[Article] On the Structure of Finite Continuous Groups with by Zeldin S. D.

By Zeldin S. D.

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He also commissioned a report from the Technical Advisory Committee (TAC) for a System-wide consolidation. 2 It increased participation by the private sector and the NGO community, but also increased the number of committees to reflect diverse viewpoints. 3 Renewal stabilized the System’s finances, did not result in any fundamental reforms, and expanded the System’s management superstructure. Changing the allocation of the World Bank’s financial contribution from a “donor of last resort” model to a matching grant formula unwittingly reinforced a tendency for funding to drive programs, rather than for strategic priorities to drive funding, and gradually de-linked System-wide priorities from resource allocation.

It is unclear that the private sector would bring new funding for the CGIAR Centers even in the best of circumstances. CGIAR needs to mobilize the best practical System-level expertise in global public policy, law, and ethics, and develop, monitor, and report regularly on effective partnership arrangements to the System as a whole, while actively developing strategies and policies that advance its poverty alleviation mission. It needs to document and learn concrete lessons from its own experience with public-private partnerships and management of IPRs at the System level.

The only legal entities in the CGIAR are the 16 Centers. Responsibilities and accountabilities remain ill-defined as the considerable superstructure of committees has evolved over the years to deal with a complex set of stakeholders. As a result, greater responsibility for managing the overall System has accrued by default to the World Bank and the CGIAR Secretariat. Resistance to consolidation demonstrates the Olsonian, collective action dilemma (Olson 1965). Since 1994, stakeholders, scientific 24 committees of TAC, and the CGIAR’s own internal reviews have proposed many types of consolidations.

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