1. Overview and strategy Nairobi, 6th August 2013

2. 4 out of 5 of the highest valueglobal commodities are livestock Source: FAOSTAT, 2013

3. Economic opportunities in the livestock sector The 4 billion people who live on less than US$10 a day (primarily in developing countries) represent a food market of about $2.9 trillion per year. (Hammond et al. 2007) • 17 billion domestic animals • Asset value $1.4 trillion • Employs 1.3 billion people Rosegrant et al. 2009

4. Percentage growth in demandfor livestock products: 2000−2030 FAO, 2012 Based on anticipated change in absolute tonnes of product comparing 2000 and 2030

5. Opportunities and challengesin the livestock sector Provides food and nutritional security BUT overconsumption can cause obesity Powers economic development BUT equitable development can be a challenge Improves human health BUT animal-human/emerging diseases and unsafe foods need to be addressed Enhances the environment BUT pollution, land/water degradation,GHG emissions and biodiversity lossesmust be greatly reduced

6. ILRI and CGIAR research programs

7. ILRI’s research teams

8. ILRI Resources • Staff: 700. • Budget: $74 million. • 30+ scientific disciplines. • 130 senior scientists from 39 countries. • 56% of internationally recruitedstaff are from 22 developing countries. • 34% of internationally recruited staff are women. • Large campuses in Kenya and Ethiopia. • 70% of research in sub-Saharan Africa.

9. ILRI Offices India Mali China Laos Vietnam Nairobi: Headquarters Addis Ababa: principal campus In 2012, offices opened in: Kampala, Uganda Harare, Zimbabwe Office in Bamako, Mali relocated to Ouagadougou, Burkina Faso Dakar, Senegal Nigeria Sri Lanka Mozambique Kenya Thailand Ethiopia

10. Biosciences eastern and central Africa – ILRI Hub • a strategic partnership between ILRI and NEPAD. • a biosciences platform that makes the best lab facilities available to the African scientific community. • building African scientific capacity. • identifying agricultural solutions based on modern biotechnology. • hosted at ILRI’s headquarters, Nairobi, Kenya.

11. Addis Campus – A CGIAR Campus • ILRI • IWMI • IFPRI • CIMMYT • ICARDA • ICRAF • CIP • Bioversity • ICRISAT • CIAT • icipe • IFAD • IFDC • BMGF

12. ILRI strategy 2013 – 2022: key elements Mission (Purpose) WHY ILRI exists Strategic objectives (informed by strategic issues – external and internal environment)) WHAT ILRI does Critical success factors performance areas overlapping do NOT map to structure HOW the strategy is operationalized

13. Mission and vision ILRI envisions a world where all people have access to enough food and livelihood options to fulfill their potential. ILRI’s mission is to improve food and nutritional security and to reduce poverty in developing countries through research for efficient, safe and sustainable use of livestock—ensuring better lives through livestock.

15. What’s new? • Long term strategy • Outcomes and impacts (accountable; attribution; alignment) • Diversity: trajectories; species; ILRI strengths; partners • Livestock ‘goods’ and ‘bads’ • Mainstreaming gender; human health • Clientele: Beyond livestock producers; partners; capacity development

16. Growth scenarios for livestock systems • ‘Strong growth’ • Where good market access andincreasing productivity provide opportunities for continued smallholder participation. • ‘Fragile growth’ • Where remoteness, marginal land resources or agroclimatic vulnerability restrict intensification. • ‘High growth with externalities’ • Fast changing livestock systems potentially damaging the environment and human health • Different research and development challenges for poverty, food security, health and nutrition, environment

17. Strategic objective 1 ILRI and its partners will develop, test, adapt and promote science-based practices that—being sustainable and scalable—achieve better lives through livestock.

18. Strategic objective 2 ILRI and its partners will provide compelling scientific evidence in ways that persuade decision-makers—from farms to boardrooms and parliaments—that smarter policies and bigger livestock investments can deliver significant socio-economic, health and environmental dividends to both poor nations and households.

19. Strategic objective 3 ILRI and its partners will work to increase capacity amongst ILRI’s key stakeholders and the institute itself so that they can make better use of livestock science and investments for better lives through livestock.

20. ILRI strategy and the CGIAR Consortium

21. Critical success factors Together with partnership, five areas where ILRI needs to excel to be able to deliver the strategy are the critical success factors. For each, an operational plan sets out objectives, targets and measurable indicators and is the basis for regular monitoring, priority-setting and assessment of outcomes.

22. The critical success factors

23. Strategy materials: www.ilri.org/mission