The funding for agricultural research and development (R&D) is continuously declining, and the funding agencies are no longer satisfied with mere progress reports. There is also increased pressure on R&D managers to be accountable, show impact of past investments, and carefully select a portfolio of investments in order to maximize the social impacts of the scarce research resources. Thus, impact assessment has become a major step in the planning and implementation of R&D programs and monitoring of on-going projects has become an important internal management tool.
Despite the efforts made by regional and international bodies, little progress has been made in instilling an impact mentality, culture, and awareness within the R&D institutions. Few R&D plans have clear objectives and indicators, and evaluations rarely draw systematically on monitored information generated during the implementation to compare achievements with objectives.
The impacts of impact assessment initiative depend on whether or not R&D organizations, build on “in house” capacity to conduct impact assessment; how effectively the results of impact studies are being used to enhance the relevance, efficiency, effectiveness, and performance of the organization; and how successful it is in fostering a self-evaluation culture within the institute. Unfortunately the capacity to assess impact on an on-going basis and to make the results of such assessment part of the continuous process of research planning, agenda setting, prioritization, updating, and revising plans is still weak in many developing countries.
A number of surveys conducted in the region show that the lack of capacity, especially the human capital, is one of the critical constraints for institutionalizing impact assessment within the R&D Organizations. Although the demand for such training and skill building is very high, only few organizations offer such training in the region.
International Food Policy Research Institute (IFPRI) and International Livestock Research Institute (ILRI)