The institutional history of the CGIAR Challenge Program on Water and Food - Water Scarcity, Livelihoods and Food Security - page 88

translate to outcomes. Their project teams understood the development side of
their research and the process to produce outcomes. Many of these projects
were led by researchers who were long-term champions of specific topics
(Woolley and Douthwaite, 2011).
By early 2008, the CPWF had defined a new structure for Phase 2. Its
objective was, “To increase the productivity of water for food and livelihoods
in a manner that is environmentally sustainable and socially acceptable”
(CPWF, 2007, pp. 1-8). To overcome the lack of cohesion amongst projects
that was criticized in Phase 1, research in Phase 2 would focus on water-related
development challenges in six river basins (CPWF, 2008, p. 4).
The six Basin Development Challenges (BDCs) were founded on successful
Phase 1 projects that had high potential for impact. Moreover, their focus was
the nexus between poverty and water (CPWF, 2010, p. 17). Priorities within
each BDC were set drawing partly on Phase 1 research. The CPWF also
carried out a specific process of consultations to identify the most pressing
challenges in each of the six basins (CPWF, 2009c, p. 1).
The CPWF consultation process to identify the BDCs lasted from
November 2007 to June 2009. Basin Coordinators identified two priority
research areas for each of their basins. These were evaluated against priorities
identified through parallel consultations with stakeholders in each of the basins.
Selection of the BDCs was heavily influenced by the technical results of Phase
1 research. Feedback from the External Review and the recently published
Water for food, water for life: A comprehensive assessment of water management in
agriculture (Molden, 2007) also featured in BDC design. Selection criteria
included stakeholder agreement on the challenge's importance, their
motivation to work on it, the CPWF's ability to contribute and high-impact
potential (CPWF, 2010, p. 20). Draft BDCs were submitted to the CPWF MT
for comment and approval. The final BDCs are listed below (Table 4.2).
Inception workshops were held in each basin. During the workshops,
stakeholders identified the research questions that needed to be addressed to
tackle a particular BDC. These questions were then divided amongst four or
five projects that fitted together as an integrated basin program. Each BDC
was led and maintained by a coordination and change project, which supported
the Basin Leader. Basin Leaders fostered change, built networks and adjusted
project objectives based on emerging opportunities and learning (CPWF, 2010,
p. 21). All BDC programs were required to show that their organizational plans
matched their expected outcomes. They were also required to incorporate
learning mechanisms that allowed them to react to emerging opportunities
(CPWF, 2009c, p. 2).
Selection of Basin Leaders was difficult because of the demanding nature of
their role. Basin Leaders were charged with providing leadership in project
design and implementation related to generating and evaluating outcomes and
impacts (CPWF, 2009d, p. 10). The CPWF MT debated the ideal skill set for
Basin Leaders. These individuals had to be good networkers, have a command
of technical knowledge related to the particular BDC and possess leadership