, tropical forages (for pasture improvement), and rice.

For even more analysis of the impact of CGIAR research take a look at the 2010 Food Policy paper by agricultural economists and Renkow and Byerlee.

Over the years, however, the funding environment has become tighter, and donors to the CGIAR have demanded greater accountability. Nevertheless, in 2018 the CGIAR has an annual research portfolio of just over US$900 million with 11,000 staff working in more than 70 countries around the world. CGIAR provides a participatory mechanism for national governments, multilateral funding and development agencies and leading private foundations to finance some of the world’s most innovative agricultural research.

The donors are not a homogeneous group however. They obviously differ in the amounts they are prepared to commit to research for development. They focus on different priority regions and countries, or have interests in different areas of science. Some donors like to be closely involved in the research, attending annual progress meetings or setting up their own monitoring or reviews. Others are much more hands-off.

When I joined the CGIAR in 1973, unrestricted funds were given to centers, we developed our annual work programs and budget, and got on with the work. Moving to Costa Rica in 1976 to lead CIP’s regional program in Mexico, Central America and the Caribbean, I had an annual budget and was expected to send a quarterly report back to HQ in Lima. Everything was done using snail mail or telex. No email demands to attend to on almost a daily basis.

Much of the research carried out in the centers is now funded from bilateral grants from a range of donors. Just look at the number and complexity of grants that IRRI manages (see Exhibit 2 – page 41 and following – from the 2016 audited financial statement). Each of these represents the development of a grant proposal submitted for funding, with its own objectives, impact pathway, expected outputs and outcomes. These then have to be mapped to the CGIAR cross-center programs (in the past these were the individual center Medium Term Plans), in terms of relevance, staff time and resources.

What it also means is that staff spend a considerable amount of time writing reports for the donors: quarterly, biannually, or annually. Not all have the same format, and it’s quite a challenge I have to say, to keep on top of that research complexity. In the early 2000s the donors also demanded increased attention to the management of risk, and I have written about that elsewhere in this blog.

And that’s how I got into research management in 2001, when IRRI Director General Ron Cantrell invited me to join the senior management team as Director for Program Planning & Coordination (later Communications).

For various reasons, the institute did not have a good handle on current research grants, nor their value and commitments. There just wasn’t a central database of these grants. Such was the situation that several donors were threatening to withhold future grants if the institute didn’t get its act together, and begin accounting more reliably for the funding received, and complying with the terms and conditions of each grant.

Within a week I’d identified most (but certainly not all) active research grants, even those that had been completed but not necessarily reported back to the donors. It was also necessary to reconcile information about the grants with that held by the finance office who managed the financial side of each grant. Although I met resistance for several months from finance office staff, I eventually prevailed and had them accept a system of grant identification using a unique number. I was amazed that they were unable to understand from the outset how and why a unique identifier for each grant was not only desirable but an absolute necessity. I found that my experience in managing the world’s largest genebank for rice with over 100,000 samples or accessions stood me in good stead in this respect. Genebank accessions have a range of information types that facilitate their management and conservation and use. I just treated research grants like genebank accessions, and built our information systems around that concept.

Eric Clutario

I was expressly fortunate to recruit a very talented database manager, Eric Clutario, who very quickly grasped the concepts behind what I was truing to achieve, and built an important online information management system that became the ‘envy’ of many of the other centers.

We quickly restored IRRI’s trust with the donors, and the whole process of developing grant proposals and accounting for the research by regular reporting became the norm at IRRI. By the time IRRI received its first grant from the Bill & Melinda Gates Foundation (for work on submergence tolerant rice) all the project management systems had been in place for several years and we coped pretty well with a complex and detailed grant proposal.

Since I retired from IRRI in 2010, and after several years of ‘reform’ the structure and funding of the CGIAR has changed somewhat. Centers no longer prepare their own Medium Term Plans. Instead, they commit to CGIAR Research Programs and Platforms. Some donors still provide support with few restrictions on how and where it can be spent. Most funding is bilateral support however, and with that comes the plethora of reporting—and accountability—that I have described.

Managing a research agenda in one of the CGIAR centers is much more complex than in a university (where each faculty member ‘does their own thing’). Short-term bilateral funding (mostly three years) on fairly narrow topics are now the components of much broader research strategies and programs. Just click on the image on the right to read all about the research organization and focus of the ‘new’ CGIAR. R4D is very important. It has provided solutions to many important challenges facing farmers and resource poor people in the developing world. Overseas development aid has achieved considerable traction through agricultural research and needs carefully protecting.

There’s more to genebanking than meets the eye (or should be)

The weather was awful last Sunday, very cold, with snow showers blowing in on a strong easterly wind throughout the day. From time to time, I found myself staring out of the window at the blizzards and letting my mind wander. A couple of seemingly unconnected ideas were triggered by a tweet about genebanks I’d read earlier in the day, and something I’d seen about a former IRRI colleague on Facebook the day before.

That got me thinking. It’s almost eight years now since I retired from the International Rice Research Institute (IRRI) in the Philippines where I worked for almost 19 years from July 1991 until the end of April 2010. As the snowflakes fell in increasing abundance, obscuring the bottom of our garden some 15 m away, I began to reminisce on the years I’d spent at IRRI, and how they’d been (mostly) good years to me and my family. My work had been very satisfying, and as I retired I felt that I’d made a useful contribution to the well-being and future of the institute. But one thought struck me particularly: how privileged I felt to have worked at one of the world’s premier agricultural research institutes. It was though I was recalling a dream; not reality at all.

In rice fields at IRRI, with magnificent Mt. Makiling in the background.

Behind the plough – now that IS reality. I still have that sombrero, which I purchased shortly after I arrived in Peru in January 1973.

That journey began, as I said, in July 1991 when I became the first head of IRRI’s Genetic Resources Center (GRC) taking responsibility for one of the world’s largest and most important genebanks, the International Rice Genebank (IRG), as well as providing administrative oversight to the International Network for Genetic Evaluation of Rice (INGER). I gave up genebanking in 2001 and joined the institute’s senior management team as Director for Program Planning and Coordination (DPPC, later Communications). As I had made many important changes to the genebank operations and how rice germplasm was managed, my successor, Dr Ruaraidh Sackville Hamilton (who joined IRRI in 2002) probably did not face so many operational and staff challenges. However, he has gone on to make several important improvements, such as bar-coding, commissioning new facilities, and overseeing the first germplasm deposits (in 2008) in the Svalbard Global Seed Vault.

Any success I achieved at IRRI during those 19 years is also due to the fine people who worked closely with me. Not so long ago, I wrote about those who brought success to IRRI’s project management and resource mobilization. I haven’t, to date, written so much about my Filipino colleagues who worked in GRC, although you will find several posts in this blog about conserving rice genetic resources and how the genebank operates (or operated until 2010). The 15 minute video I made about the genebank shortly before leaving IRRI shows what IRRI’s genebank is and does, and featuring several staff.

The tweet I referred to earlier was posted by someone who I follow, Mary Mangan (aka mem_somerville | Wossamotta U, @mem_somerville), commenting on a genebank video produced by the Crop Trust on behalf of the CGIAR’s Genebank Platform.

She tweeted: Finally someone did a genebank video. People don’t understand that scientists are doing this; they are told by PBS [the broadcaster] that some grizzled farmer is the only one doing it.

What particularly caught my attention (apart from viewing the entertaining and informative video) was her comment about the role of scientists and, by implication I suppose, that genebanking is (or should be) supported by scientific research. From my own experience, however, a research role for genebanks has not been as common as you might think, or wasn’t back in the day. Unlike IRRI, where we did have a strong genebanking research program¹.

When I interviewed for the head of GRC in January 1991, I made it quite plain that I hoped for—expected even, almost a condition of accepting an appointment—a research role around germplasm conservation and use, something that had not been explicitly stated in the job description. Once I was appointed, however, at the same senior level as any other Division (i.e. department) Head or Program Leader, I was able to bring my genebanking perspectives directly to discussions about the institute’s research and management policies and program. In that respect, I was successful and, having secured an appropriate budget and more staff, I set about transforming the genebank operations.

The IRG organizational structure then was extremely hierarchical, with access to the head by the national staff often channeled through one senior member, Eves Loresto. That was how my predecessor, Dr TT Chang ran the genebank. That was not my style, nor did I think it an effective way to operate. I also discovered that most of the Filipino scientific staff, as Research Assistants, had been in those positions for several years, with little expectation of promotion. Something had to be done.

In 1991, the genebank collection comprised more than 70,000 seed samples or accessions² of cultivated rices (Oryza sativa or Asian rice, and O. glaberrima or African rice) and the 20 or so wild species of Oryza. I needed to understand how the genebank operated: in seed conservation; data management; the various field operations for regeneration, characterization and evaluation of germplasm; and germplasm exchange, among others. I’d never worked on rice nor managed a genebank, even though my professional formation was in the conservation and use of plant genetic resources for food and agriculture. That was a steep learning curve.

So I took my time, asked lots of questions, and listened patiently (mostly) to the detailed explanations of how and why rice germplasm was handled in this way and not that. It was also the period during which I got to know my Filipino staff. I say ‘got to know’ with some reservation. I’m ashamed to admit that I never did learn to speak Tagalog, although I could, at times, understand what was being said. And while almost all the staff spoke good English, there was always a language barrier. Obviously they always spoke Tagalog among themselves, even when I was around, so I came to rely on one or two staff to act as go-betweens with staff whose English was not so fluent.

After six months I’d developed a plan how to upgrade the genebank operations, and felt confident to implement staff changes. I was also able eventually to find a different (and more significant) role for Eves Loresto that took her out of the ‘chain of command’ between me and other staff members. We took on new ‘temporary’ staff to assist with the burdensome seed handing operations to prepare samples for long-term conservation (many of whom are still with the institute a quarter of century later), and I was able, now that everyone had better-defined responsibilities, to achieve the promotion of more than 70% of the staff.

The genebank needed, I believed, a flatter organizational structure, with each area of the genebank’s critical operations assigned to a single member of staff, yet making sure that everyone had a back-up person to take over whenever necessary. In the structure I’d inherited it was not uncommon for several members of staff to have overlapping responsibilities, with no-one explicitly taking a lead. And no-one seemed to be accountable. As I told them, if they wanted to take on more responsibility (which was a common aspiration) they had to be accountable for their own actions. No more finger-pointing if something went wrong.

How they all grew in their posts! Today, several of the national staff have senior research support positions within the institute; some have already retired.

Flora de Guzman, known to one and all as Pola, is the genebank manager. It soon became obvious to me that Pola was someone itching to take on more responsibility, who was dedicated to germplasm conservation, and had a relevant MS degree. She didn’t let me down, and has become one of the leading lights in genebank management across the eleven CGIAR genebanks that are supported through the Genebank Platform that I mentioned earlier.

Pola manages all the operations inside the genebank: germplasm acquisition; seed cleaning and storage; and exchange (and all the paperwork that goes with that!). Take a peek inside the genebank with Pola, from 1:00 in the video. She worked closely with Renato ‘Ato’ Reaño for the multiplication/regeneration of seeds when seed stocks run low, or seed viability declines. She has done a fantastic job, leading a large team and has eliminated many of the seed conservation backlogs that were like a millstone around our collective necks in the early 1990s. She will be a hard act to follow when the time comes for her to retire.

Ato is a self-effacing individual, leading the genebank field operations. Just take a look at the video I mentioned (at around 2:03 onwards) to see Ato in his domain of several hectares of rice multiplication plots.

Taking the lead from my suggestions, Ato brought all the genebank field operations back on to the institute’s experimental station from farmers’ fields some distance away where they were when I joined IRRI. He enthusiastically adopted the idea of separating multiplication/regeneration of germplasm accessions from those related to characterization, effectively moving them into different growing seasons. For the first years, his colleague Tom Clemeno took on the germplasm characterization role until Tom moved away from GRC and eventually out of the institute. After a battle with cancer, Tom passed away in 2015. ‘Little Big Man’ is sadly missed.

Soccie Almazan became the curator of the wild rices that had to be grown in a quarantine screenhouse some distance from the main research facilities, on the far side of the experiment station. But the one big change that we made was to incorporate all the germplasm types, cultivated or wild, into a single genebank collection, rather than the three collections. Soccie brought about some major changes in how the wild species were handled, and with an expansion of the screenhouses in the early 1990s (as part of the overall refurbishment of institute infrastructure) the genebank at last had the space to adequately grow (in pots) all this valuable germplasm that required special attention. See the video from 4:30. Soccie retired from IRRI in the last couple of years.

I’ve written elsewhere about the challenges we faced in terms of data management, and the significant changes we had to make in fusing what were essentially three separate databases using different coding systems for the same characters across the two cultivated species of rice and the wild species. There were three data management staff in 1991: Adel Alcantara, Vanji Guevarra, and Myrna Oliva.

L to R: Myrna, Adel’s daughter, Adel, and Vanji, during a GRC reunion in Tagaytay, just before my retirement in 2010.

One of the first changes we made during the refurbishment of GRC was to provide each of them with a proper workstation, and new computers. Each time our computers were upgraded, the data management staff were the first to benefit from new technology. Once we had made the necessary data structure changes, we could concentrate on developing a genebank management system that would incorporate all aspects from germplasm acquisition through to exchange and all steps in between. After a year or so we had a working system, the International Rice Genebank Collection Information System (IRGCIS). Myrna left IRRI by the mid-90s, and Adel and Vanji have retired or moved on. But their contributions to data management were significant, as access to and manipulation of data were fundamental to everything we did.

In terms of research per se, there were two young members of staff in 1991, Amy Juliano and Ma. Elizabeth ‘Yvette’ Naredo, who were tinkering with several projects of little consequence. They were supervised by a British scientist, Duncan Vaughan (who spent about six months a year collecting wild rices and writing his trip reports). As I said, I was keen to establish a sound research base to rice conservation in GRC, and felt that Amy and Yvette’s talents were not being put to good use. In my opinion we needed a better taxonomic understanding of the genus Oryza based on sound experimental taxonomic principles and methods. After all, the genebank contained several thousand samples of wild rice seeds, a resource that no other laboratory could count on so readily. Despite my best efforts to encourage Duncan to embrace more research he was reluctant to do so. I wasn’t willing to tolerate ‘passengers’ in my group and so encouraged him to seek ‘pastures greener’ more suitable to his personal objectives. By mid-1993 he had left IRRI for a new position in Japan, and we could recruit his replacement to lead the taxonomic research effort.

L to R: Duncan Vaughan inside the genebank’s cold store; Bao-Rong collecting wild rices in Irian Jaya.

Bao-Rong Lu joined us in 1994, having completed his PhD in Sweden, and took Amy and Yvette under his taxonomic wing, so to speak. Amy and Yvette flourished, achieving thousands of crosses between the different wild and cultivated rices, developing tissue culture techniques to rescue seedlings through embryo culture and, once we had a collaborative research project with the University of Birmingham and the John Innes Centre (funded by UK government department for international aid, DFID), establishing a laboratory to study molecular markers in rice germplasm.

Amy Juliano in the molecular marker laboratory in GRC that she developed (with Sheila Quilloy).

Amy spent a couple of months at Birmingham around 1996 learning new molecular techniques. She was destined for so much more. Sadly, she contracted cancer and passed away in 2004, a great loss to her family and GRC.

I knew from my early days at IRRI that Yvette had considerable promise as a researcher. She was curating the wild species collection, among other duties, and her talents were under-utilized. She took the lead for the biosystematics and cytogenetic research, and under my partial supervision, completed her MS degree at the University of the Philippines – Los Baños (UPLB).

Bao-Rong moved back to China around 2000, giving us the opportunity of moving the research in another direction, and recruiting molecular biologist/biochemist Ken McNally. Ken was already at IRRI, completing an assignment on a perennial rice project. Ken took GRC’s molecular research to another level, with Yvette working alongside, and expanding the research into genomics, culminating in the 3000 rice genomes project. Yvette completed her PhD at UPLB in 2013 as part of that international collaboration, but has now recently retired from IRRI. It was the Facebook post about her being recognized last weekend as a UPLB Outstanding Alumnus that partly triggered this post.

In the early 90s Dr Kameswara Rao and I, supported by Ato, looked at the effects of seed-growing environment and its effect on long-term viability of rice seeds. More recently, Ato worked with Fiona Hay, a British seed physiologist who was recruited to GRC around 2007 or 2008 to extend this research, and they made some interesting changes to seed multiplication protocols and how to dry them post harvest.

The collection grew significantly between 1995 and 2000, with funding from the Swiss Development Cooperation (SDC), especially with regard to germplasm from the Lao PDR where GRC staff member Dr Seepana Appa Rao was based. We also had an important research component about on-farm conservation of rice varieties recruiting staff with expertise in population genetics and social anthropology. You can read more about that particular Swiss-funded project, and the staff involved, in this story from 2015.

The GRC secretaries who worked with me (L ro R): Zeny (1997-2001); Sylvia (1991-1997), and Tessie (1991 until her retirement a couple of years ago).

There were many support staff who all played their roles, and formed a great team. But I cannot end this post without mentioning the secretaries, of course. When I joined GRC, my secretary was Sylvia Arellano. She helped me through those first months as I was finding my feet. Syl was supported by Tessie Santos. When Sylvia was ‘poached’ by the Director General George Rothschild to become his secretary in 1997 (a position she would occupy until her retirement a couple of years back), Zeny Federico became my secretary. When I crossed over to senior management in 2001, Zeny came with me.

Working with such dedicated staff in GRC made my job easier, and very enjoyable. It was always a pleasure to show others just what the staff had achieved, and invariably visitors to the genebank came away impressed by what they had seen. And they understood that conserving rice varieties and wild species was not just a case of putting seeds in a cold store, but that there were many important and inter-linked components, underpinned by sound research, that enabled to the genebank to operate efficiently and safely preserve rice germplasm long into the future.

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¹ The research led to many publications. Click here to see a list (and many more that I have published on crop species other than rice).

² The collection has now grown to almost 128,000 samples. During my tenure the collection grew by more than 25%.

End of an era . . .

One of the most satisfying periods of my working life was setting up and managing the Office for Program Planning and Coordination (DPPC, later to become Program Planning and Communications) at the International Rice Research Institute (IRRI) from May 2001 until my retirement in April 2010. And working with a fine team of people over the years.

30 April 2010 – my last day at IRRI, with the DPPC team (L-R) Eric Clutario, Corinta Guerta, Zeny Federico, Vel Hernandez-Ilao, and Yeyet Enriquez-Agnes (aka ‘The Jackson Five’)

Not only did we achieve a great deal—especially rescuing the institute’s reputation with its donors from the dark place it had sunk to—but we helped to rehabilitate a research culture that had become seriously dysfunctional. The term ‘herding cats’ comes to mind.

The achievements of DPPC are down to the fantastic team of professionals that I was able to bring together, who quickly bought into an ethos for DPPC that I was keen to establish. Thereafter they worked very effectively together to make things happen, often going the extra mile to meet deadlines (mostly externally imposed) even when research colleagues hadn’t always met their side of the ‘project development and management bargain’.

So how did this all come about, who was involved, and why am I waxing lyrical about DPPC at the end of October 2017, over seven years since I retired from IRRI?

Well, the short answer is that at the end of October, the last member of my original DPPC team, Zeny Federico, will retire. Others have retired already, moved on to bigger and better things, or moved to other positions in the institute. It’s the end of an era! DPPC no longer exists. Shortly after I retired it changed its name to DRPC—Donor Relations and Project Coordination, and is to become the IRRI Portfolio Management Office (IPMO).

DPPC is born
In January 2001, I was approached by IRRI Director General Ron Cantrell to take over the office responsible for the institute’s donor relations and project management, and help rebuild its reputation and credibility with its donors¹, as I have described in one of my very first blog posts back in February 2012. In itself this would appear rather strange as I was then head of the institute’s Genetic Resources Center (GRC), with day-to-day responsibility managing the world’s largest genebank for rice.

During the visit of a team of management consultants at the back end of 2000, Ron received some bleak feedback about the parlous state of the institute’s donor relations and project management. There was apparently little accurate information about the number and scope, or even commitments, of time-bound projects or grants (often referred to as ‘special projects’, each with its specific objectives and research timeline) within the institute’s overall research framework that IRRI had on its books. I’m not sure exactly how, but my name was suggested as someone to lead an initiative to put things in order.

Let’s talk about funding for international agricultural research for a moment. In January 1973, when I first joined the International Potato Center (CIP), one of 15 international agricultural research centers supported through the Consultative Group on International Agricultural Research (CGIAR), most donor support came in the form of lump-sum grants, commonly known as ‘unrestricted funding’. Even in the 1990s, however, the writing was on the wall, the future of ‘unrestricted’ funding was looking uncertain, and ‘special project’ funding started to increase significantly. It’s the norm today.

With ‘special project’ funding, donors have rightly insisted on greater accountability, mostly through regular (often bespoke) reporting on what the research has achieved, what benefits it has brought to farmers and particularly the rural and urban poor, and how the funds have been spent. After all, donor agencies are accountable to tax-payers in their own countries. The challenge for DPPC was not only to meet donor expectations and comply with their funding requirements, but help build a robust research management culture in which individual researchers fully committed to institute goals and objectives rather than focusing on their own, sometimes selfish, research agendas as had increasingly (and regrettably for IRRI) become the situation across the institute. Herding cats!

And while we certainly did help rebuild the institute’s reputation in terms of research project management and accountability, I believe the most important legacy was a solid culture for project development, execution, and management that has served the institute well.

Building the DPPC team
When I moved from GRC to become head of DPPC and an institute director, I asked Zeny to join me. I knew that I needed someone working alongside me who I could rely on completely. Zeny had been my secretary since 1997 when my secretary at that time, Sylvia Arellano was poached by George Rothschild to become the executive secretary in his office. The day after Sylvia moved, George ‘resigned’ as Director General.

Zeny with Sylvia and Tessie Santos. Sylvia and Tessie were secretaries in GRC when I joined IRRI in 1991; both are now retired.

Zeny joined IRRI in 1980, aged 27, as one of the administrative support staff for the International Rice Testing Program (IRTP), which became the International Network for the Genetic Evaluation of Rice (INGER) at the end of the 80s or thereabouts. Prior to IRRI she had been a clerical research aide with the Corn Program in the Department of Agronomy of the University of the Philippines-Los Baños (UPLB), which transferred after 1975 to the university’s Institute of Plant Breeding.

In 1991, when GRC was founded, and merging INGER and the International Rice Germplasm Center (IRGC, the rice genebank) into a single administrative unit that retained their separate programmatic functions. Without going into detail, many INGER staff (including Zeny) were not, to put it mildly, enthusiastic that INGER was no longer completely independent unit.

By 1997, I think much of that reluctance had disappeared, and Zeny immediately accepted my invitation to become the GRC executive secretary. I couldn’t have hoped for more loyal and committed support over the years. It was a ‘no-brainer’ for her to accompany me to DPPC. She was the anchor among the DPPC team. Since I left IRRI, Zeny’s role has evolved, and she will retire in two weeks as Senior Officer – Administrative Coordination.

I was faced with a decision concerning the three existing staff I inherited, and very quickly came to the conclusion that two of them appeared to be ‘square pegs in round holes’ given the vision I had for DPPC. In any case, I was keen to bring in someone new as my deputy.

And that person was Corinta Guerta, a soil chemist and Senior Associate Scientist working on the adaptation of rice varieties to problem soils. A soil chemist, you might ask? When discussing my new role with Ron Cantrell in early 2001, I’d already mentioned Corinta’s name as someone I would like to try and recruit. What in her experience would qualify Corints (as we know her) to take up a role in donor relations and project management?

Corinta joined IRRI in July 1975 as a Research Assistant 1, when she was 23 years old. Having earlier graduated with a BS degree in chemistry from College of the Holy Spirit in Manila, she then placed sixth in the national Chemist Licensure Examination of the Philippines Professional Regulation Commission. In 1982 she received her MS from UPLB.

But rather than explain here what transpired, why not watch this short video:

When, in April 2009, I accepted a one-year extension to my contract, Corints took over the day-to-day running of DPPC. This gave me time and space to plan the 3rd International Rice Congress to be held in Hanoi in 2010 (IRC 2010), as well as overseeing the IRRI Golden Jubilee celebrations from December 2009 to April 2010. In fact, Corints became de facto head of DPPC from January 2010, with me simply in a mentoring support role. After I retired, she was appointed Director for External Relations and, as far as I’m aware, is the only IRRI national staff member to have joined the institute as a junior researcher and retiring earlier this year at the highest levels of management.

Corints with her DRPC team on her retirement in May 2017

I was delighted in February 2012 that Corints would be visiting several donors in Europe, and that she could join my wife Steph and younger daughter Philippa at an investiture in Buckingham Palace in London when I received my OBE from HRH The Prince of Wales.

Sadly, Corints was widowed around 2003 or so. I watched her son Christian and daughter Diane grow up over the years. Corints is the proud grandmother of a little girl.

Over the years there were several personnel changes in DPPC/DRPC. That was a healthy situation, because they came about for all the right reasons. Staff grew in their positions, and then moved on to broaden their experience further (mainly) outside IRRI. The turnover of staff also brought some positives. New people do things in different ways, bring in new ideas and approaches.

From the outset, I knew we needed an online database to handle all the information and correspondence around each project and grant, ‘glued’ together by a unique ID number for each project/grant. Not exactly ‘rocket science’, but I couldn’t believe the resistance I faced in some quarters (particularly the Finance Office) to adopting this ID. Remember, I came from a genebank background, managing thousands of seed samples, known as ‘accessions’ (= projects/grants), and handled lots of different activities and information through a database management system. We ditched the idea of using a system-in-development from IRRI’s sister center in Colombia, the International Center for Tropical Agriculture (CIAT). I was convinced we could do better. But we needed some in-house expertise to translate ideas into tangible assets. That’s where computer science graduate Eric Clutario enters the DPPC story.

When Corints and I interviewed Eric, he quickly understood the essential elements of what we wanted to do, and had potential solutions to hand. Potential became reality! I don’t remember exactly when Eric joined us in DPPC. It must have been around September or October 2001, but within six months we had a functional online grants management system that already moved significantly ahead of where the CIAT system has languished for some time. Our system went from strength to strength and was much admired, envied even, among professionals at the other centers who had similar remits to DPPC.

I could outline an idea to Eric and within the same day he’d have a prototype to show me. Once we could make the database accessible on the intranet, then all researchers were able to monitor research progress and expenditures, and non-confidential correspondence, related to the projects they were working in.

After about four years, I discussed with the head of IRRI’s IT Services about how IRRI more widely could benefit from Eric’s expertise. With everyone’s agreement, Eric transferred to IT Services, but with a guaranteed 50% commitment to DPPC. In this way his expertise could be deployed to solve other pressing database issues outside DPPC without compromising his support to us. And, as far as I know, that arrangement has remained in place to some extent.

In 2007, Eric was seconded to Bioversity International in Rome for several months to contribute to an inter-center initiative. I don’t remember the details. I also attended a workshop in FAO to launch this particular project, and Eric I traveled there together. It was his first time to fly, and we flew Business Class on Emirates. I don’t think Eric could imagine his good fortune. This was what flying must be like all the time.

(L) On theFAO terrace, overlooking the Circo Massimo, and (R) enjoying a macchiato together in one of Rome’s many sidewalk cafes

Eric in his ‘mafioso’ pose at the Colosseum

Another member of team was needed to handle the ‘donor intelligence’ in the first instance, then take over other aspects of project management. During my time we had three staff as Assistant Manager / Manager in this position.

L-R: Monina La’O, Sol Ogatis, and Marileth ‘Yeyet’ Enriquez

Monina La’O joined DPPC in September 2001, and started to compile information about the donor community and funding opportunities. She left in December 2002, when she married and moved with her husband away from the Manila area.

Monina’s despedida from DPPC in November/December 2002, with friends from other units.

That’s when Sol Ogatis came to our attention, in February 2003. A BS Economics graduate from UPLB, Sol was working as a supervisor at the Philippine Chamber of Commerce and Industry in Manila. Sol did a great job, building a solid donor base for the information system, and the essential links between DPPC and research staff around the institute.

By July 2008, new opportunities had come along, and Sol decided to take a new position in the US Embassy in Manila as Coordinator for the US Export Control and Related Border Security Program. And she’s still there, but her legacy at IRRI endures.

Sol’s farewell from DPPC on 22 August 2008. L-R: me, Sol, Corints, Zeny, and Vel

Sol was replaced by Marileth Enriquez, known as ‘Yeyet’, in December 2008. A molecular genetics graduate from UPLB, and holding a Masters degree in Technology Management from the University of the Philippines – Diliman, Yeyet came to us from the Colombo Plan Staff College for Technician Education for Human Resource Development in the Asia Pacific Region. Building on the work of her predecessors, Yeyet took this role to another level, and soon had taken over some of the more detailed project development aspects that Corints had managed, once Corints had broader responsibilities as a Director and oversight of other units.

L-R: Yeyet, Vel, and Zeny

In March 2009 we decided to make an office trip to the rice terraces north of Manila. Yeyet quickly took on the role of ‘expedition organizer’, and we had a great visit to Banaue, Sagada and Baguio. Steph joined us on that trip.

Come October 2015, Yeyet decided to seek pastures new, and joined Save the Children Philippines as Director of Awards. In early 2014, she married Christian, an accountant who had worked in IRRI’s Finance Office. I was privileged to be invited to become a sponsor (known as ‘ninong’ in Tagalog) when they married. And although I was unable to attend their wedding, I did send a surprise video greeting.

Marisol ‘Sol’ Camasin was the only one of the three original staff who stayed on as an office clerk, until September 2002. She was replaced by Analyn Jopia until early 2004, when Vel Hernandez-Ilao joined the office on a half-time basis (shared with the DDG-Research office). Vel became full time member of the DPPC team in April 2007.

L-R: Zeny, Sol, me, Corints, Eric, and Monina in late 2001

L-R: Analyn, Eric, Corints, Monina, me, and Zeny, in October 2002

L-R: me, Sol, Eric, Corints, Vel, and Zeny at Antonio’s in Tagaytay for our Christmas lunch in December 2004

L-R: Yeyet, Corints, Zeny, Vel, me, and Eric near Batad rice terraces in March

Nominally the ‘junior’ in DPPC, Vel very quickly became an indispensable member of the team, taking on more responsibilities related to data management. She has a degree in computer science. However, just a month or so back, an opportunity presented itself elsewhere in the institute, and Vel moved to the Seed Health Unit (SHU) as the Material Transfer Agreements Controller. As the SHU is responsible for all imports and exports of rice seeds under the terms of the International Treaty on Plant Genetic Resources for Food and Agriculture using Material Transfer Agreements, Vel’s role is important to ensure that the institute is compliant under its agreement with FAO for the exchange of rice germplasm. Vel married Jason a few years back, and they have two delightful daughters.

With her departure, and Zeny’s pending retirement, that’s the original team I put together gone forever.

We took on some short-term staff from time-to-time, to cover for Vel when she was expecting her first child, or when the work load required an additional pair of hands, between Sol’s departure and Yeyet coming on board, for example. Colleen Fernandez comes to mind, as does Froilan ‘Popo’ Fule.

But there is someone else I must mention who was a member of the DPPC Team although not an IRRI employee as such. In 2005, the donors to the CGIAR decided that they would only continue funding programs if each center rolled out a risk assessment and business continuity initiative. I drew the short straw, and had to decide how we would do that. With advice from the head of the CGIAR’s Internal Audit Unit (IAU), John Fitzsimon (who became Inspector General at FAO in Rome for six years from February 2010), and whose office was just down the corridor from mine, we decided to develop a bottom-up approach, but needed a safe pair of hands to manage this full-time. So we hired Alma Redillas Dolot as a consultant, and she stayed with DPPC for a couple of years before joining the IAU.

Working intensively with all programs, divisions and units, Alma built up a comprehensive picture of all the risks facing the institute including financial, legal, reputational, scientific, and logistical risks, and plans to mitigate or respond to these. Among all the CGIAR centers it was by far the most comprehensive risk assessment and management plan developed.

Following her stint in the IAU, Alma moved to Nairobi, Kenya to join the Alliance for a Green Revolution in Africa (AGRA) as Head of Internal Auditing Unit, remaining there for about seven years. She received some pretty serious mentoring from some very influential persons. Do you recognise next to whom she is standing?

With former UN Secretary-General Kofi Annan and others.

Taking a sabbatical from AGRA in 2012, Alma also completed her Master in Public Administration degree from the John F. Kennedy School of Government at Harvard University in May 2013. Returning to Nairobi, she stayed with AGRA for a couple more years, before making another move, in 2016, to Vienna and the headquarters of the International Atomic Energy Agency (IAEA) as an Internal Auditor in the Office of Internal Oversight Services.

All work and no play . . .
Over the years, we had lots of fun together socially, playing badminton twice a week, dining out at Christmas or enjoying a BBQ at my house, sometimes with staff of the Development Office (one of the units I supervised, and closely linked to DPPC).

Just before I left the Philippines, in March 2010, the DPPC Team enjoyed a long weekend at the beach at Arthur’s Place (where Steph and I used to snorkel and scuba dive) together with colleagues from the Development Office.

Looking back, I have been immensely privileged to work with such a dedicated team, and very smart people. Much smarter than me!

As one of them told me recently: ‘You were like the conductor of a [great] orchestra. We were the virtuosos‘. I like that analogy. They also seemed to have appreciated my management style, allowing them to get on with their tasks, after we’d agreed on what needed tackling, without constant interference from me. Micromanagement is something I detest.

The last time I saw my team was in August 2014 when I visited IRRI in connection with the 4th International Rice Congress. As usual we spent a lovely evening together, at Sulyap in San Pablo.

After seven years of retirement, I miss the daily camaraderie as a member of the DPPC Team. As Joe Gargery would say, in Charles Dickens’s Great Expectations: ‘What larks!’

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¹Not all these donors support IRRI. Here is a list of current donors to the institute.

Research impact is all around – or at least it should be.

I believe it was IRRI’s former head of plant pathology Dr Tom (Twng-Wah) Mew who first coined this aphorism to describe IRRI’s philosophical approach to research (and I paraphrase):

It’s not only necessary to do the right science,
but to do the science right.

I couldn’t agree more, and have blogged elsewhere about the relevance of IRRI’s science. But this is science or research for development (or R4D as it’s often abbreviated) and best explained, perhaps by the institute’s tagline or slogan:

Rice Science copy

This is not science in a vacuum, in an ivory tower seeking knowledge for knowledge’s sake. This is research to solve real problems: to reduce poverty and increase food security. I don’t really like the distinction that’s often made between so-called pure or basic science, and applied science. Surely it’s a continuum? Let me give you just one example from my own research experience.

I have also blogged about the problem of bacterial wilt of potatoes. It can be a devastating disease, not only of potatoes and other solaneaceous crops like tomatoes and eggplants, but also of bananas. While the research I carried out was initially aimed at identifying better adapted potatoes resistant to bacterial wilt, very much an ‘applied’ perspective, we also had to investigate why the bacterium was surviving so long in the soil in the apparent absence of susceptible hosts. This epidemiological focus fed into better disease control approaches.

But in any case, the only distinction that perhaps really matters is whether the science is ‘good’ or ‘bad’.

Why is rice science so crucial? Because rice is the world’s most important staple food, feeding more than half of the global population on a daily basis, even several times a day in some Asian countries. IRRI’s science focuses on gains for rice farmers and those who eat rice, research that can potentially affect billions of people. It’s all about impact, at different levels. While not all impact is positive, however, it’s important to think through all the implications and direction of a particular line of research even before it starts. In other words ‘What does success look like?‘ and how will research outputs become positive outcomes?

Now I don’t claim to be an expert in impact assessment. That’s quite a specialized field, with its own methodologies. It wasn’t until I changed careers at IRRI in 2001 and became the Director for Program Planning and Communications (DPPC) that I fully came to understand (or even appreciate) what ex ante and ex post impact meant in the context of R4D. I was fortunate as DPPC to call upon the expertise of my Australian colleague, Dr Debbie Templeton, now back in her home country with the Australian Center for International Agricultural Research (ACIAR).


11222449_888009937912763_3115952232097675704_oRice Science for a Better World?

IRRI has a prestigious scientific reputation, and deservedly so. It strives hard to maintain that reputation.

IRRI scientists publish widely in international journals. IRRI’s publication rate is second-to-none. On occasion IRRI has been criticized, censured almost, for being ‘obsessed with science and scientific publication’. Extraordinary! What for heaven’s sake does ‘Research’ in the name ‘International Rice Research Institute’ stand for? Or for that matter, in the name ‘CGIAR’ or ‘Consultative Group on International Agricultural Research’?

What our erstwhile colleagues fail to grasp, I believe, is that scientific publication is a consequence of doing good science, not an objective in itself. Having recruited some of the best scientists, IRRI provides an environment that brings out the best in its staff to contribute effectively to the institute’s common goals, while permitting them to grow professionally. Surely it must be the best of both worlds to have scientists contributing to a worthwhile and important research agenda, but knowing that their work is also esteemed by their scientific peers?

But what is the ‘right science’? Well, it depends of course.

IRRI is not an academic institution, where scientists are expected to independently pursue their own interests, and bring in large sums of research funding (along with the delicious overheads that administrators expect). All IRRI scientists contribute—as breeders, geneticists, pathologists, molecular biologists, economists, or whatever—to a common mission that:

. . . aims to reduce poverty and hunger, improve the health of rice farmers and consumers, and ensure environmental sustainability of rice farming. We do these through collaborative research, partnerships, and the strengthening of the national agricultural research and extension systems, or NARES, of the countries we work in.

IRRI’s research agenda and policies are determined by a board of trustees, guided by input from its partners, donors, end users such as farmers, and its staff. IRRI aims to meet five goals, aligned with the objectives of the Global Rice Science Partnership (GRiSP), that coordinates rice research among more than 900 international partners, to:

  • Reduce poverty through improved and diversified rice-based systems.
  • Ensure that rice production is stable and sustainable, does minimal harm to the environment, and can cope with climate change.
  • Improve the nutrition and health of poor rice consumers and farmers.
  • Provide equitable access to information and knowledge on rice and help develop the next generation of rice scientists.
  • Provide scientists and producers with the genetic information and material they need to develop improved technologies and enhance rice production.

Rice Science for a Better World, indeed.

International agricultural research like IRRI’s is funded from the public purse, in the main, though the Bill & Melinda Gates Foundation has become a major player supporting agricultural research over the past decade. Tax dollars, Euros, British pounds, Swiss francs, or Japanese yen are donated—invested even—through overseas development assistance budgets like USAID in the USA, the European Commission, DfID in the UK, SDC in Switzerland, and several institutions in Japan, to name just a handful of those donor agencies committed to finding solutions to real problems through research. Donors want to see how their funds are being used, and the positive benefits that their investments have contributed to. Unfortunately donors rarely share the same vision of ‘success’.

One of the challenges that faces a number of research organizations however, is that their research mandates fall short of effectively turning research outputs into research outcomes or impact. But having an idea of ‘what success looks like’ researchers can be in a better position to know who to partner with to ensure that research outputs become outcomes, be they national scientists, civil society organizations, NGOs, and the like.

As I said, when I became DPPC at IRRI, my office managed the process of developing and submitting research project funding proposals, as well as reporting back to donors what had been achieved. I had to get this message across to my research scientist colleagues: How will your proposed research project benefit farmers and rice consumers? This was not something they expected.

Quite early on in my DPPC tenure, I had a wake-up call after we had submitted a proposal to the Asian Development Bank (ADB), at their request I should add, to support some work on rice genomics. The science described in the proposal was first rate. After mulling over our proposal for a couple of months, I received a phone call from our contact at ADB in Manila who was handling the internal review of the proposal. He asked me to add a paragraph or two about how this work on rice genomics would benefit rice consumers otherwise ADB would not be able to consider this project in its next funding round.

So I went to discuss this apparent conundrum with the scientist involved, and explained what was required for ADB approval. ‘How will rice genomics benefit rice farmers and consumers?‘, I asked him. ‘I can’t describe that‘ he relied, somewhat woefully. ‘Well‘, I replied, ‘unless we can tell ADB how your project is going to benefit farmers etc, then your proposal is dead in the water‘.

After some thought, and based on my simplistic explanation of the impact pathway, he did come up with quite an elegant justification that we could submit to ADB. Despite our efforts, the project was not funded by ADB. The powers-that-be decided that the research was too far removed from the ultimate beneficiaries. But the process in itself was useful. It helped us to understand better how we should pitch our proposals and what essential elements to show we had thought things through.

Now the graphic below is obviously a simplistic representation of a complex set of issues. The figure on the left represents a farmer, a community, a situation that is constrained in some way or other, such as low yield, diseased crops, access to market, human health issues, and the like. The objective of the research must be clearly defined and described. No point tilting at the wrong windmills.

The solid black and dashed red line represents the impact pathway to a better situation, turning research outputs into outcomes. The green arrow represents the point on that impact pathway where the research mandate of an institute often ends—before the outcome is delivered and adopted. How to fill that gap?

Individual research projects produce outputs along the impact pathway, and outputs from one project can be the inputs into another.

Whatever the impact pathway, it’s necessary to describe what success looks like, an increase in production over a specified area, release and adoption of disease resistant varieties, incomes of X% of farmers in region Y increased by Z%, or whatever.

Impact pathway

Let me highlight two IRRI projects. One has already shown impact after a research journey of almost two decades. The other, perhaps on-going for the same time period, has yet to show impact. I’m referring to submergence tolerant or ‘scuba rice‘, and ‘Golden Rice’, respectively.

9203724733_3f71432126_zFor the development of scuba rice it was first necessary to identify and characterize genes conferring submergence tolerance—many years in the laboratory even before the first lines were tested in the field and the proof of concept realized. It didn’t take long for farmers to see the advantage of these new rice varieties. They voted with their feet! So, in a sense, the farmers themselves managed the dashed red line of the impact pathway. Scuba rice is now grown on more than 2.5 million hectares by 10 million farmers in India and Bangladesh on land that could not consistently support rice crops because of flooding.

golden-riceGolden Rice has the potential to eradicate the problem of Vitamin A deficiency, which can lead to blindness. As I mentioned earlier, rice is eaten by many people in Asia several times a day. It’s the perfect vehicle to enhance the Vitamin A intake. Varieties have been produced, the proof of concept completed, yet Golden Rice is not yet grown commercially anywhere in those countries that would benefit most. The dashed red line in my impact pathway diagram is the constraint. Golden Rice is a GMO, and the post-research and pre-release regulatory framework has not been surmounted. Pressure groups also have delayed the testing of Golden Rice lines, even destroying field experiments that would provide the very data they are so ‘afraid’ of. Thus its impact is more potential than real. Donors have been patient, but is there a limit to that patience?

Keeping donors on-side
What I also came to realize early on is that it’s so necessary to engage on a regular basis with donors, establish a good working relationship, visit them in their offices from time-to-time, sharing a drink or a meal. Mutual confidence builds, and I found that I could pick up the phone and talk through an issue, send an email and get a reply quickly, and even consulted by donors themselves as they developed their funding priorities. It’s all part of research management. Donors also like to have ‘good news stories’. Nowadays, social media such as Facebook and Twitter, blogging even, also keep them in the loop. After all donors have their own constituencies—the taxpayers—to keep informed and onside as well.

Achieving impact is not easy. But if you have identified the wrong target, then no amount of research will bring about the desired outcome, or less likely to do so. While impact is the name of the game, good communications is equally important. They go hand-in-hand.

You CAN teach an old dog new tricks . . .

I like to think I’m an organized sort of person. And I’m always looking at ways of doing anything more efficiently. What I hate is having to do something twice. ‘Do it once and do it right’ has been my motto, and that’s an approach I endeavored – with some success, I should add – to instill in the various staff who have worked for me over the years.

I call it ‘the San Miguel effect’. Whatever is that, I hear you cry? San Miguel is the principal brand of beer brewed in the Philippines (it had cornered 95% of the market by 2008). And as I always told my staff, ‘If you do something right first time, it frees up time for even better things – like drinking San Mig!’

I remember once chatting with a friend – over a San Mig or three – and he said to me, ‘Well, since you trained as a taxonomist [that’s someone who deals with classification of plants and animals], I bet you have your CD collection all sorted alphabetically’. True! I like things to be in their right place and I get so frustrated when I’m not able to find something I know I’ve ‘put away’ safely. And on it goes.

Over the years, I’ve done my fair share of travelling, and I think I’m pretty good at packing a suitcase – I’ve had enough practice. But you’re never to old to learn. And this relates also to how you store your clothes at home – for which (until very recently) I was not the most organized person, I have to say. But all that has changed, thanks to a video that one of my Canadian cousins posted on Facebook.

I keep all my ironed shirts on hangers in my wardrobe. T-shirts and underwear were just piled up in drawers. Not any longer. Having watched this video I’ve almost become obsessed with making sure all my clothes are carefully folded aw away. This technique also works on long sleeve shirts and pullovers, subject to a few folds I’ve added.

Now my clothes are neatly folded away, easy to locate, and my wife is happy.

And having sorted this problem out, I went looking for more tips online. This is a great one for folding and packing a suit and dress shirt.

Well, it doesn’t stop there. Ever got yourself in a twist with a fitted bedsheet? Not any more. Watch this.

Some folding techniques – like that for the suit – are intuitive. How ever did someone work out the 2 second shirt fold, or the fitted sheet?

Now it’s also time for me to get a life!