CGIAR/JM.1/5 October 16, 2015 Joint Meeting of the CGIAR ...
CGIAR/JM.1/5 October 16, 2015 Joint Meeting of the CGIAR Consortium Board, Fund Council and Centers Washington, D.C. Tuesday, November 3, 2015
Process for Selection of the Executive Director of the CGIAR System Office
INTRODUCTORY NOTE 1. The Transition Plan approved by the Fund Council refers to the process for the selection of the Executive Director of the CGIAR System Office as follows: Executive Director Search: The Fund Council decision on the CGIAR System Organization provides that the organization will be managed by an Executive Director, who will be appointed by, and report to, the CGIAR System Council. A process will be followed that will conclude with the appointment of the Executive Director at the first meeting of the CGIAR System Council, based on the recommendation of up to three candidates by a search committee. A search committee will be established which will be responsible for the search process and recommending candidates for consideration by the CGIAR System Council. The search committee will comprise: the Chair of the Fund Council, the Chair of the Center Boards, the Chair of the Center DGs, a Fund Council Member from an OECD country, and a Fund Council Member from a non-OECD country. The Fund Council members to serve on the Search Committee will be identified by the Fund Council Governance Committee. The search committee will manage the process, provide advice based on current practice in executive searches, and actively solicit names and suggestions of possible candidates. An independent consulting firm will be recruited to assist in identifying and screening applications. The transition team will service the search committee and manage the process to ensure that the agreed milestones are met. 2. At its meeting on October 1, 2015, the Fund Council Governance Committee had further discussions on the process for the selection of the Executive Director and agreed on the following additional guidance: (a) the Search Committee should comprise: i. ii. iii. iv. v. vi.
Chair of the Fund Council, Chair of the Center Boards, Chair of the Center Director Generals, a representative of an OECD contributor country, a representative from a non-OECD country on the Fund Council, and a representative from a contributor foundation.
(b) representatives from the OECD contributor country and the non-OECD country on the Fund Council should be selected in accordance with the following process: i.
all Fund Council members would be invited to nominate individuals to serve as representatives of the two country positions on the Selection Committee;
ii.
the FCGC would review the nominations and make a recommendation to the Fund Council for decision at its meeting in November 2015;
iii.
the Fund Council would select the two individuals to serve as the country representatives on the Selection Committee based on the FCGC recommendation;
iv.
foundations contributing to the CGIAR Fund would consult amongst themselves and make a recommendation to the Fund Council for endorsement; and
v.
3.
the joint meeting of the Fund Council, the Consortium Board and the Centers should be invited, at its meeting in November 2015, to endorse the terms of reference for the Executive Director1, the terms of reference for the Search Committee, the terms of reference for the independent consulting firm, and the timeline for the search process.
In accordance with the guidance of the FCGC, the annexes to this paper include proposals for: (a) (b) (c) (d)
the terms of reference for the Executive Director of the CGIAR System Organization; the terms of reference for the CGIAR Executive Director Selection Committee; the terms of reference for the Executive Search Firm; and timeline for the search process.
4. The joint meeting is invited to review and comment on the annexes and to endorse them with a view to initiating the Executive Director Search process in November 2015. 5. The FCGC will seek the approval of the Fund Council, at its meeting on November 4-5, 2015, of the representatives on the Selection Committee from an OECD contributor country, a non-OECD Fund Council member country, and a contributor foundation.
1
After endorsement by the joint meeting of the initial Terms of Reference for the Executive Director, the TOR will be finalized by the Search Committee and the independent consulting firm.
Annex A: Initial Terms of Reference for the Executive Director of the CGIAR System Organization About the CGIAR System 1. CGIAR is a global partnership first established as the Consultative Group on International Agricultural Research in 1971. It is the world’s leading partnership for research and development for sustainable agri-food systems in developing countries. 2. The foundation of CGIAR is its independent, non-profit research centers (the centers)—currently a total of 15.2 Other partners in the CGIAR System include contributors and investors, national agricultural research and extension systems, advanced research institutes, policy bodies, non-government organizations and private-sector companies. Centers and partners together have unparalleled capacity to mobilize people, resources, and infrastructure in over 60 countries to integrate breakthrough research with delivery to millions of farmers. 3. CGIAR research informs the global debate on sustainable agri-food systems, from gender issues to issues of food policy, food safety and climate smart agriculture. Its accomplishments in such areas as plant breeding and genetics, crop, livestock and fish production, natural resource management research and food policy are on par with the world’s leading universities and research institutes. More recently, the system has embarked on new research areas that cut across sectoral boundaries, for example on agriculture and climate change, nutrition and health, and data management. 4. CGIAR aims to make available key research-based information and knowledge to inform the debate through high level policy and advocacy work in global fora, from the United Nations General Assembly and specialized multilateral channels, to key countries and multi-stakeholder platforms. The CGIAR is committed to a strategy of “open access,” providing knowledge platforms and infrastructure to share the multi-disciplinary, long-term data and associated information generated by centers and partners. 5. CGIAR holds in trust unique genetic resources for agriculturally significant species of central importance to advancing and sustaining productivity for the world’s smallholders in the 21st century. The role of in situ conservation (in farmers’ fields), alongside the collections held in genebanks, will continue to grow together with data integration. Moving to a new CGIAR System Organization 6. To achieve the goals of achieving and maintaining global food security, improving nutrition, and reducing rural poverty, the CGIAR contributors agreed in 2015 to bring the CGIAR System under a unified structure, to be located in Montpellier, France. The new structure should provide a framework, incentives, and conditions, including more predictable and sustainable funding, through which the CGIAR system, including its centers and CGIAR Research Programs (CRPs), can deliver results. 7.
Based on the Fund Council decisions, the CGIAR system will comprise: (a) an organizational structure, the CGIAR System Organization, that includes a CGIAR System Council and CGIAR System Office, the Independent Science and Partnership Council (ISPC) and the Independent Evaluation Arrangement (IEA); (b) a central partnership with the 15 CGIAR research centers located in a range of countries around
2
http://www.cgiar.org/cgiar-consortium/research-centers/
(c) (d) (e)
the world, each a legal entity with its own board and constitution; other partnerships established to contribute to the achievement of CGIAR Strategy and Results Framework (SRF); a CGIAR Fund that provides funding and bilateral contributions that contribute to the achievement of the SRF; and the CGIAR programs (e.g., CRPs and cross-cutting platforms).
8. In September 2015, the Fund Council approved a transition plan for the establishment of the CGIAR System by July 2016. A key task during the transition is the recruitment of the Executive Director of the CGIAR System Organization. Role of Executive Director 9. The Executive Director of the CGIAR System Organization is to provide vision, leadership and guidance to the CGIAR partners and is expected to build a management culture and structure that facilitates the research agenda and results in sound decision making. 10. The Executive Director will be appointed by, and report to, the CGIAR System Council and its Chair and will manage the staff of the CGIAR System Office. S/he is expected to work in partnership with the Council and its Chair to assure the system has adequate resources to meet its goals and to support the Council’s responsibility for governance and oversight. 11. The Executive Director is to manage the CGIAR System Organization, and the Executive Director will have a mandate to review and restructure the staff of the system office if necessary to fulfill the agreed responsibilities of the new organization. 12. The Executive Director is responsible for directing the implementation of a strategy and work plan that is ambitious, effective and practical in driving the system toward its three objectives: reduced poverty, improved food and nutrition security for health, and improved natural resource systems and ecosystem services. This includes mobilizing partners for action and the necessary financial resources for success. S/he will coordinate and facilitate a research-oriented partnership, working with the 15 CGIAR centers and a global network of institutions in accordance with the guiding principles of the system: excellence in science, inclusive partnerships, advancing and accelerating gender equity, accelerating impact at scale, generating public goods with multiple benefits, providing attractive investment opportunities, increasing operational efficient, and ensuring excellent value for money. S/he should have the demonstrated ability to build effective and responsive multi-stakeholder partnerships. 13. The Executive Director’s role is broad-ranging and will require distinct types of leadership, including: (a) (b) (c) (d)
executive leadership of the CGIAR System Organization, collaborative leadership with the Council and its Chair and the CGIAR system partners in promoting mutual accountability for the system’s goals and success, key contributor relationship management, and representation and advocacy with external stakeholders.
Summary of Major Responsibilities 14. More specifically, the main duties and responsibilities for the Executive Director are as follows. The Executive Director will work in close collaboration with the CGIAR System Council and its Chair in carrying out such duties and responsibilities.
(a) Serve as the public face of the CGIAR system, reaching out to stakeholders from all regions to drive progress towards the objectives of the SRF. (b) Engage leaders from government, centers, international institutions, advanced research institutes, private sector and civil society as partners to advocate for and promote the goals of CGIAR, provide financial support for the system research activities, and jointly implement the SRF for achieving the objectives of the system. (c) Work with governments, centers, international institutions, advanced research institutes, private sector, civil society and other partners to ensure that the system activities and results are fully in support of the SRF and the goals and targets of the post-2015 development agenda. (d) Manage the process of establishing and overseeing an effective and fully functioning CGIAR System Organization to carry out its tasks, including: i. oversee development and approval of strategies and priorities; ii. lead the evolution to a performance based system; iii. increase public awareness about the CGIAR system through appropriate events and communication activities; iv. establish effective systems of programmatic oversight, common services, knowledge management and results measurement across the system; v. manage the system’s relationships with other entities; vi. ensure compliance of operations with best practices in such areas as: accounting, finance, risk management, performance evaluation and human resource management; and vii. prepare reports concerning the system activities, expenses, budgets and other issues of relevance to all partners, including contributors. Selection Criteria Work Experience 15. An established actor at the international level with name recognition and proven ability to convene and engage with government and center leaders and other key stakeholders on agricultural research and sustainable development at a global scale; 16. 15 years of successful experience as a senior manager in agriculture or sustainable development related organization or business with a global scale and experience in developing countries; and 17. A recognized leader with demonstrated competence in managing an effective and responsive organization, building strong global partnerships, mobilizing resources, and delivering results. Education 18. A degree in agricultural science, economics, public administration, business management or international relations is desirable. An additional degree in a technical area related to agriculture is desirable. One or more graduate degrees are required. Functional experience and skills 19.
Demonstrated track record or superior leadership skills. Proven ability to manage a large and
diverse organization or partnership in the public or private sector, implement a strategic vision, effectively prioritize work activities, and allocate scarce resources; 20. Demonstrated ability to mobilize resources and establish strong relations with contributors and investors; 21.
Superior strategic and analytical skills; ability to grasp scientific information; and
22. Ability to function effectively at the highest level in a multi-cultural environment, and to facilitate creation of sustainable partnerships, including advising on necessary frameworks to ensure the long-term sustainability of initiatives. Global Experience 23. Comfortable in multiple geographic regions, including both developing ad developed countries, and capable of leading in culturally diverse settings; 24. Familiarity with the international system, including the United Nations system and the multilateral financial organizations; and 25. Excellent communication skills in English, including the ability to communicate at multiple levels and across diverse disciplines and cultures. The ability to speak multiple languages is desirable but not required. Behavioral Competencies 26. Strategy skills, including strong intellectual, management and analytical skills, a broad-based and long-term view of strategic and organizational goals and an ability to evaluate courses of action facing a complex system; 27. Advocacy, influencing and communication skills. Ability to effectively influence and assert views on critical issues at the highest levels, both internally and externally. An ability to develop an effective and constructive relationship with Council (Chair and members), as well as key external influencers. This includes a high emotional intelligence – namely, to be perceptive to people issues, a good listener and to win “hearts and minds”; 28. Intercultural skills, including a strongly international perspective, an understanding for the issues and perspectives of a wide range of centers and other partners, and the ability to operate effectively in both developed and developing country settings; 29. Collaboration and teamwork, including a willingness to participate in robust, rigorous debate and then work with others to derive and implement new solutions; an ability to encourage partnerships between others; openness to be challenged on assumptions, beliefs or viewpoints, and a willingness to reexamine these where necessary; and 30. Independence and integrity, including an ability to formulate a balanced and impartial view independently of organizational positions; an ability to articulate and defend his/her own position objectively and persuasively; and a commitment to speaking openly and respectfully in defense of a position or principle.
Annex B: Terms of Reference for CGIAR Executive Director Search Committee
1. The Fund Council decision on the CGIAR System Organization provides that the organization will be managed by an Executive Director, who will be appointed by, and report to, the CGIAR System Council. 2. As agreed in the Plan for the transition to the establishment of the CGIAR System Organization, approved by the Fund Council on September 4, 2015, a process is to be followed that will conclude with the appointment of the Executive Director at the first meeting of the CGIAR System Council, based on the recommendation of up to three candidates by a search committee. 3. A search committee is to be established which will be responsible for the search process and recommending candidates for consideration by the CGIAR System Council. Based on consultations with the Fund Council Governance Committee, the search committee will comprise: (a) (b) (c) (d) (e) (f)
Chair of the Fund Council, Chair of the Center Boards, Chair of the Center DGs, A representative from an OECD contributor country, A representative from a Fund Council Member from a non-OECD country, and A representative from a contributor foundation.
4. The representatives in sub-paragraphs (d), (e) and (f) above will be recommended by the Fund Council Governance Committee and confirmed by the Fund Council. In appointing members, the Fund Council will seek to ensure gender diversity among members of the search committee. 5. The search committee is to manage the process, provide advice based on current practice in executive searches, and actively solicit names and suggestions of possible candidates. 6. An independent consulting firm is to be recruited to assist in identifying and screening applications. 7. The transition team will service the search committee and manage the process to ensure that the agreed milestones are met. 8.
The Chair of the Fund Council will chair the search committee.
9. The search committee will undertake its work in accordance with a detailed work plan that is agreed by its members and shared with the Fund Council. The work plan should envisage a Council decision on the appointment of the Executive Director in July 2016. 10.
Specifically, the search committee will: (a) Appoint an executive search firm to assist the committee in its role of identifying a short list of highly qualified, talented men and/or women to present as final candidates to the Council for the role of Executive Director. The search committee will make the executive search firm appointment from potential firms identified by the transition team, working with the World Bank Human Resources Department, through a competitive process.
(b) Guide and oversee the work of the executive search firm, ensuring that the search firm reaches out to a broad range of constituencies and other networks to find highly qualified candidates; (c) Keep the Fund Council Governance Committee briefed on progress in accordance with the work plan through the monthly briefings of the FCGC by the transition team; (d) Present to the CGIAR System Council a short list of three profiles that represent the strongest candidate(s) for the role of Executive Director at least one month before the first Council meeting. In presenting the short list, the committee should include reasons for its assessment of each of the short listed profiles, which should include the extent to which each candidate fulfills the selection criteria, and the candidate’s relative ability to perform the duties of the Executive Director as outlined in the terms of reference; (e) Assist in the identification of candidates to serve as interim Executive Director, if necessary pending the assumption of duties by the Executive Director; and (f) Ensure that it conducts itself at all times in a manner that respects the privacy and personal reputation of potential candidates, and work within an appropriate framework of confidentiality.
11. The search committee will seek to make its decisions by consensus. Recognizing that the role of the search committee is to propose the best possible candidates for the role of Executive Director, where consensus cannot be obtained, the majority view of the search committee will prevail.
Annex C: Draft Terms of Reference for the Executive Search Firm Introduction 1. The CGIAR is a global partnership established as the Consultative Group on International Agricultural Research in 1971. It is the world’s leading partnership for research and development for sustainable agri-food systems in developing countries. 2. To achieve the goals of achieving and maintaining global food security, improving nutrition, and reducing rural poverty, the CGIAR contributors agreed in 2015 to bring the CGIAR System under one governance and management structure. With a unified structure the CGIAR should have the framework, incentives, and conditions, including more predictable and sustainable funding, through which the CGIAR system, including its Centers and CRPs, can deliver results. 3. Based on the Fund Council decisions to establish a unified governance and management structure, the CGIAR system (CGIAR) will comprise: (a) an organizational structure, the CGIAR System Organization, that includes a CGIAR System Council and CGIAR System Office, the Independent Science and Partnership Council (ISPC) and the Independent Evaluation Arrangement (IEA); (b) a central partnership with the 15 CGIAR research centers located in a range of countries around the world, each a legal entity with its own board and constitution; (c) other partnerships established to contribute to the achievement of the CGIAR SRF; (d) a CGIAR Fund that provides funding and bilateral contributions that contribute to the achievement of the SRF; and (e) the CGIAR programs (e.g., CRPs and Cross-Cutting Platforms). 4. In September 2015, the Fund Council approved a transition plan for the establishment of the CGIAR System by July 2016. A key task during the transition is the recruitment of the Executive Director to lead the CGIAR system. 5. A search committee is to be established which will be responsible for managing the search process and recommending candidates for consideration by the CGIAR System Council. The search committee will comprise: (a) (b) (c) (d) (e) (f)
Chair of the Fund Council, Chair of the Center Boards, Chair of the Center DGs, A representative from an OECD contributor country, A representative from a Fund Council Member from a non-OECD country, and A representative from a contributor foundation.
6. An independent consulting firm is to be recruited to assist in identifying and screening applications with a view to preparing a short list of highly qualified, talented men and women and to advise the search committee. The search committee will make the executive search firm appointment from potential firms identified by the transition team, working with the World Bank Human Resources Department, through a competitive process. 7. The search committee will undertake its work in accordance with a detailed work plan that is agreed by its members and shared with the Fund Council. The work plan should envisage a Council
decision on the appointment of the Executive Director in July 2016 (see preliminary timeline annexed to these terms of reference).
Tasks: Within the Contract Period stated below, the consultant will: Phase 1 1. Gain an initial understanding of the profile/role of the Executive Director, based on a detailed briefing from the Search Committee and the CGIAR Transition Team. 2. Use their breadth of executive search experience to provide strategic inputs into the Search Committee-led process of refining the Executive Director Terms of Reference to present a coherent framework that will attract high caliber candidates. 3. Work with the Search Committee to develop a detailed timetable of actions outlining the search process including timelines for the completion of the different stages of the search. 4.
Design and propose to the Search Committee for its approval: (a) A robust framework and methodology for screening all applications for the Executive Director position, taking into account the key competencies, and the final terms of reference approved by the Search Committee; and (b) A highly proactive, targeted outreach campaign to attract world-class applications for the Executive Director position.
Phase 2 5. Once the Terms of Reference and outreach program are agreed, conduct an appropriate global search for candidates, focusing on both developing and developed country candidates, and identifying female talent as well as male talent, including: (a) Manage a comprehensive applications receiving and sorting database (email, fax and mailed submissions). This includes proactive outreach to people to stimulate enquiries and subsequent applications; (b) Follow up on applications to ascertain their veracity if there is some question on completeness or relevance; and (c) Be in routine contact with the Search Committee in regard to the pool of applications from time to time, to identify potential gaps in regional reach and/or gender diversity before the closing date of applications. If gaps are perceived to exist, the Search Committee will provide guidance to the consultant to ensure a broader, more appropriate pool of candidates is presented for consideration. 6. As a pre-screening exercise, the consultant will apply the agreed selection criteria developed under item 4.a above to identify from the total pool of applications, a list of proposed suitably qualified candidates (the upper ceiling number of which is to be settled by the Search Committee in consultation with the consultant) through a combination of:
(a) Screening of resumes/curricula vitae according to the fully documented criteria; and (b) Telephone and/or in-person pre-screening interviews by the consultant for candidates that the consultant believes important to clarify appropriateness for inclusion in the list. When the list is presented to the Search Committee, it will be accompanied by a detailed report on the profile of each included candidate, and areas that might be necessary to explore further. 7. Thereafter, the Search Committee, with the support of the consultant, will develop a refined short list of up to ten (10) candidates to be interviewed by the Search Committee (the exact number on the short list is to be agreed with the Search Committee.) 8. Make arrangements, in coordination with the Search Committee and with the support of the CGIAR Transition Team, to conduct in-depth interviews with the short-listed candidates. The consultant is requested to provide guidance to the Search Committee throughout the interview process to ensure principles of equality and fairness are fully adhered, whilst ensuring that the interview stage is robust and explores fully the specific competencies of the respective candidates. The consultant is also requested to share best-practice information on effective interview techniques in advance of the interview stage. 9. Ensure comprehensive reference checks are undertaken on the short-listed candidates, targeting specifically any areas identified through the interview process with regard to the key competencies of the ED Terms of Reference. 10. If requested by the Search Committee, arrange for additional assessments of short-listed candidates to enable full consideration of their key competencies and overall suitability for the position. 11. Preparation of complete files (including references) for the final short list of up to three candidates for presentation to the CGIAR System Council. 12.
As required, assist with facilitating contract negotiations with the selected candidate.
Throughout the duration of the consultancy 13. Provide administrative support to the Search Committee (including meetings held in-person or by teleconference), including: (a) preparing and circulating records of Search Committee meetings; (b) tracking actions and their implementation; and (c) preparing the overall outline and technical content of Search Committee reports to be issued to the CGIAR System Council (for example, technical data on screening processes, and other methodologies and systems used by the consultant). 14. Ensure that the person appointed as principal officer for the consultancy has both the relevant seniority within the firm and sufficient professional time to dedicate to this process, and can assure the Search Committee of the highest level of service for this key role. 15.
Ensure that the consultant brings to its role the capacity to deliver services at a global level.
16. Fulfillment of this Statement of Work may require the engagement of senior level experienced personnel from other global offices within the consultant’s own firm, or partnership with highly capable
regionally based organizations to ensure broad, proactive outreach to find talent that may not already be known.
Deliverables: Refer to Tasks section above. Place of Performance: The work will be performed variously in Washington, DC, the consultant’s usual office of business, and at other locations that may be agreed between the Search Committee and the consultant from time to time.
Period of Performance: The period of performance is October 2015 to July 31, 2016.
Annex D: Preliminary Timeline for the Selection of Executive Director
November 2015 Fund Council to endorse initial terms of reference and selection criteria for the Executive Director and to confirm the members of the Search Committee. Search Committee to be initiated after confirmation by the Fund Council of the members. An independent firm to be appointed by the Search Committee based on a minimum of three proposals. Fund Council to be notified once the firm is selected. Search Committee, in consultation with independent firm, to prepare a work plan, final terms of reference for the Executive Director and selection criteria. Search Committee will share the work plan and regular updates with the Fund Council while recognizing the importance of candidate confidentiality. November/December 2015 Position for Executive Director advertised and notification of position circulated to partners in the system. January 2016 Initial screening by independent search firm of all applications for position of Executive Director meeting criteria/qualifications. Initial list of Executive Director applicants meeting qualifications sent by the search firm to the Search Committee for views on short listing and suggestions of additional candidates. February 2016 Independent search firm to review any new candidate whose application is solicited by the Search Committee, taking into account the agreed criteria and qualifications. March 2016 Independent search firm and Search Committee to agree on a short list of candidates to be interviewed in a first round. April 2016 Search committee to interview short-listed candidates for Executive Director and solicit further informal referencing if necessary. May 2016 Search Committee to undertake follow-up interviews if required. June 2016 Search Committee to make recommendations.
July 2016 First meeting of the CGIAR System Council to select Executive Director.
Process for Selection of the Executive Director of the CGIAR System Office
INTRODUCTORY NOTE 1. The Transition Plan approved by the Fund Council refers to the process for the selection of the Executive Director of the CGIAR System Office as follows: Executive Director Search: The Fund Council decision on the CGIAR System Organization provides that the organization will be managed by an Executive Director, who will be appointed by, and report to, the CGIAR System Council. A process will be followed that will conclude with the appointment of the Executive Director at the first meeting of the CGIAR System Council, based on the recommendation of up to three candidates by a search committee. A search committee will be established which will be responsible for the search process and recommending candidates for consideration by the CGIAR System Council. The search committee will comprise: the Chair of the Fund Council, the Chair of the Center Boards, the Chair of the Center DGs, a Fund Council Member from an OECD country, and a Fund Council Member from a non-OECD country. The Fund Council members to serve on the Search Committee will be identified by the Fund Council Governance Committee. The search committee will manage the process, provide advice based on current practice in executive searches, and actively solicit names and suggestions of possible candidates. An independent consulting firm will be recruited to assist in identifying and screening applications. The transition team will service the search committee and manage the process to ensure that the agreed milestones are met. 2. At its meeting on October 1, 2015, the Fund Council Governance Committee had further discussions on the process for the selection of the Executive Director and agreed on the following additional guidance: (a) the Search Committee should comprise: i. ii. iii. iv. v. vi.
Chair of the Fund Council, Chair of the Center Boards, Chair of the Center Director Generals, a representative of an OECD contributor country, a representative from a non-OECD country on the Fund Council, and a representative from a contributor foundation.
(b) representatives from the OECD contributor country and the non-OECD country on the Fund Council should be selected in accordance with the following process: i.
all Fund Council members would be invited to nominate individuals to serve as representatives of the two country positions on the Selection Committee;
ii.
the FCGC would review the nominations and make a recommendation to the Fund Council for decision at its meeting in November 2015;
iii.
the Fund Council would select the two individuals to serve as the country representatives on the Selection Committee based on the FCGC recommendation;
iv.
foundations contributing to the CGIAR Fund would consult amongst themselves and make a recommendation to the Fund Council for endorsement; and
v.
3.
the joint meeting of the Fund Council, the Consortium Board and the Centers should be invited, at its meeting in November 2015, to endorse the terms of reference for the Executive Director1, the terms of reference for the Search Committee, the terms of reference for the independent consulting firm, and the timeline for the search process.
In accordance with the guidance of the FCGC, the annexes to this paper include proposals for: (a) (b) (c) (d)
the terms of reference for the Executive Director of the CGIAR System Organization; the terms of reference for the CGIAR Executive Director Selection Committee; the terms of reference for the Executive Search Firm; and timeline for the search process.
4. The joint meeting is invited to review and comment on the annexes and to endorse them with a view to initiating the Executive Director Search process in November 2015. 5. The FCGC will seek the approval of the Fund Council, at its meeting on November 4-5, 2015, of the representatives on the Selection Committee from an OECD contributor country, a non-OECD Fund Council member country, and a contributor foundation.
1
After endorsement by the joint meeting of the initial Terms of Reference for the Executive Director, the TOR will be finalized by the Search Committee and the independent consulting firm.
Annex A: Initial Terms of Reference for the Executive Director of the CGIAR System Organization About the CGIAR System 1. CGIAR is a global partnership first established as the Consultative Group on International Agricultural Research in 1971. It is the world’s leading partnership for research and development for sustainable agri-food systems in developing countries. 2. The foundation of CGIAR is its independent, non-profit research centers (the centers)—currently a total of 15.2 Other partners in the CGIAR System include contributors and investors, national agricultural research and extension systems, advanced research institutes, policy bodies, non-government organizations and private-sector companies. Centers and partners together have unparalleled capacity to mobilize people, resources, and infrastructure in over 60 countries to integrate breakthrough research with delivery to millions of farmers. 3. CGIAR research informs the global debate on sustainable agri-food systems, from gender issues to issues of food policy, food safety and climate smart agriculture. Its accomplishments in such areas as plant breeding and genetics, crop, livestock and fish production, natural resource management research and food policy are on par with the world’s leading universities and research institutes. More recently, the system has embarked on new research areas that cut across sectoral boundaries, for example on agriculture and climate change, nutrition and health, and data management. 4. CGIAR aims to make available key research-based information and knowledge to inform the debate through high level policy and advocacy work in global fora, from the United Nations General Assembly and specialized multilateral channels, to key countries and multi-stakeholder platforms. The CGIAR is committed to a strategy of “open access,” providing knowledge platforms and infrastructure to share the multi-disciplinary, long-term data and associated information generated by centers and partners. 5. CGIAR holds in trust unique genetic resources for agriculturally significant species of central importance to advancing and sustaining productivity for the world’s smallholders in the 21st century. The role of in situ conservation (in farmers’ fields), alongside the collections held in genebanks, will continue to grow together with data integration. Moving to a new CGIAR System Organization 6. To achieve the goals of achieving and maintaining global food security, improving nutrition, and reducing rural poverty, the CGIAR contributors agreed in 2015 to bring the CGIAR System under a unified structure, to be located in Montpellier, France. The new structure should provide a framework, incentives, and conditions, including more predictable and sustainable funding, through which the CGIAR system, including its centers and CGIAR Research Programs (CRPs), can deliver results. 7.
Based on the Fund Council decisions, the CGIAR system will comprise: (a) an organizational structure, the CGIAR System Organization, that includes a CGIAR System Council and CGIAR System Office, the Independent Science and Partnership Council (ISPC) and the Independent Evaluation Arrangement (IEA); (b) a central partnership with the 15 CGIAR research centers located in a range of countries around
2
http://www.cgiar.org/cgiar-consortium/research-centers/
(c) (d) (e)
the world, each a legal entity with its own board and constitution; other partnerships established to contribute to the achievement of CGIAR Strategy and Results Framework (SRF); a CGIAR Fund that provides funding and bilateral contributions that contribute to the achievement of the SRF; and the CGIAR programs (e.g., CRPs and cross-cutting platforms).
8. In September 2015, the Fund Council approved a transition plan for the establishment of the CGIAR System by July 2016. A key task during the transition is the recruitment of the Executive Director of the CGIAR System Organization. Role of Executive Director 9. The Executive Director of the CGIAR System Organization is to provide vision, leadership and guidance to the CGIAR partners and is expected to build a management culture and structure that facilitates the research agenda and results in sound decision making. 10. The Executive Director will be appointed by, and report to, the CGIAR System Council and its Chair and will manage the staff of the CGIAR System Office. S/he is expected to work in partnership with the Council and its Chair to assure the system has adequate resources to meet its goals and to support the Council’s responsibility for governance and oversight. 11. The Executive Director is to manage the CGIAR System Organization, and the Executive Director will have a mandate to review and restructure the staff of the system office if necessary to fulfill the agreed responsibilities of the new organization. 12. The Executive Director is responsible for directing the implementation of a strategy and work plan that is ambitious, effective and practical in driving the system toward its three objectives: reduced poverty, improved food and nutrition security for health, and improved natural resource systems and ecosystem services. This includes mobilizing partners for action and the necessary financial resources for success. S/he will coordinate and facilitate a research-oriented partnership, working with the 15 CGIAR centers and a global network of institutions in accordance with the guiding principles of the system: excellence in science, inclusive partnerships, advancing and accelerating gender equity, accelerating impact at scale, generating public goods with multiple benefits, providing attractive investment opportunities, increasing operational efficient, and ensuring excellent value for money. S/he should have the demonstrated ability to build effective and responsive multi-stakeholder partnerships. 13. The Executive Director’s role is broad-ranging and will require distinct types of leadership, including: (a) (b) (c) (d)
executive leadership of the CGIAR System Organization, collaborative leadership with the Council and its Chair and the CGIAR system partners in promoting mutual accountability for the system’s goals and success, key contributor relationship management, and representation and advocacy with external stakeholders.
Summary of Major Responsibilities 14. More specifically, the main duties and responsibilities for the Executive Director are as follows. The Executive Director will work in close collaboration with the CGIAR System Council and its Chair in carrying out such duties and responsibilities.
(a) Serve as the public face of the CGIAR system, reaching out to stakeholders from all regions to drive progress towards the objectives of the SRF. (b) Engage leaders from government, centers, international institutions, advanced research institutes, private sector and civil society as partners to advocate for and promote the goals of CGIAR, provide financial support for the system research activities, and jointly implement the SRF for achieving the objectives of the system. (c) Work with governments, centers, international institutions, advanced research institutes, private sector, civil society and other partners to ensure that the system activities and results are fully in support of the SRF and the goals and targets of the post-2015 development agenda. (d) Manage the process of establishing and overseeing an effective and fully functioning CGIAR System Organization to carry out its tasks, including: i. oversee development and approval of strategies and priorities; ii. lead the evolution to a performance based system; iii. increase public awareness about the CGIAR system through appropriate events and communication activities; iv. establish effective systems of programmatic oversight, common services, knowledge management and results measurement across the system; v. manage the system’s relationships with other entities; vi. ensure compliance of operations with best practices in such areas as: accounting, finance, risk management, performance evaluation and human resource management; and vii. prepare reports concerning the system activities, expenses, budgets and other issues of relevance to all partners, including contributors. Selection Criteria Work Experience 15. An established actor at the international level with name recognition and proven ability to convene and engage with government and center leaders and other key stakeholders on agricultural research and sustainable development at a global scale; 16. 15 years of successful experience as a senior manager in agriculture or sustainable development related organization or business with a global scale and experience in developing countries; and 17. A recognized leader with demonstrated competence in managing an effective and responsive organization, building strong global partnerships, mobilizing resources, and delivering results. Education 18. A degree in agricultural science, economics, public administration, business management or international relations is desirable. An additional degree in a technical area related to agriculture is desirable. One or more graduate degrees are required. Functional experience and skills 19.
Demonstrated track record or superior leadership skills. Proven ability to manage a large and
diverse organization or partnership in the public or private sector, implement a strategic vision, effectively prioritize work activities, and allocate scarce resources; 20. Demonstrated ability to mobilize resources and establish strong relations with contributors and investors; 21.
Superior strategic and analytical skills; ability to grasp scientific information; and
22. Ability to function effectively at the highest level in a multi-cultural environment, and to facilitate creation of sustainable partnerships, including advising on necessary frameworks to ensure the long-term sustainability of initiatives. Global Experience 23. Comfortable in multiple geographic regions, including both developing ad developed countries, and capable of leading in culturally diverse settings; 24. Familiarity with the international system, including the United Nations system and the multilateral financial organizations; and 25. Excellent communication skills in English, including the ability to communicate at multiple levels and across diverse disciplines and cultures. The ability to speak multiple languages is desirable but not required. Behavioral Competencies 26. Strategy skills, including strong intellectual, management and analytical skills, a broad-based and long-term view of strategic and organizational goals and an ability to evaluate courses of action facing a complex system; 27. Advocacy, influencing and communication skills. Ability to effectively influence and assert views on critical issues at the highest levels, both internally and externally. An ability to develop an effective and constructive relationship with Council (Chair and members), as well as key external influencers. This includes a high emotional intelligence – namely, to be perceptive to people issues, a good listener and to win “hearts and minds”; 28. Intercultural skills, including a strongly international perspective, an understanding for the issues and perspectives of a wide range of centers and other partners, and the ability to operate effectively in both developed and developing country settings; 29. Collaboration and teamwork, including a willingness to participate in robust, rigorous debate and then work with others to derive and implement new solutions; an ability to encourage partnerships between others; openness to be challenged on assumptions, beliefs or viewpoints, and a willingness to reexamine these where necessary; and 30. Independence and integrity, including an ability to formulate a balanced and impartial view independently of organizational positions; an ability to articulate and defend his/her own position objectively and persuasively; and a commitment to speaking openly and respectfully in defense of a position or principle.
Annex B: Terms of Reference for CGIAR Executive Director Search Committee
1. The Fund Council decision on the CGIAR System Organization provides that the organization will be managed by an Executive Director, who will be appointed by, and report to, the CGIAR System Council. 2. As agreed in the Plan for the transition to the establishment of the CGIAR System Organization, approved by the Fund Council on September 4, 2015, a process is to be followed that will conclude with the appointment of the Executive Director at the first meeting of the CGIAR System Council, based on the recommendation of up to three candidates by a search committee. 3. A search committee is to be established which will be responsible for the search process and recommending candidates for consideration by the CGIAR System Council. Based on consultations with the Fund Council Governance Committee, the search committee will comprise: (a) (b) (c) (d) (e) (f)
Chair of the Fund Council, Chair of the Center Boards, Chair of the Center DGs, A representative from an OECD contributor country, A representative from a Fund Council Member from a non-OECD country, and A representative from a contributor foundation.
4. The representatives in sub-paragraphs (d), (e) and (f) above will be recommended by the Fund Council Governance Committee and confirmed by the Fund Council. In appointing members, the Fund Council will seek to ensure gender diversity among members of the search committee. 5. The search committee is to manage the process, provide advice based on current practice in executive searches, and actively solicit names and suggestions of possible candidates. 6. An independent consulting firm is to be recruited to assist in identifying and screening applications. 7. The transition team will service the search committee and manage the process to ensure that the agreed milestones are met. 8.
The Chair of the Fund Council will chair the search committee.
9. The search committee will undertake its work in accordance with a detailed work plan that is agreed by its members and shared with the Fund Council. The work plan should envisage a Council decision on the appointment of the Executive Director in July 2016. 10.
Specifically, the search committee will: (a) Appoint an executive search firm to assist the committee in its role of identifying a short list of highly qualified, talented men and/or women to present as final candidates to the Council for the role of Executive Director. The search committee will make the executive search firm appointment from potential firms identified by the transition team, working with the World Bank Human Resources Department, through a competitive process.
(b) Guide and oversee the work of the executive search firm, ensuring that the search firm reaches out to a broad range of constituencies and other networks to find highly qualified candidates; (c) Keep the Fund Council Governance Committee briefed on progress in accordance with the work plan through the monthly briefings of the FCGC by the transition team; (d) Present to the CGIAR System Council a short list of three profiles that represent the strongest candidate(s) for the role of Executive Director at least one month before the first Council meeting. In presenting the short list, the committee should include reasons for its assessment of each of the short listed profiles, which should include the extent to which each candidate fulfills the selection criteria, and the candidate’s relative ability to perform the duties of the Executive Director as outlined in the terms of reference; (e) Assist in the identification of candidates to serve as interim Executive Director, if necessary pending the assumption of duties by the Executive Director; and (f) Ensure that it conducts itself at all times in a manner that respects the privacy and personal reputation of potential candidates, and work within an appropriate framework of confidentiality.
11. The search committee will seek to make its decisions by consensus. Recognizing that the role of the search committee is to propose the best possible candidates for the role of Executive Director, where consensus cannot be obtained, the majority view of the search committee will prevail.
Annex C: Draft Terms of Reference for the Executive Search Firm Introduction 1. The CGIAR is a global partnership established as the Consultative Group on International Agricultural Research in 1971. It is the world’s leading partnership for research and development for sustainable agri-food systems in developing countries. 2. To achieve the goals of achieving and maintaining global food security, improving nutrition, and reducing rural poverty, the CGIAR contributors agreed in 2015 to bring the CGIAR System under one governance and management structure. With a unified structure the CGIAR should have the framework, incentives, and conditions, including more predictable and sustainable funding, through which the CGIAR system, including its Centers and CRPs, can deliver results. 3. Based on the Fund Council decisions to establish a unified governance and management structure, the CGIAR system (CGIAR) will comprise: (a) an organizational structure, the CGIAR System Organization, that includes a CGIAR System Council and CGIAR System Office, the Independent Science and Partnership Council (ISPC) and the Independent Evaluation Arrangement (IEA); (b) a central partnership with the 15 CGIAR research centers located in a range of countries around the world, each a legal entity with its own board and constitution; (c) other partnerships established to contribute to the achievement of the CGIAR SRF; (d) a CGIAR Fund that provides funding and bilateral contributions that contribute to the achievement of the SRF; and (e) the CGIAR programs (e.g., CRPs and Cross-Cutting Platforms). 4. In September 2015, the Fund Council approved a transition plan for the establishment of the CGIAR System by July 2016. A key task during the transition is the recruitment of the Executive Director to lead the CGIAR system. 5. A search committee is to be established which will be responsible for managing the search process and recommending candidates for consideration by the CGIAR System Council. The search committee will comprise: (a) (b) (c) (d) (e) (f)
Chair of the Fund Council, Chair of the Center Boards, Chair of the Center DGs, A representative from an OECD contributor country, A representative from a Fund Council Member from a non-OECD country, and A representative from a contributor foundation.
6. An independent consulting firm is to be recruited to assist in identifying and screening applications with a view to preparing a short list of highly qualified, talented men and women and to advise the search committee. The search committee will make the executive search firm appointment from potential firms identified by the transition team, working with the World Bank Human Resources Department, through a competitive process. 7. The search committee will undertake its work in accordance with a detailed work plan that is agreed by its members and shared with the Fund Council. The work plan should envisage a Council
decision on the appointment of the Executive Director in July 2016 (see preliminary timeline annexed to these terms of reference).
Tasks: Within the Contract Period stated below, the consultant will: Phase 1 1. Gain an initial understanding of the profile/role of the Executive Director, based on a detailed briefing from the Search Committee and the CGIAR Transition Team. 2. Use their breadth of executive search experience to provide strategic inputs into the Search Committee-led process of refining the Executive Director Terms of Reference to present a coherent framework that will attract high caliber candidates. 3. Work with the Search Committee to develop a detailed timetable of actions outlining the search process including timelines for the completion of the different stages of the search. 4.
Design and propose to the Search Committee for its approval: (a) A robust framework and methodology for screening all applications for the Executive Director position, taking into account the key competencies, and the final terms of reference approved by the Search Committee; and (b) A highly proactive, targeted outreach campaign to attract world-class applications for the Executive Director position.
Phase 2 5. Once the Terms of Reference and outreach program are agreed, conduct an appropriate global search for candidates, focusing on both developing and developed country candidates, and identifying female talent as well as male talent, including: (a) Manage a comprehensive applications receiving and sorting database (email, fax and mailed submissions). This includes proactive outreach to people to stimulate enquiries and subsequent applications; (b) Follow up on applications to ascertain their veracity if there is some question on completeness or relevance; and (c) Be in routine contact with the Search Committee in regard to the pool of applications from time to time, to identify potential gaps in regional reach and/or gender diversity before the closing date of applications. If gaps are perceived to exist, the Search Committee will provide guidance to the consultant to ensure a broader, more appropriate pool of candidates is presented for consideration. 6. As a pre-screening exercise, the consultant will apply the agreed selection criteria developed under item 4.a above to identify from the total pool of applications, a list of proposed suitably qualified candidates (the upper ceiling number of which is to be settled by the Search Committee in consultation with the consultant) through a combination of:
(a) Screening of resumes/curricula vitae according to the fully documented criteria; and (b) Telephone and/or in-person pre-screening interviews by the consultant for candidates that the consultant believes important to clarify appropriateness for inclusion in the list. When the list is presented to the Search Committee, it will be accompanied by a detailed report on the profile of each included candidate, and areas that might be necessary to explore further. 7. Thereafter, the Search Committee, with the support of the consultant, will develop a refined short list of up to ten (10) candidates to be interviewed by the Search Committee (the exact number on the short list is to be agreed with the Search Committee.) 8. Make arrangements, in coordination with the Search Committee and with the support of the CGIAR Transition Team, to conduct in-depth interviews with the short-listed candidates. The consultant is requested to provide guidance to the Search Committee throughout the interview process to ensure principles of equality and fairness are fully adhered, whilst ensuring that the interview stage is robust and explores fully the specific competencies of the respective candidates. The consultant is also requested to share best-practice information on effective interview techniques in advance of the interview stage. 9. Ensure comprehensive reference checks are undertaken on the short-listed candidates, targeting specifically any areas identified through the interview process with regard to the key competencies of the ED Terms of Reference. 10. If requested by the Search Committee, arrange for additional assessments of short-listed candidates to enable full consideration of their key competencies and overall suitability for the position. 11. Preparation of complete files (including references) for the final short list of up to three candidates for presentation to the CGIAR System Council. 12.
As required, assist with facilitating contract negotiations with the selected candidate.
Throughout the duration of the consultancy 13. Provide administrative support to the Search Committee (including meetings held in-person or by teleconference), including: (a) preparing and circulating records of Search Committee meetings; (b) tracking actions and their implementation; and (c) preparing the overall outline and technical content of Search Committee reports to be issued to the CGIAR System Council (for example, technical data on screening processes, and other methodologies and systems used by the consultant). 14. Ensure that the person appointed as principal officer for the consultancy has both the relevant seniority within the firm and sufficient professional time to dedicate to this process, and can assure the Search Committee of the highest level of service for this key role. 15.
Ensure that the consultant brings to its role the capacity to deliver services at a global level.
16. Fulfillment of this Statement of Work may require the engagement of senior level experienced personnel from other global offices within the consultant’s own firm, or partnership with highly capable
regionally based organizations to ensure broad, proactive outreach to find talent that may not already be known.
Deliverables: Refer to Tasks section above. Place of Performance: The work will be performed variously in Washington, DC, the consultant’s usual office of business, and at other locations that may be agreed between the Search Committee and the consultant from time to time.
Period of Performance: The period of performance is October 2015 to July 31, 2016.
Annex D: Preliminary Timeline for the Selection of Executive Director
November 2015 Fund Council to endorse initial terms of reference and selection criteria for the Executive Director and to confirm the members of the Search Committee. Search Committee to be initiated after confirmation by the Fund Council of the members. An independent firm to be appointed by the Search Committee based on a minimum of three proposals. Fund Council to be notified once the firm is selected. Search Committee, in consultation with independent firm, to prepare a work plan, final terms of reference for the Executive Director and selection criteria. Search Committee will share the work plan and regular updates with the Fund Council while recognizing the importance of candidate confidentiality. November/December 2015 Position for Executive Director advertised and notification of position circulated to partners in the system. January 2016 Initial screening by independent search firm of all applications for position of Executive Director meeting criteria/qualifications. Initial list of Executive Director applicants meeting qualifications sent by the search firm to the Search Committee for views on short listing and suggestions of additional candidates. February 2016 Independent search firm to review any new candidate whose application is solicited by the Search Committee, taking into account the agreed criteria and qualifications. March 2016 Independent search firm and Search Committee to agree on a short list of candidates to be interviewed in a first round. April 2016 Search committee to interview short-listed candidates for Executive Director and solicit further informal referencing if necessary. May 2016 Search Committee to undertake follow-up interviews if required. June 2016 Search Committee to make recommendations.
July 2016 First meeting of the CGIAR System Council to select Executive Director.
