What is ImpresS?
CIRAD resumed its reflection on the impact of its research five years ago, advancing step by step. After a report on the state of the art (January 2011) and the completion of four exploratory case studies (Report-May 2013), CIRAD launched an "Innovation-Impact Taskforce" which began its work in January 2014. The resources allocated to the 4-year project are substantial (management team, part-time researchers, Masters interns and operational funds).
The Taskforce comprises four components which are at different stages of development: firstly a platform for mutual exchanges and documentation destined ultimately for all CIRAD researchers, currently being tested by all project members; secondly, building an impact assessment methodology tailored to CIRAD’s research in partnership, now almost completed and called ImpresS; thirdly, developing a research project on impact with national and international partners to be launched in 2017, currently at an exploratory stage; and fourthly, establishing a culture of impact within the institution and its partners, being initiated today within the workshop “ Impact culture” series.
Since mid-2015, the acronym ImpresS (Impact of Research in South/Impact des recherches au Sud) chosen to name this methodology has been used to talk about the whole project.
From March 2015 to March 2016, the ImpresS method is being tested on 13 case studies representing a variety of innovations and contexts, 7 of them being co-managed with a scientific partner from the south.
A co-construction process open to our partners
Development of the second component, launched in 2014, has associated CIRAD scientific management. A steering committee representing CIRAD’s scientific diversity made the first conceptual choices and designed the case study selection process. The first methodology guide book was subsequently shared and improved through discussions with international experts (CGIAR, WUR, FIBL-IMPRESA) with a particular fruitful partnership with Asirpa project Team (INRA-ASIRPA). In the next stage, all project members including several southern partners and a few external experts gathered in a workshop in order to test the methodology on their next case study and master it. A new version of the methodological guide book emerged from this co-construction process. The final stage at the end of the case studies will gather all the partners associated with the different phases of the project in order to finalize the method following a last collaborative workshop.
ImpresS' governance has a Steering Committee, an Advisory Committee and a Management Team. Each of its four components operate (or will operate) with a working group.
Ad hoc working groups are created on specific issues.