2014 audited financial statements - | world …...our strategic goals (strategy 2013-2022) icraf has...

Annual Report and Financial StatementsFor the year ended 31 December 2014

AuditedFinancialStatements

2014

World Agroforestry CentreUnited Nations Avenue, GigiriP. O. Box 30677-00100Nairobi, Kenya.Phone + (254) 20 722 4000

Fax + (254) 20 722 4001Via USA phone (1-650) 833-6645Via USA fax (1-650) 833-6646Email: [email protected]: www.worldagroforestry.org

Content: Francis Kinyanjui, Ernest Gatoru and Pauline AheroEditing and proofreading: Betty Rabar Design and layout: Sherry Odeyo and Martha MwendaPrinted by: Digital Process Works Ltd.

The geographic designation employed and the presentation of material in this publication do not imply the expression of any opinion whatsoever on the part of the World Agroforestry Centre concerning the legal status of any country, territory, city or area or its authorities, or concerning the delimitation of its frontiers or boundaries.

© 2015 World Agroforesty CentreISSN 2078-5550


ANNUAL REPORT

ABOUT US 1-4FIVE-YEAR PERFORMANCE REVIEW 5 - 7CORPORATE INFORMATION 8BOARD OF TRUSTEES 10-13

SENIOR LEADERSHIP TEAM 14 - 15CORPORATE GOVERNANCE REPORT 16-19CORPORATE SOCIAL RESPONSIBILITY 21-26BOARD CHAIR’S STATEMENT 28-30BOARD STATEMENT ON RISK MANAGEMENT 31STATEMENT OF THE MANAGEMENT’S RESPONSIBILITIES 32

REPORT OF THE INDEPENDENT AUDITOR 33

FINANCIAL STATEMENTS

STATEMENT OF FINANCIAL POSITION 34STATEMENT OF ACTIVITIES 35STATEMENT OF CHANGES IN NET ASSETS 36STATEMENT OF CASH FLOWS 37NOTES TO THE FINANCIAL STATEMENTS 38 - 57

EXHIBITS

EXHIBIT 1: SCHEDULE OF UNRESTRICTED GRANTS REVENUE 60EXHIBIT 1A: SCHEDULE OF RESTRICTED GRANT REVENUE 61-90EXIBIT 1B: ANALYSIS OF SOURCES AND APPLICATIONS OF RESTRICTED PROJECT GRANTS 92-124EXHIBIT 1C: SCHEDULE OF INTER CENTRE ACTIVITY 125EXHIBIT 2: PROPERTY AND EQUIPMENT DETAILED SCHEDULE 128EXHIBIT 3: STATEMENT OF OVERHEAD EXPENSES 129EXHIBIT 4: AWARD PROGRAM 130EXHIBIT 5: OCS SUPPORT UNIT 131EXHIBIT 6: CGIAR RESEARCH PROGRAMMES 132 - 139

CONTENTSTable of

iv WORLD AGROFORESTRY CENTRE


LIST OF ABBREVIATIONS & ACRONYMS

ALS Amyotrophic Lateral Sclerosis

ARSLA Association pour la Recherche sur la Sclérose Latérale Amyotrophique

AWARD African Women in Agricultural Research and Development

BoT Board of Trustees

CBD Convention on Biological Diversity

CCAFS CGIAR Research Programme on Climate Change, Agriculture and Food Security

CFTF Centre Technique Forestier Tropical

CGIAR Consultative Group on International Agricultural Research

CIFOR Centre for International Forestry Research

CIMMYT International Maize and Wheat Improvement Center

CIRAD Le Centre de coopération internationale en recherche agronomique pour le développement

CRP CGIAR Research Programme

DG Director General

FAO Forest and Agricultural Organization of the United Nations

FRC Forest Research Centre

FTA Forests, Trees and Agroforestry

G&D Gender and Diversity

GHG Greenhouse Gas

HQ Headquarters

ICRAF World Agroforestry Centre

ICT Information and Communication Technology

IFRS International Financial Reporting Standards

IPG International Public Goods

IRRI International Rice Research Institute

IRS Internationally Recruited Staff

IUFRO International Union of Forestry Research Organizations

IWD International Women’s Day

KEMRI Kenya Medical Research Institute

NRM Natural Resource Management

vANNUAL REPORT


NRS Nationally Recruited Staff

POWB Programme of Work and Budget

R4D Research for Development

RinD Research in Development

SD Science Domain

SLT Senior Leadership Team

UN United Nations

UNCCDUnitedNationsConventiontoCombatDesertification

UNDP United Nations Development Programme

UNESCO United Nations Organization for Education, Science and Culture

UNICEF United Nations Children’s Fund

vi WORLD AGROFORESTRY CENTRE


1ANNUAL REPORT


About Us The International Centre for Research in Agroforestry (ICRAF/ the “Centre”) is a CGIAR Consortium Research Centre. The organization was founded in 1978. Its global headquarters are based in Nairobi, Kenya, and it operates in 36 countries. In 2002, it was rebranded as the World Agroforestry Centre although retaining ICRAF as its legal name and acronym.

Our Vision Our vision is a rural transformation in the developing world as smallholder households increase their use of trees in agricultural landscapes to improve food security, nutrition, income, health, shelter, social cohesion, energy resources and environmental sustainability.

Our Mission The Centre’s mission is to generate science-based knowledge about the diverse roles that trees play in agricultural landscapes and to use its research to advance policiesandpractices,andtheirimplementationtobenefitthe poor and the environment.

Our Core ValuesWe strongly adhere to four shared core values that guide our work and relationships with colleagues, investors and partners:

• Professionalism: We aspire to achieve the highest standards of professionalism in our research, communications,fiduciarymanagementandoperations; high levels of personal, managerial and governance integrity; transparency in our methods and approaches; and fairness in sharing credit.

• Mutual respect: We genuinely respect all those with whom we work, irrespective of nationality, gender, religion, age, profession or workplace seniority. We celebrate the achievements of our colleagues and partners. We support a work environment that fosters trust, teamwork and diversity. We commit ourselves to an environment of mutual respect and collaboration with partners, donors and colleagues.

• Creativity: We promote a culture of innovation, continuous learning, problem solving and independent thinking. We believe that success in living and fostering these values is fundamental to maintaining a vibrant organization, contributing to science and achieving impact.

• Inclusiveness: We strive for being highly inclusive as a value and an organizational practice, providing an open environment for full participation, a sense of belonging,

mutual commitment and supportive engagement for all.

Our Strategic Goals (Strategy 2013-2022)ICRAF has three strategic goals as described below:

• Build livelihoods by generating knowledge, choice and opportunities;

• Improve landscapes and their sustainability by better managing their complexity; and

• Transform agroforestry impacts to large-scale through policy, innovation and partnerships.

Operational GoalsIn addition to the three strategic goals above, the Centre hasfiveoperationalgoals(OGs)tounderpinthestrategy.These are:

• Enhancing science quality;

• Increasingoperationalefficiency;

• Building and maintaining strong partnerships;

• Accelerating the use and impact of our research; and

• Greater cohesion, interdependence and alignment.

Our RolesIn Research and Development, ICRAF has the following six key roles:

1. Generation and validation of knowledge as IPGs;

2. Building robust evidence for higher level decisions on policies and investments;

3. Working with partners at multiple scales to translate IPGs into actionable knowledge;

4. Demonstrating proof of application of knowledge to accelerate impact and advance the science of scaling up;

5. Developing and mobilizing capacity at institutional and individual levels; and

6. Convening, advocacy and interfacing amongst a wide range of partners to be co-responsible for development outcome and better engaged with realities faced by development agencies.

2 WORLD AGROFORESTRY CENTRE


Science DomainsResearch for Development (R4D) efforts at the Centre are organized around six Science Domains (SDs), which when taken together respond well to the complexity and interactions of the key development challenges related to agroforestry. They include:

SD1 - Agroforestry Systems

This domain seeks to understand how agroforestry systems can function better, be more productive, more attractive for investments and be more ecologically sustainable in the long-term.

SD2 - Tree Products and MarketsThis domain encompasses the science behind understanding and developing value chains for agroforestry tree products as well as the institutions that support and participate in tree product markets.

SD3 - Tree Diversity, Domestication and DeliveryThis research theme involves identifying, delivering and conserving quality tree germplasm as well as supporting the optimal use of the right tree in the right place for the right purpose.

SD4 - Land Health and ManagementThis domain is concerned with understanding land degradation and how it can be prevented, reversed and its significancebettercommunicatedandrecognized.

About Us (continued)

SD5 - Environmental ServicesThis domain is focused on understanding and promoting thebenefitsandsustenanceofkeyenvironmentalservicesassociated with tree-based landscapes including water, soil stabilization, carbon and biodiversity. The management of these multifunctional landscapes requires mechanisms to balance: (a) goods and services; (b) short, medium and long-termobjectives;and(c)efficiencyandequityinthepursuit of sustainable development.

SD6 - Climate ChangeThis domain is concerned with the vulnerability of smallholders and developing countries to the negative effects of climate change. It attempts to examine how poor farmers and national/sub-national agencies can better adapt tochangingconditionsaswellasbenefitfrommitigationopportunities.

Research Support and Advice UnitsThere are a number of units which exist to support the Science Domains and Regional Programmes. They include:

1. Research Methods Group;

2. Impact Assessment and Rural Advisory Services Unit (IARAS);

3. GeoScience Lab;

4. Knowledge Management Unit;

5. Communications Unit;

6. Capacity Development Unit; and

7. Agroforestry Policy Initiative.

3ANNUAL REPORT



Regional ImplementationThe research and development work of the Centre spans global, regional, national, sub-national and local scales. ICRAF operates six regional programmes through the following RegionalNetworkOffices:

• East and Southern Africa Region;

• West and Central Africa Region;

• South East Asia Region;

• East and Central Asia Region;

• South Asia Region; and

• Latin America Region.

Country TeamsEachoftheRegionalNetworkOfficesmanagesagroupofgeographicallyassociatedCountryOffices.TheCentreoperatesinthe following countries:

East and Southern

Africa Regional

Office: Nairobi,

Kenya

West and Central

Africa Regional

Office: Yaoundé,

Cameroun

South East Asia

Regional Office:

Bogor, Indonesia

South Asia

Regional office:

Delhi, India

East & Central

Asia Regional

Office

Latin America

Regional Office:

Lima, Peru

Others

1. Ethiopia

2. Kenya

3. Malawi

4. Mozambique

5. Rwanda

6. Tanzania

7. Uganda

8. Zambia

9. Zimbabwe

10. Burundi

11. Burkina Faso

12. Cameroun

13. Côte d’Ivoire

14. Democratic Republic of Congo

15. Ghana

16. Mali

17. Niger

18. Nigeria

19. Sierra Leone

20. Senegal

21. Indonesia

22. Philippines

23. Thailand

24. Vietnam

25. Democratic People’s Republic of Korea

26. Bangladesh

27. Bhutan

28. India

29. Nepal

30. Sri Lanka

31. China 32. Brazil

33. Costa Rica

34. Peru

35. USA

36. Belgium




Our PeopleThe organization comprises 620 staff from a wide array of disciplines including forestry, agriculture, economics, soil science, social science, administration, monitoring and evaluation, communications and ICT. Their high-level skills and expertise ensure that the Centre has the capacity to conduct quality research, and to use this research to advance policies andpracticesthatbenefitthepoorandtheenvironment.

Our PartnersThe World Agroforestry Centre has always implemented much of its work in partnership with a range of public, private and international bodies. Our partnerships are based on a clear recognition of the value that is added through working jointly with partners and sharing strengths toachievespecificoutcomes.Wepartnerwithuniversities,advanced research institutions, national agricultural research organizations, private sector organizations, and government andnon-governmentagenciesinthefieldsofagriculture,forestry, environment, conservation and climate change.

5ANNUAL REPORT


Five-year performance review

Gross Grant Income (2010-2014)Grant revenue increased by 11.4% to $62.47 million in 2014 (2013 -increased by 9.1% to $56.06 million)

70.00

60.00

50.00

40.00

30.00

20.00

10.00

- 2010 2011 2012 2013 2014Unrestricted Grants 14.24 5.72 1.49 1.45 1.35Restricted Grants 26.69 36.18 49.90 54.61 61.12

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Other Income (2010-2014)Other income decreased by 17.7% to $1.17 million in 2014 (2013 -increased by 16.9% to $1.42 million)

2.00

1.50

1.00

0.50

-

(0.50) 2010 2011 2012 2013 2014Interest and Other Income 1.04 (0.36) 0.99 0.76 0.43Overheads Hosted Institutions 1.08 1.56 0.72 0.66 0.74

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Five-year performance review (continued)

Total Assets (2010-2014)The Centre’s statement of financial position grew by 21% to $79.97 million (2013 - grew by 8% to $66.14 million)

Expenditure (2010-2014)Centre’s expenditure increased by 9% to $62.66 million in 2014 (2013 - increased by 9% to $57.36 million)

2010 2011 2012 2013 2014Total Assets 50.93 54.61 61.17 66.14 79.97

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90.00

80.00

70.00

60.00

50.00

40.00

30.00

20.00

10.00

-

70.00

60.00

50.00

40.00

30.00

20.00

10.00

- 2010 2011 2012 2013 2014Expenditure 37.87 41.89 52.86 57.36 62.66

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7ANNUAL REPORT


Five-year performance review (continued)

Net Assets (excluding property and equipment) (2010-2014)There was a marginal decrease in net assets from $20.72 million in 2013 to $19.62 million in 2014

14.00

13.00

12.00

11.00

10.00

9.00

8.00

7.00

6.00

5.00

4.00

3.00

2.00

1.00

- 2010 2011 2012 2013 2014Undesignated 9.61 9.91 10.33 12.80 13.03Designated 10.51 11.50 11.01 7.92 6.59

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HEADQUARTERS World Agroforestry Centre

ICRAF House

United Nations Avenue

P.O. Box 30677

00100 – Nairobi

Kenya

BOARD OF TRUSTEES Dr. John Lynam (Chair) USA

Ms. Hilary Wild (Vice Chair) United Kingdom

Prof. Olavi Luukkanen Finland

Ms. Marie Claire O’Connor Ireland

Dr. Rita Sharma India

Dr. LaiLai Li China (Joined in November 2014)

Prof. Sinsin Augustin Brice Benin (Joined in April 2015)

Dr. Paco Sereme Burkina Faso (Left in November 2014)

Mr.JohnHudson,Ex-officio UnitedKingdom

Dr.HosnyEl-Lakany,Ex-officio Egypt(LeftinNovember2014)

Dr. Héctor Cisneros Peru

Prof.TonySimons,Ex-officio UnitedKingdom

Ms.SicilyKariuki,Ex-officio Kenya

AUDITORPricewaterhouseCoopers

CertifiedPublicAccountants

PwC Tower

Waiyaki Way/Chiromo Road, Westlands

P. O. Box 43963

00100 – Nairobi

Kenya

LAWYERSOraro & Company Advocates

ACK Garden House

3rd Floor, Wing C, First Ngong Avenue

P.O. Box 51236

00200 - Nairobi

Kenya

BOARD SECRETARYMr. Laksiri Abeysekera

CORPORATE INFORMATION

9ANNUAL REPORT




Dr. John LynamChair, Board of Trustees

Ms. Hilary WildVice chair

Prof. Tony Simons Ex-officiomember

Hilary Wild is a Fellow of the Institute of Chartered Accountants in England and Wales (ICAEW). She was Comptroller of the World Health Organization in Geneva for 7 years, prior to which she was a Director in the Kleinwort Benson Group in London. Hilary has also worked for UNICEF as Chief of Finance in New York and for a major commercial bank in London and as the bank’s representative in Greece. She presently chairs the UNDP Audit Advisory Committee and the ILO Independent Oversight Advisory Committee, and is a member of the UNESCO Oversight Advisory Committee. In the CGIAR, she is a member of the Governance Risk and Compliance Committee and the Audit Advisory Committee. She is also a committee member of the Italian Association of International Accountants.

Dr. Lynam, an agricultural economist, is currently an independent consultant, whose work has largely focused on smallholder-led agricultural development in the tropics. His research interests include agricultural innovation and productivity, and the role of the private sector in agriculture. He serves on several boards, including the Advisory Committee for the Collaborative Crop Research Programme, McKnight Foundation and the Advisory Panel of Harvest Choice.

Prof. Tony Simons is the Director General of the World Agroforestry Centre. He is a Board member of Plant Resources of Tropical Africa (PROTA) and the African Centre for Technology Studies (ACTS), and a member of the Panel of Experts of Forest Genetic Resources. He is also an Honorary Professor of Tropical Forestry at Forest & Landscape Denmark (FLD), Faculty of Life Science, University of Copenhagen. Prof. Simons has a PhD in Botany from Cambridge University, United Kingdom.

BOARD OF TRUSTEES

11ANNUAL REPORT


Ms. Sicily KariukiEx-officiomember

Prof. Sinsin Augustin Brice Member

Dr. Héctor CisnerosEx-officiomember

Board of Trustees (contd.)

Ms. Sicily K. Kariuki (MBS) is the Principal Secretary, State Department of Agriculture, Ministry of Agriculture, Livestock and Fisheries. Before joining the Ministry, Ms. Kariuki was the Managing Director/ChiefExecutiveOfficerof the Tea Board of Kenya. She has also worked in the private sector within Kenya’s vibrant horticulture andfloricultureindustryastheChiefExecutiveOfficerofFreshProduce Exporters Association of Kenya (FPEAK). Ms. Kariuki studied marketing at the University of Nairobi and has an MBA and post-graduatequalificationsinInternational Food Laws and Leadership.

Prof Sinsin obtained his PhD at the Free University of Brussels, Belgium.Hisfieldsofcompetenciesinclude agroforestry, conservation of endangered species, and plant ecology and phytosociology. He has served as a member of the Governing Board of the West African Science Service Centre on Climate and Adapted Land Use and is currently the Director of Laboratory of Applied Ecology, Faculty of Agronomic Sciences at the University of Abomey-Calavi. In 2014, he was awarded the World Leader Business Person during the World Conference on Business. He has authored and co-authored over 300 publications.

Dr. Héctor Cisneros holds a PhD in Forestry from the University of British Columbia and an MSc in Forestry from University of Toronto. He has worked in both North America and Peru, and his main areas of expertise include rural development, forestry and environmental issues. He is currently the Executive Coordinator of the National Forest Conservation Programme to Mitigate Climate Change in the Ministry of Environment in Peru. He has authored and co-authored over 20 technical papers.



Dr. Rita SharmaMember

Dr. LaiLai Li Member

Ms. M Claire O Connor Member

Dr. Li is the Country Director for the World Resources Institute (WRI) China. Prior to Dr. Li joining WRI, she served as the Deputy Director of the Stockholm Environment Institute and Deputy Director of China Urban Sustainable Transport Research Centre based in Beijing. Dr. Li is a globally recognized leader in sustainability and environmental issues with over 20 years of experience. Her recent research includes economics of climate change in China; China’s ecosystem services and management strategy; and the Sustainable Mekong Research Network, among others.


Marie Claire O Connor holds a BSc in Biochemistry from University College Dublin and MSc in Organizational Behaviour from Trinity College/Irish Management Institute. She is an FCA, qualifying with Coopers and Lybrand – now PwC. She worked in treasury (Esso), corporate banking – (Bank of America, investment banking (Westlb) and fund management (Irish Life). Claire was the CEO of the American Chamber of Commerce in Ireland from 1998 to 2001. She held Board appointments in the Irish Energy Centre and the Industrial Credit Corporation Plc. She was Director of the National Disability Authority from 2001 to 2005 – a body which developed standards and codes of practice for inclusion of people with disabilities in Ireland. She served for six years on the Irish Department of Agriculture’s Independent Advisory Audit Committee.

Dr. Sharma is an agricultural economist. She is currently the Secretary in the Ministry of Rural Development, Government of India, responsible for the implementation of programmes and projects for poverty alleviation, infrastructure creation, employment and risk management in rural areas. Her areas of specializationincludefinancialmanagement, development policy and planning, agriculture, rural development, natural resources management, livelihood and food security issues, and skill development of rural youth. She is also a commissioner to the Commission of Sustainable Agriculture and Climate Change set up by CCAFS.

13ANNUAL REPORT


Prof. Olavi LuukkanenMember

Mr. John HudsonEx-officiomember


Prof. Emeritus Olavi Luukkanen holds a DSc (Agriculture & Forestry) degree in silviculture and separate MSc degrees in Forestry and Genetics from the University of Helsinki, as well as an MSc in Forestry/Tree Physiology from the University of Wisconsin, USA. From 1984 to 2012 he worked as professor of tropical silviculture at the University of Helsinki, where he also established the Viikki Tropical Resources Institute (VITRI) and was its director until 2010. He acted as a senior advisor on forestry and agroforestry for the International Foundation for Science (IFS) from 1989 to 2000, and he has also served as the president of the Finnish Society for Forest Science and as the chairman of the European Tropical Forest Research Network (ETFRN). He was awarded the Neilein First Class Decoration of Sudan in 2005 and an honorary doctorate in tropical forestry at Kasetsart University, Bangkok, Thailand, in 2012.

John Hudson is a forester with several years of experience in international development from around the world. He was Senior Forestry Advisor at the UK’s Department for International Development until 2010. He is Chair of the Board of Directors of the Rights and Resources Initiative, Vice Chair of CIFOR’s Board of Trustees, Trustee of the Commonwealth Forestry Association, a member of the Programme Committee of WWF-UK and advisor to the Climate and Land Use Alliance.



SENIOR LEADERSHIP TEAMProf. Tony SimonsDirector General

Prof. Tony Simons holds a PhD in Botany from Cambridge University, United Kingdom. He has worked with the World Agroforestry Centre since 1995 in different roles. He was appointed Director General in 2011. Prof. Simons is a Board member of Plant Resources of Tropical Africa (PROTA) and the African Centre for Technology Studies (ACTS), and a member of the Panel of Experts of Forest Genetic Resources.

Mr. Laksiri AbeysekeraDeputy Director General – Finance and Corporate Services

Mr. Abeysekera joined the World Agroforestry Centre in August 1998. He is a fellow member of the Chartered Institute of Management Accountants (CIMA). He is responsible for treasury and accounting, budgeting functions and systems, and for the formulationandimplementationoffinancialstrategiesandpolicies.HeassiststheDirectorGeneralinmacro-financialplanning,financialanalysis,investments,andbudgetarycontrol,andprovidesfinancialadvice to the Senior Leadership Team, the Director General and the Board of Trustees.

Dr. Ravi PrabhuDeputy Director General – Research and Regions Dr. Ravi Prabhu joined the World Agroforestry Centre in January 2012. He earned his professional degree and doctorate in Forestry from the University of Goettingen, Germany. He has engaged in multi-disciplinary research and action in forested landscapes for almost20years.HewaspreviouslyaSeniorProgrammeOfficer,Forests and Climate Change with UNEP in Nairobi. Dr. Prabhu has served on numerous international initiatives and committees, including the Millennium Ecosystem Assessment where he served on the review and editorial team, and the UN Millennium Projects Taskforce 6 on Environmental Sustainability. He received the Queen’s Award for Forestry at Buckingham Palace in 2005.

15ANNUAL REPORT


Dr. Margaret M. KromaAssistant Director General –Partnerships, Capacity Development, Impact and Extension

Dr. Margaret Kroma, PhD joined the World Agroforestry Centre in 2013. She has a PhD in Rural Sociology from Iowa State University, and an MSc in Agricultural Extension from Virginia Polytechnic and State University (US). Her main areas of expertise include rural sociology and extension science with specializations in the sociology of agriculture, gender and rural extension. She has extensive experience in the management of NRM education and outreach partnerships, and is currently responsible for the overall vision, strategy and management of partnerships at the Centre. Dr. Kroma is a member of the RUFORUM (Regional Universities Forum for Capacity Building in Agriculture) Technical Committee and the CTA Expert Committee on Women in Science and Technology Capacity Building.

Ms. Christine Larson-Luhila,Director of Human Resources

Ms. Christine Larson-Luhila joined World Agroforestry Centre in May 2014. Her role is to develop and manage a global strategy for human resource acquisition and development, and develop, review and implement policies that balance staff aspirations and the strategic needs of the organization. She is aCertifiedPublicAccountantlicensedbytheCaliforniaBoardof Accountancy and a member of the American Institute ofCertifiedPublicAccountants.Shehasover17yearsofexperienceworkinginthenon-profitsector.

Senior Leadership Team (contd.)



CORPORATE GOVERNANCE REPORTThe World Agroforestry Centre (ICRAF) subscribes to the ideals of excellence, transparency and social responsibility. These are the primary characteristics of good governance in line with the Centre’s vision and mission to reduce rural poverty, increase food security, improve health and nutrition and ensure more sustainable management of natural resources through research and innovation.

As a global organization, ICRAF has a system of corporate governance that is tailored to ensure commitment and high professional standards from the Board of Trustees and the Senior Leadership Team, to whom the running of theCentrehasbeenentrustedforefficient,effectiveandsuccessful achievement of its primary objectives.

The Board of Trustees and Senior Leadership Team are therefore committed to ensuring that these principles continue to be an integral part of the way in which the Centre’s activities are conducted.

Board organization and structureThe World Agroforestry Centre’s Charter provides for the Board of Trustees (BoT/ the “Board”) as the governing body. The BoT’s fundamental responsibility is to ensure that the Centre has the required resources to achieve its mission and vision with the highest level of honesty, integrity and ethical standards. The current BoT constitutes a diverse pool of skills in the areas of agroforestry science, environmental management, business management and economics, amongst other areas.

The BoT comprises 11 elected members who include a representative from the Government of Kenya, a Board member of the Center for International Forestry Research (CIFOR) and the World Agroforestry Centre’s Director General.

The role of the BoardThe Board’s primary mandate is to lay down policies and monitor management action. In order to do this effectively, the Board has delegated the day-to-day management of the Centre to the Director General who is assisted by the Senior Leadership Team.

The Board is responsible for approving the Centre’s Strategy and the Annual Programme of Work and Budget. The Board also monitors the Centre’s progress towards achievingitsobjectives;ensuresfinancialintegrityandaccountability; provides oversight of investments and disposal of major assets; approves personnel policies; and monitors the legal implications of the Centre’s activities, and the performance of the Board as a whole and that of its individual members.

It is also up to the sitting Board to identify and elect new Board members and orient them on the operations of the World Agroforestry Centre, among other critical functions.

Composition of the Board of Trustees

Executive Members Non Executive Members

27%

73%

17ANNUAL REPORT


Activities of the BoardThe Board meets twice a year, in April and November. It is the responsibility of the Board Secretary to organize the meetings, ensure proper documentation of the Board business and support the Board Chair and other members. The Board also works closely with specially formulated Boardcommitteeswhichensureefficientandeffectiveimplementation of Board business.

CORPORATE GOVERNANCE REPORT (Continued)

Each committee has formal written terms of reference that are approved and periodically reviewed by the Board. All committee members are Trustees, and the Centre’s DirectorGeneralisanex-officiomemberofsomeofthe committees. Director-level staff serve as the resource persons for the committee to which their responsibility most closely relates.

The functions and composition of the Board Committees

Board of Trustees Summary of key terms of referenceChairDr. John Lynam

MembersMs. Hilary WildDr. Rita Sharma Prof. Olavi Luukkanen Dr. LaiLai Li Mr. John Hudson Prof. Sinsin Augustin Brice Dr. Héctor CisnerosProf. Tony Simons Ms. Sicily Kariuki Ms. Marie Claire O’Connor

• Actively participate in the development of the Centre’s strategy and medium-term plans.

• Review and approve the annual programme of work and budget.• Monitor the World Agroforestry Centre’s progress towards the achievement of its

objectives through systematic internal reviews and interact directly with external programme and management review panels.

• Ensure that the World Agroforestry Centre’s financial integrity and accountability is upheld, appoint external auditors, and approve the audited annual financial statements.

• Exercise oversight of investments, acquisition of facilities and equipment and disposal of major assets.

• Identify and elect new Board members and orient them on the operations of the World Agroforestry Centre.

• Select and appoint (or dismiss) the Director General and set his or her terms of employment.

• Endorse the appointment of director-level staff upon the recommendations of the Director General.

• Approve personnel policies, salary scales and benefits of the World Agroforestry Centre employees.

• Monitor and evaluate the performance of its members to ensure that the Board is accountable for prudence and diligence in the performance of its functions.

Executive Committee Summary of key terms of referenceChairDr. John Lynam

MembersProf. Olavi Luukkanen Ms. Marie Claire O’Connor Ms. Hilary WildDr. Rita Sharma Prof. Tony Simons

• Act for the Board on all matters which the Board delegates to it.• Set up general management policies for the Centre. • Carry out an overview of the management and financial practices of the Centre;

and submit its report and recommendations to the Board of Trustees for endorsement.

• This committee meets twice a year.



Finance and Audit Committee Summary of key terms of reference

ChairMs. Hilary Wild

MembersDr. Rita Sharma Prof. Olavi Luukkanen Dr. Héctor CisnerosMs. Marie Claire O’Connor Mr. John Hudson

• Assist the Centre’s Board of Trustees in fulfilling its financial oversight responsibilities.

• Oversee the financial reporting process, the system of risk management and internal control, and the audit process.

• Monitor the compliance to laws and regulations and the code of conduct. • Reach out to philanthropic foundations that have not previously been donors to

CGIAR centres.• Seek grants from the private sector, including private individuals.• Oversee the management of an endowment with annual returns to the unrestricted

core within policy dictated margins.• This committee meets at least once a year.

Programmes Committee Summary of key terms of referenceChairmanProf. Olavi Luukkanen

MembersMs. Hilary WildDr. Rita Sharma Dr. John Lynam Dr. LaiLai Li Mr. John Hudson Prof. Sinsin Augustin Brice Dr. Héctor CisnerosProf. Tony Simons Ms. Sicily Kariuki Ms. Marie Claire O’Connor

• Its mandate is to review the current and future programme of work for the Centre, in consultation with the Director General, director-level staff and other staff members nominated by the Director General, and to report its findings to the Board.

• This committee meets at least once a year.

Operations Committee Summary of key terms of referenceChairmanMs. Marie Claire O’Connor

MembersProf. Olavi Luukkanen Ms. Hilary WildDr. LaiLai Li Ms. Sicily KariukiProf. Sinsin Augustin Brice

• It assists the Board of Trustees to review the efficiency and effectiveness of the Centre’s operational functions.

• This includes matters related to human resources, transport, and information and communications technology.

• Oversees building expansion, safety and security. • This committee meets at least once a year.

Nominations Committee Summary of key terms of referenceChairmanDr. Rita Sharma

MembersDr. John Lynam Prof. Tony SimonsMr. John Hudson Dr. Héctor Cisneros

• The major responsibility of this committee is to monitor tenure of membership of serving Trustees and to develop and maintain a roster of potential Board members.


19ANNUAL REPORT



Board and Committee meetingsThe following table indicates committee membership of the Board members and meeting attendance for the year 2014. WhereTrusteesarenotabletoattendparticularmeetings,commentsandissuesarisingfromspecifictopicsofdiscussionareusually relayed in advance to the Chairman of the Committee, with relevant papers or information for consideration.

Board including Executive committee

Nominations Finance and Audit Operations Programme

Number of meetings held 2 2 2 2 2

AttendanceChair

Dr. John Lynam 2 2 2

Executive Committee Members Hilary Wild 2 2 2 2Olavi Luukkanen 2 2 2Sinsin A. Brice 1 1 1LaiLai Li 2 2Rita Sharma 2 2 2 2Marie Claire O’Connor 2 2 2 2Héctor Cisneros 2 2 2 2

Non-Executive Members

Sicily Kariuki 1 1 1John Hudson 2 2 2 2Tony Simons 2

2 2

21ANNUAL REPORT


Corporate social responsibilityThe World Agroforestry Centre (ICRAF/ the “Centre”) regards Corporate Social Responsibility as a fundamental aspect of its activities. The Centre aims at providing a safe and healthy workplace as well as making a positive contribution to the environment and the communities within which it operates.

ICRAF has continuously supported various initiatives in the areas of education, environment, sports as well as other emerging needs.

REACHING OUT TO THE COMMUNITY

ICRAF takes anti-jigger campaign to

Emwatsi village

On 30 August 2014, an ICRAF team comprising staff from Uganda and Kenya visited Emwatsi village in Vihiga County, Kenya to treat, educate and empower the community on issues surrounding the existence and spread of jiggers, and how they can effectively deal with the problem. The activities included educating the community on the importance of personal and environmental hygiene and treating infected children.

Children receive treatment

Clement Okia plants a tree

The ICRAF team present donations to the community leaders

During the event, Dr. Clement Okia, ICRAF’s Country Representative in Uganda praised the anti-jigger campaign and pointed out that the organization was supporting this cause because its mandate could only be fully realized if the immediate needs of the farmer were prioritized.

Also at the event was Hon. Halima Abdi, the Minister of Agriculture of Vihiga County, who linked the rising levels of food insecurity to the jigger menace. “Jigger infestation is pushing many into disability due to amputations, hence denying most of them the ability to engage in farming activities. This has left many farms unattended, which only serves to further aggravate food insecurity,” she noted.

The climax of the event was a tree planting session which was preceded by a donation of over 1,000 pieces of medical gloves, 130 litres of Lysol solution, Dettol hand wash liquid, 20 litres of actelic solution and a variety of tree seedlings. The event was also attended by Members of the Vihiga County Assembly, Kenya Medical Research Institute (KEMRI) and Bio Gardening.



ICRAF’s Evergreen Agriculture team visits children’s home

The Evergreen Agriculture team pose for a photo with the staff and children

The Evergreen team visited Martyrs of Uganda Children’s Home in Machakos County, Kenya on 24 May 2014. The home,whichfirstopeneditsdoorsin2005,isaprojectof the Catholic Diocese of Machakos and has 80 children. Activities on that day included motivational speeches, song and dance sessions, a drama presentation and tree planting, where a total of 50 seedlings of different varieties were planted to commemorate the occasion.

The children at the home are either total orphans without guardians, orphans who are cared for by elderly grandparents, children whose parents are mentally-challenged or children from hardship areas. “ICRAF prides itself on transforming the lives of young ones by nurturing them academically, spiritually and socially,” said Sister Sabrina Parolini who is in charge of the home.

The ICRAF team donated maize, cowpeas, dolichos, cookingoil,wheatflourandclothes.

Visit to Fruitful Children’s Home in Kibera

On 20 December 2014 staff from Nairobi visited Fruitful Children’s Home in Kibera, where they distributed clothes and foodstuffs. They also assisted in preparing lunch and later shared a meal and snacks with the children. In the afternoon, the team planted tree seedlings in the compound and decorated the home in preparation for the Christmas festivities.

Fruitful Children’s Home, which currently has 16 girls and 9 boys, was started in February 2008 by Rona Miraho. It also assists an additional 55 children who come to the home every day to receive basic education and food.

Staff interact with children from the orphanage

23ANNUAL REPORT


ICRAF in Indonesia visits Raksa Putera

ICRAF donated books, clothes, foods, school stationery and praying mats to Raksa Putera in Indonesia, following the Holy Month of Ramadhan. The institution is an orphanage which is home to 35 orphan boys and needy children aged between 6 and 18 years. ICRAF also donated furniture for the newly-established library and study room.

A member of staff presents the donations to the children

ICRAF staff interact with children from the orphanage

Children from Ludian display the giftsthey received

Visit to Oransanye Children’s Home

ICRAF donated educational materials to Oransanye Children’s Home located in Benin City, Edo State, Nigeria on 7 March 2014.

The donation comprised 1,400 note books, several packets of pencils and biros, and a 50kg bag of rice. The matriarch of the home Madam Oransanye, thanked the team for the generous donations. The home currently accommodates about 20 orphans.

Reaching out to earthquake victims

On 3 Aug 2014, an earthquake with a magnitude of 6.1 struck Ludian County in China’s south western Yunnan province killing at least 400 people and injuring about 2,300. Over 12,000 houses collapsed and 30,000 were badly damaged. Staff from ICRAF in East and Central Asia came together to donate clothes for the children in Ludian. The Centre, in partnership with Kunming Institute of Botany, also donated 58,826 Yuan (approximately USD 9,800).



The ALS Ice Bucket Challenge

Staff participated in the ALS Ice Bucket Challenge to help raise awareness and money for Amyotrophic Lateral Sclerosis.They gathered on the campus lawn on a cool Tuesday afternoon, with a 200-litre icebox, for the challenge. The format was simple – somebody has ice-cold water, dumped over their head then they nominate someone else to undertake the same challenge. The exercise was kicked off by Dr Peter Minang, SD Leader for Environmental Services. He was followed by Dr Tony Simons, the Director General. Several other members of staff participated in the challenge.

The aim of the Ice Bucket Challenge was to raise funds to helpinfindingacureforALS,alsoknownasLouGehrig’sdisease. It is a rare condition where parts of the nervous system become damaged, causing progressive weakness, usually with muscle wasting. Life expectancy for about halfofthosewithALSistwotofiveyears.Theeventwasdedicated to Florence Bernard, a Programme Associate with ASB, and her husband Cedric.

ICRAF raised KSh136,000 (US$1,500) which was donated to ARSLA, the French ALS association for research and support to families. The ALS Ice Bucket Challenge has been celebrated as one of the most successful charity drives in history. Within a month, the campaign had generated over US$ 100 million in donations.

Director General, Tony Simons, takes the ice bucket challenge

25ANNUAL REPORT


INTERNATIONAL DAY CELEBRATIONS

International Women’s Day 2014

The community from Ebassi in central Cameroon acknowledged the numerous contributions of ICRAF in helping them achieve the Millennium Development Goals through agroforestry. They came out en masse on 8 March 2014 to welcome staff who had travelled to join them in commemorating the International Women’s Day. The theme of the event was “Challenges and achievements in the implementation of the Millennium Development Goals for women and girls”.

Veronique Ekounda Alima, one of the women group leaders noted that ICRAF had helped the women improve their livelihoods and generate more income from the sale of njansang, roasted kernels

of the tree species Ricinodendrom heudelotti,whichisusedtolivenuptheflavouroffoodandtothickensoup.Sheandhercolleagues highlighted the fact that they are now supporting their spouses in providing for the family, and are involved in buying books and paying school fees for their children. “Extreme poverty is now a thing of the past and our children now eat a healthy diet, thanks to our involvement in agroforestry,” Veronique concluded.

Over a decade ago, ICRAF introduced agroforestry in the area, and trained the community. Many of the women planted high-value indigenous fruit trees like safou, bitter cola and njansang. Some of these trees are already fruiting, adding diversity to their food and income sources.

The visit ended with the planting of high-value indigenous fruit trees. ICRAF also donated maize seed and farming tools.

ICRAF staff present their donations to the community

International Day of Forests 2014On 21 March, ICRAF staff joined other CGIAR Centres, UN agencies, NGOs and private individuals worldwide in the celebrationoftheUNInternationalDayofForests2014.StaffandpartnersinNairobiandvariousregionalofficesorganizedtree-planting events. In Nairobi, the staff planted trees around the new research block. In Uganda, Ethiopia and Cameroon, trees were planted by staff and partners.

Dr Hadgu Kiros and Sime Nekdes from Ethiopia plant a tree seedling

Staff from ICRAF Headquarters plant trees to mark Forests’ Day



The International Day of Forests is held every year to raise awareness of the importance of forests to people. Over 1.6 billion people depend on forests for their livelihoods, medicine, fuel and food. The day provides a platform to communicate the important role trees and forests play in poverty eradication, environmental sustainability and food security.

Divine Tita from Cameroon adresses students and staff from a local school before the tree planting excercise

ICRAF staff plant trees in Anget Mewegia The volunteers planted over 5000 trees

CONSERVING THE ENVIRONMENT

ICRAF in Ethiopia organized tree planting events in Anget Mewegia village, Amhara Region on 21 July 2014 in partnership with Forest Research Centre on 26 July 2014 in Bedele village, Oromia Region. In both events, over 300 volunteers planted over 5,000 trees. Those involved included district governors, government institutions and

international organizations, and members of the community. Notable personalities included His Excellency Kebede Yiemam, the Minister of Environment and Forestry, Dr Abeje Eshete, Director of Forest Research and Dr Alemu, President of the Ethiopian Forestry Society.

27ANNUAL REPORT




Board Chair’s StatementAgroforestry research is a long-term venture, but research programs must also respond to a rapidly changing global context. The Board of Trustees of the World Agroforestry Centreprovidesprogrammatic,governanceandfinancialoversight to ensure that the Centre is managed effectively andefficiently,andremainsfocusedonlong-termdevelopment goals, and high quality and relevant science.

The global economic crisis appears to be easing in the United States but continuing in Europe. Figures from the Food and Agriculture Organization of the United Nations showed that global food commodity prices have been falling every month since April 2014, despite the weather extremes in both developed and developing countries. Nevertheless, the trend of decreasing funding for development continued.

Countering the trend of previous years, the Fifth Assessment Report of the Intergovernmental Panel on Climate Change shows that agriculture is a relatively cost-effectiveoptionforsignificantGHGemissionreductionsin the short term. Development agencies are increasingly recognizing agroforestry for its potential contribution to both climate change mitigation and adaptation. ICRAF is now at the heart of the movement to promote climate-smart agriculture, putting us in a very strong position to

pursueourscientificworkinconcertwithwidespreaddevelopment and policy innovation in an increasing number of countries.

At the same time, expanding trees on farms and increasing the productivity of existing agroforestry systems is closely aligned with the emerging Sustainable Development Goals that will guide development investments over the next several decades. This increasing recognition of the role that agroforestry can play in sustainable development in part is reflectedinthesuccessfulresourcemobilizationstrategyoverthepastcoupleyearsandthesignificantgrowthinICRAF’s budget.

Centre highlightsThe Centre continued to deepen its science domain and regional programs in line with the institutional strategy, assess its outcomes against the agreement on the post - 2015 Sustainable Development Goals, and align its programs with a number of CRPs to which it contributes. These are framed by the new operational goal in the 2013 strategy, namely, greater cohesion, interdependence and alignment.

29ANNUAL REPORT


On the science side, ICRAF made great progress in promulgating the research in the development paradigm, which a number of the CRPs are now adopting. ICRAF is making important contributions to integrated systems research within the CRPs. One example of this is the recently held conference organized by Humid Tropics in collaboration with Drylands and Aquatic Agricultural Systems dubbed “Integrated Systems Research for SustainableIntensificationinSmallholderAgriculture”.Weare seeing a new and reinforced approach to diversity, domestication and delivery, with a major new investment in supporting the cutting-edge African Orphan Crops Consortium’s (AOCC) Genomics Laboratory at the Headquarters in Nairobi, which will be sequencing the genomes of over 100 of Africa’s neglected food and tree crop species.

The ground-breaking Landscapes Portal, which was developed by ICRAF and its partners, has enormous promise, with more people signing up for the on-line service everyday. Soft-launched in January 2014, the system allows anyone, anywhere, to share, search, visualize and download spatial data from landscapes around the world. By gathering data from users worldwide, the portal is expectedtoimprovetheavailabilityoflocation-specificdata on natural resources and related phenomena, at a much higher resolution.

The highly successful World Congress on Agroforestry which ICRAF organized in Delhi, India in February 2014 was an indication of the increasing depth of research on agroforestry, its increasing contribution to global development agendas, and its integration into national policies, as evidenced by the announcement of India’s new national policy on agroforestry. With attendance exceeding 950, over 100 session speakers, 500 poster presentations and a social media audience of 2.64 million people, the eventraisedtheinternationalprofileofagroforestry,produced substantial advances in collaboration with the business sector, stimulated the exchange of knowledge amongst the foremost agroforestry research and development experts in the world, drew a roadmap for futureinnovationandresearchandtookthefirststepsindeveloping an international association on agroforestry.

The successful organization of the Congress and the approval of India’s National Agroforestry Policy have taken agroforestry to a new level on India’s national agenda. The Ministry of Agriculture, with the approval of the Cabinet, has nominated an ICRAF scientist as a Permanent Member of the National Inter-ministerial Committee for the coordination and implementation of the agroforestry policy. In addition, ICRAF has been designated as one of the direct implementation partners of the policy.

ICRAFmadeasignificantcontributiontothefirsteverState of the World’s Forest Genetic Resources published in June 2014. The production of this report, including information from 86 countries accounting for over 85 percent of global forest cover, with considerations for trees outside forests, represents a milestone in assembling

knowledge required to better manage tree genetic resources across the globe. 2014 also saw the publication of a number of special issues of journals such as Current Opinion in Environmental Sustainability, Climate Policy and MITI on topics chosen by ICRAF scientists and based on their contributions as well as the publication of special advisory reports, such as one on integrated food-energy production systems for GIZ.

The Economist magazine organized the second World Forest Summit on 20 March in Stockholm, Sweden, with the theme, “Unlocking the True Potential of Forests”. Tony Simons, the Director General, framed his interventions at this high-level meeting around two unresolved topics related to the role of trees on farms: humanity’s forest needs, and global food prices. Most notably, he asked the highly provocative question, “So how much forest does the world need?” Then he noted that after working 30 years in tropical forestry he was yet to hear a really convincing answer.

There is a disconnect between commodities and landscapes in the sense that landscapes provide no direct benefitstobusinesswhileprovidingmanyofthelong-term services that will sustain their productivity. ICRAF staffhostedapopularsideeventinthefirstweekofthemeetingoftheSubsidiaryBodyforScientificandTechnological Advice of the United Nations Framework Convention on Climate Change in Bonn on 6 June that focused on ways in which private companies worked at the landscape level. Entitled ‘Connecting commodities to landscapesthroughpublic-private-civicpartnership,’thefinalmessage was that if big businesses want to secure a long-term future for their products, they need to cooperate with alllanduseactorssothatallgroupsbenefit,andensurethat the landscape itself is protected.

ICRAF hosted Tree Diversity Day 2014 with several partners. The full-day event with the theme “Tree diversity for landscape restoration” took place on Friday, 10 October 2014, at the Rio Conventions Pavilion alongside the 12th meeting of the Conference of the Parties to the Convention on Biological Diversity (CBD COP12) in Pyeongchang, Republic of Korea.

The Centre had a major presence at the 20th Meeting of the Conference of the Parties (COP) to the UN Climate Change Conference in Lima, Peru in December 2014. ICRAF staff participated in a series of side events and organized a Discussion Forum on “Using Climate-smart Technologies to Scale-up Climate-smart Agricultural Practices” at the Global Landscapes Forum. The Director General spoke at a High-level Dialogue hosted by the UN Food and Agriculture Organization on the topic, “Resilience, Vulnerability and Climate-smart Agriculture”. During the event ICRAF also launched a publication titled, “Climate-smart Landscapes: Multifunctionality in Practice”. Received with much acclaim at the Global Landscapes Forum, this isthefirstbookthatprovidesdetailedinsightsandpreciseguidance to the practitioners of this sort of land use.



including those related to water, land and ecosystems; climate change; health and nutrition; and institutions and markets. Phase II of the CRPs will now not begin until 2017 and ICRAF will continue to consolidate its work within the CRPs with a particular focus on achieving the Intermediate Development Outcomes which are the performance criteria against which programs will be assessed.

During 2014, the CGIAR Fund did not manage to reach its predicted US$1 billion funding mark. This adversely affected the funding available for distribution to the CGIAR Research Programs. Moreover, looking forward to 2015 and2016thereisexpectedtobeasignificantdropinwindows 1 and 2 funding to the CRP’s. This both affects our program alignment and support to core funding areas, particularly staff. Further uncertainty seems likely in that a smaller number of CRPs will emerge, but just how many and in what format is unclear. This is clearly a risk for the Centre and for our dedicated scientists. The largest risk of all is that talented, younger scientists will not be attracted to the work of the CGIAR. Nevertheless, for ICRAF the CRP Phase II process is also an opportunity because we believe good performance will continue to be rewarded. While the CGIAR’s Strategic Research Framework remains a work in progress, the Centre’s own strategy provides a bedrock of stability and it is on the basis of this strategy and the agreements related to the extension phase of all CRPs that we face the uncertainties of 2015.

The Board is privileged to serve an institution whose mission and objectives are centred on improving people’s lives through sound science. The Centre has made steady progressinitsprogrammaticdelivery,financialperformanceand risk management, bringing the highest level of professionalism, transparency and accountability to all of its operations. Despite the funding uncertainties, the Board looks forward to an exciting year ahead in 2015.

AppreciationThe Board’s role and responsibility would be far more challenging were it not for the dedication, motivation, and hard work of ICRAF staff, with every staff member sharing in the accomplishments of the Centre. The Board would like to take this opportunity to thank the staff for their accomplishments in 2014, with the expectation that they will surpass this standard in 2015.

John Lynam

Chair

Board of Trustees

World Agroforestry Centre

10 April 2015

ICRAF staff also organized a side event of the 24th Meeting of the International Union of Forest Research Organizations (IUFRO) in Salt Lake City on 11 October to mark the 20th anniversary of the Alternatives to Slash and Burn Partnership (ASB), where the discussion centred on the evolution of ways to understand what drives deforestation and forest degradation, and propose viable alternatives.

ICRAF continues to lead the world in research on agroforestryandrelatedfields.ThisyearICRAFscientistspublished a record 189 articles in international peer-reviewed journals. They continue to be sought after for international panels and writing teams. A further illustration of the interest in ICRAF’s work can be seen in the over 3 million downloads that were made from the ICRAF website, where visits increased by 25% when compared to 2013.

Financial performanceFromafinancialpointofview,theCentreremainsinexcellent health. The expenditure for 2014 increased by 9% to US$62 million, up from US$57 million in 2013. For thesecondsuccessiveyear,adeficitofUS$650,000wasanticipated in 2014, through increased bilateral funding, other income, full overhead recovery and the cooperation of the staff with the efforts from the Financial Services Unit, this was reversed to a US$976,000 surplus. Full overhead recoverywasachieved.TheCentre’sfinancialpositionremains stable, with total assets of US$79.97 million (2013 – US$66.14 million) and net assets of US$28.09 million (2013 – US$27.11 million).

Our reserves, when expressed in terms of operating days, are among the highest in the CGIAR Consortium of Centres. The Centre did not operate an overdraft with any of its bankers during the year. The short-term solvency (liquidity) as at 31 December 2014 was 164 days (2013 - 182 days) against a benchmark of 90-120 days. The long-termfinancialstability(adequacyofreserves)asat31December 2014 was 119 days (2013 - 138 days) against the recommended minimum benchmark of 90 days.

ICRAF as a Consortium CentreICRAF participates in seven CGIAR Research Programmes (CRP’s) and continues to align its research with the programs in which it participates. The organization collaborates closely with the Centre for International Forestry Research (CIFOR) and other partners within the framework of the Forests, Trees and Agroforestry (FTA) research program. Although the bulk of our research takes place under this initiative, ICRAF has aligned its work on agroforestry in production systems with FTA, Humid Tropics and Drylands, thus exploiting the potential of agroforestry across three system research programs. We are also making important contributions to several others,

31ANNUAL REPORT


Board Statement on Risk ManagementThe Board of Trustees have reviewed the risk register and the proposed mitigating actions. The Board endorses the current risk ratings, having considered the requirement for any amendments.

The Board of Trustees has the responsibility of ensuring that an appropriate risk management process is in place to identifyandmanagecurrentandemergingsignificantrisksto the achievement of the Centre’s business objectives, and to ensure alignment with CGIAR principles and guidelines as adopted by all CGIAR Centres. These risks include operational,financialandreputationrisksthatareinherentin the nature, modus operandi and locations of the Centre’s activities. They are dynamic owing to the environment in which the Centre operates. There is potential for loss resulting from inadequate or failed internal processes or systems, human factors or external events. Risks include:

1. Misallocationofscientificeffortsawayfromagreedpriorities;

2. Lossofreputationforscientificexcellenceandintegrity;

3. Business disruption and information system failure;

4. Liquidity problems;

5. Transaction processing failures;

6. Loss of assets, including information assets;

7. Failure to recruit, retain and effectively utilize qualifiedandexperiencedstaff;

8. Failure in staff health and safety systems;

9. Failure by the Consortium to execute legal and fiduciaryresponsibilities;

10. Withdrawal or reduction of funding by donors due tothefinancialcrisis;

11. Subsidization of the cost of projects funded from restricted grants and/or partial non-delivery of promised outputs, due to inadequate costing of restricted projects;

12. Failure by the lead Centre to comply with the terms of the agreement and/or not delivering on the agreed outputs could affect ICRAF as a participating centre; and

13. Non-prioritization of agroforestry in the CRPs due to lack of funding.

The Board has adopted a risk management policy that includes a framework by which the Centre’s management identifies,evaluatesandprioritizesrisksandopportunitiesacross the Centre; develops risk mitigation strategies which balancebenefitswithcosts;monitorstheimplementation

of these strategies; and periodically reports to the Board on results. This process draws upon risk assessments and analysis prepared by staff of the Centre’s business unit, internal auditors, Centre-commissioned external reviewers and the external auditors. The risk assessments also incorporate the results of collaborative risk assessments withotherCGIARCentres,officesystemcomponents,andother entities in relation to shared risks arising from jointly managed activities. The risk management framework seeks to draw upon best practices, as promoted in codes and standards promulgated in a number of CGIAR member countries. It is subject to ongoing review as part of the Centre’s continuous improvement efforts.

Risk mitigation strategies include the implementation of systems of internal controls, which, by their nature, are designed to manage rather than eliminate risk. The Centre endeavours to manage risk by ensuring that the appropriate infrastructure, controls, systems and people are in place throughout the Centre. Key practices employed in managing risks and opportunities include business environmental scans, clear policies and accountabilities,transactionapprovalframeworks,financialand management reporting, and the monitoring of metrics designed to highlight positive or negative performance of individuals and business processes across a broad range of key performance areas. The design and effectiveness of the risk management system and internal controls is subject to ongoing review by the Centre’s internal audit service, which is independent of the business units, and which reports on the results of its audits directly to the Director General and to the Board through its Finance and Audit Committee.

The Board also remains very alive to the impact of external events over which the Centre has no control over ,other than to monitor and, as the occasion arises, to provide mitigation.

John Lynam

Chair

Board of Trustees

World Agroforestry Centre

10 April 2015



Statement of the management’s responsibilities

The CGIAR Accounting Policies and Procedures Manual – Financial Guidelines Series No. 2 (Revised February 2006 and supplemented by 2014 Advisory Note) requires managementtopreparefinancialstatementsforeachfinancialyearthatgiveatrueandfairviewofthestateofaffairsoftheCentreasattheendofthefinancialyearandof its operating results for the year.

It also requires management to ensure that the Centre keeps proper accounting records that disclose, with reasonableaccuracy,thefinancialpositionoftheCentre.Management is also responsible for safeguarding the assets of the Centre.

Management accepts responsibility for the preparation and fairpresentationoffinancialstatementswhicharefreefrommaterial misstatements whether due to fraud or error. They also accept responsibility for :

i. Designing, implementing and maintaining internal control necessary to enable the preparation of financialstatementsthatarefreefrommaterialmisstatements, whether due to fraud or error;

ii. Selecting and applying appropriate accounting policies; and

iii. Making accounting estimates and judgements that are reasonable in the circumstances.

Managementisoftheopinionthatthefinancialstatementsgiveatrueandfairviewofthestateofthefinancialposition of the Centre and of its operating activities for the year, in accordance with the CGIAR Accounting Policies and Procedures Manual – Financial Guidelines Series No. 2 (Revised February 2006 and supplemented by 2014 Advisory Note).

Nothing has come to the attention of management to indicate that the Centre will not remain a going concern for at least twelve months from the date of this statement.

Tony SimonsDirector General10 April 2015

Laksiri AbeysekeraDeputy Director General - Finance and Corporate Services10 April 2015

REPORT OF THE INDEPENDENT AUDITOR TO THE BOARD OF TRUSTEES OF THE WORLD AGROFORESTRY CENTRE (ICRAF)Report on the financial statements

WehaveauditedtheaccompanyingfinancialstatementsoftheWorldAgroforestryCentre(ICRAF/the“Centre”)setoutonpages34to57.Thesefinancialstatementscomprisethestatementoffinancialpositionat31December2014andthestatementsofactivities,changesinnetassetsandcashflowsfortheyearthenended,andasummaryofsignificantaccountingpoliciesandother explanatory information.

Management’s responsibility for the financial statements

ManagementisresponsibleforthepreparationandfairpresentationofthesefinancialstatementsinaccordancewiththeConsultative Group on International Agricultural Research (CGIAR) Accounting Policies and Procedures Manual – Financial Guidelines Series No. 2 (Revised February 2006 and supplemented by 2014 Advisory Note) and for such internal control, as managementdeterminenecessarytoenablethepreparationoffinancialstatementsthatarefreefrommaterialmisstatements,whether due to fraud or error.

Auditor’s responsibility

Ourresponsibilityistoexpressanindependentopiniononthefinancialstatementsbasedonouraudit.Weconductedourauditin accordance with International Standards on Auditing. Those standards require that we comply with ethical requirements and planandperformouraudittoobtainreasonableassurancethatthefinancialstatementsarefreefrommaterialmisstatement.

Anauditinvolvesperformingprocedurestoobtainauditevidenceabouttheamountsanddisclosuresinthefinancialstatements.The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of thefinancialstatements,whetherduetofraudorerror.Inmakingthoseriskassessments,theauditorconsidersinternalcontrolrelevanttotheentity’spreparationandfairpresentationofthefinancialstatementsinordertodesignauditproceduresthatareappropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimatesmadebymanagement,aswellasevaluatingtheoverallpresentationofthefinancialstatements.

Webelievethattheauditevidencewehaveobtainedissufficientandappropriatetoprovideabasisforouropinion.

Opinion

Inouropinion,theaccompanyingfinancialstatementsgiveatrueandafairviewofthefinancialpositionoftheCentreasat31December2014andofitsfinancialperformanceanditscashflowsfortheyearthenended,inaccordancewiththeConsultativeGroup on International Agricultural Research (CGIAR) Accounting Policies and Procedures Manual – Financial Guidelines Series No. 2 (Revised February 2006 and supplemented by 2014 Advisory Note).

Basis of accounting and restriction on use

Withoutmodifyingouropinion,wedrawattentiontoNote2tothefinancialstatementswhichdescribesthebasisofaccounting.ThefinancialstatementsarepreparedtoassisttheTrusteesoftheCentrereporttotheConsortiumBoardanddonorsontheCentre’sfinancialperformanceandstatus.Asaresult,thefinancialstatementsmaynotbesuitableforanotherpurpose.Ourreportis intended solely for the Centre, the Consortium Board, and its donors and should not be used by parties other than these.

The engagement leader responsible for the audit resulting in this independent auditor’s report is CPA Stephen Ochieng’ Norbert’s - P/No 1819.

CertifiedPublicAccountants 12 June 2015

Nairobi

PricewaterhouseCoopers CPA. PwC Tower, Waiyaki Way/Chiromo Road, Westlands

P O Box 43963 – 00100 Nairobi, Kenya

T: +254 (20)285 5000 F: +254 (20)285 5001 www.pwc.com/ke

Partners: A Eriksson K Muchiru M Mugasa F Muriu P Ngahu A Njeru R Njoroge B Okundi K Saiti R Shah

34


STATEMENT OF FINANCIAL POSITIONAS AT 31 DECEMBER 2014 (In US Dollars ‘000’)

Note 2014 2013 ASSETSCurrent assets

Cash and cash equivalents 5 26,144 23,252 Short term investments 6 3,929 1,386 Accounts receivables

Donors 7 15,779 11,929 Employees 8 362 282 Other CGIAR Centres 9 1,598 429 Other 10 11,334 3,128

Inventories - net 11 58 80 Prepaid expenses 12 860 1,087

Total current assets 60,064 41,573Non-current assets

Property and equipment 13 8,470 6,386 Long term investments 14 11,433 18,181

Total non-current assets 19,903 24,567

TOTAL ASSETS 79,967 66,140 LIABILITIES AND NET ASSETS

Current liabilitiesAccounts payable

Donors 15 32,672 20,320 Employees 16 660 787 Other CGIAR Centres 17 916 858 Other 18 2,554 2,062

Accruals 19 7,636 8,310

Total current liabilities 44,438 32,337 Non-current liabilities

Accounts payableEmployees 20 7,442 6,692

Total Non-current liabilities 7,442 6,692

TOTAL LIABILITIES 51,880 39,029 NET ASSETS

UnrestrictedDesignated 21 15,058 14,309 Undesignated 21 13,029 12,802

28,087 27,111

TOTAL LIABILITIES AND NET ASSETS 79,967 66,140 Thefinancialstatementsonpage34to57wereapprovedbytheBoardofTrusteeson10April2015andsignedonitsbehalfby:

Tony SimonsDirector General10 April 2015

Laksiri AbeysekeraDeputy Director General - Finance and Corporate Services10 April 2015

35FINANCIAL STATEMENTS


STATEMENT OF ACTIVITIESFOR THE YEAR ENDED 31 DECEMBER 2014 (In US Dollars ‘000)

Note

2014 2013

Unrestricted

Restricted - CRPs

Restricted - Non-CRP

Total 2014

Unrestricted

Restricted

- CRPs

Restricted

- Non-CRP

Total 2013

Revenue and Gains

Grant Revenue

Window 1 & 2 -

19,502

-

19,502

-

18,049

-

18,049

Window 3 1,345

6,194

1,018 8,557

1,065

3,394

-

4,459

Bilateral -

28,874

5,536

34,410

389

28,579

4,586

33,554

Total Grant Revenue 1,345 54,570 6,554 62,469 1,454 50,022 4,586 56,062

Other Revenue and Gains 23 1,169 - - 1,169 1,422 - - 1,422

Total Revenue and

Gains 2,514

54,570

6,554

63,638

2,876

50,022

4,586 57,484

Expenses and Losses

Research Expenses - 48,877 5,238 54,115 2,375 49,231 4,586 56,192

CGIAR Collaborator Expenses -

641

- 641

-

324

-

324

Non CGIAR Collaborator Expenses -

5,052

1,316 6,368

-

-

-

-

General and Administration Expenses

1,538 - - 1,538

379 467 -

846

Other Expenses and Losses -

-

- -

-

-

-

-

Total Expenses and Losses 1,538 54,570 6,554

62,662 2,754 50,022 4,586 57,362

Surplus 976 - - 976 122 - - 122



STATEMENT OF CHANGES IN NET ASSETSFOR THE YEAR ENDED 31 DECEMBER 2014 (In US Dollars ‘000)

Note

Undesignated Designated

Total

Property and

Equipment

Capital Replacements/Acquisitions

Other Designated

Sub Total

Balance as at 1 January 2013 10,331 5,653 4,015 6,990 16,658 26,989 Net changes in investment in

Property and equipment 21(a) - 733 (733) - - -

Surplus for the year 122 - - - - 122

Transfer 2,349 - - (2,349) (2,349) -

Balance as at 31 December 2013 12,802 6,386 3,282 4,641 14,309 27,111

Net changes in investment in

Property and equipment 21(a) - 2,084 (2,084) - - -

Surplus for the year 976 - - - - 976

Transfer (749) - 1,830 (1,081) 749 -

Balance as at 31 December 2014 13,029 8,470 3,028 3,560 15,058 28,087



STATEMENT OF CASH FLOWSFOR THE YEAR ENDED 31 DECEMBER 2014 (In US Dollars ‘000)

Note 2014 2013 CASH FLOWS FROM OPERATING ACTIVITIES

Change in net assets 976 122 Adjustment to reconcile change in net assets to net cashprovided by/(used in) operating activities

Depreciation 13 1,859 2,420 (Gains)/loss on disposal of property and equipment 23 (50) (46)

Decrease/(increase) in assets

Short term investments 6 (2,543) 3,811 Accounts receivable (13,305) (1,148)Inventories 11 22 16

Prepaid expenses 12 227 91

Decrease/(increase) in liabilitiesAccounts payable 12,775 3,734

Accruals 19 (674) 3 Net cash used in operating activities (713) 9,003

CASH FLOWS FROM INVESTING ACTIVITIES

Decrease/(increase) in long term investments 14 6,748 (3,557)Acquisition of property and equipment 13 (3,949) (3,155)Net proceeds from disposal of property and equipment 56 48 Net cash used in investing activities 2,855 (6,664)

CASH FLOWS FROM FINANCING ACTIVITIESDecrease/(increase) in long term liabilitiesAccounts payableEmployees 20 750 1,113

Net cash from financing activities 750 1,113

NET INCREASE/(DECREASE) IN CASH AND CASH EQUIVALENTS 2,892 3,452

At the beginning of the period 23,252 19,800 At the end of the period 5 26,144 23,252



NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 December 2014

1. REPORTING ENTITY

The World Agroforestry Centre (ICRAF/ the “Centre”) is anautonomous,not-for-profitresearchanddevelopmentinstitution supported by over 50 different governments, private foundations, regional development banks and the World Bank. The Centre is part of the alliance of the Consultative Group on International Agricultural Research (CGIAR) centres.

The Centre was founded in 1978 as the International Council for Research in Agroforestry (ICRAF) to promote the exchange of information about agroforestry research in the tropics. With its headquarters in Nairobi, Kenya, the Centre operates in 20 countries in Africa, 11 in Asia, 3 in South America, 1 in Europe and in the United States. In 1992, the Centre joined the CGIAR group and since then has transformed itself into a world-class international agricultural research institution. In 2002, the organization acquired the brand name, the World Agroforestry Centre. However, the International Centre for Research in Agroforestry (ICRAF) remains the legal name.

In recent years, the World Agroforestry Centre has incorporated an explicit development agenda to its work to ensure broader adoption of agroforestry systems and practices and to be proactive in creating innovative development partnerships that leverage and extend the impact of our research.

2. BASIS OF PREPARATION AND MEASUREMENT

a. Basis of preparation

ThefinancialstatementshavebeenpreparedinaccordancewiththeCGIARfinancialguidelinescontainedintheAccounting Policies and Procedures Manual (Revised February 2006 and supplemented by 2014 Advisory Note). The CGIAR recognizes that in certain respects, the existing International Financial Reporting Standards (IFRSs) donotcoverissuesuniquetonot-for-profitorganizations.Therefore, the CGIAR has developed the Accounting Policies and Procedures Manual (CGIAR Financial Guidelines 2, February 2006) which draws on other widely applied standards to provide guidance on these matters.

Thepreparationoffinancialstatementsinaccordancewiththe CGIAR Financial Guidelines No. 2 (Revised February

2006 and supplemented by 2014 Advisory Note) requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the Centre’s accounting policies. The areas involving a higher degree of judgement or complexity, orwhoseassumptionsandestimatesaresignificanttothefinancialstatements,aredisclosedinNote4.

b. Basis of measurement

The measurement basis applied is the historical cost basis except where otherwise stated in the accounting policies below.

3. SIGNIFICANT ACCOUNTING POLICIES

The accounting policies set out below have been applied consistentlytoallperiodspresentedinthesefinancialstatements.

a. Revenue recognition

Revenueisthegrossinflowofeconomicbenefitsduringthe year arising in the course of the ordinary activities of theCentrewherethoseinflowsresultinincreasesinnetassets. The Centre recognizes revenue when:

• theinflowscanbereliablymeasured;

• itisprobablethatfutureeconomicbenefitswillflowtotheCentre;and

• whenspecificcriteriahavebeenmetoftheCentre’s activities as described below.

Revenue is measured at fair value of the consideration received or receivable.

The major portion of the Centre’s revenue is normally derived through the receipt of donor grants – either “Unrestricted” or “Restricted”.

Other revenue and gains are increases in net assets resulting from the Centre’s peripheral or incidental transactions and other events and circumstances affecting the Centre, other than those that result from grants. These are categorized as unrestricted.



Revenue is recognized as follows:

i) Grant revenue

Grants are recognized as revenues only when the conditions have been substantially met or the donor has explicitly waived the conditions.

Unrestricted grant revenue

Unrestricted grants are recognized as revenue upon unconditional transfer of cash or other assets by donors. Such revenue is recognized infullinthefinancialperiodspecifiedincommitments made by donors.

Restricted grant revenue

Restricted grants are recognized as revenue when there is reasonable assurance that the conditions attached to them have been complied with, and that the grants will be received.

ii) Donations in kind

Donations in kind are recognized at the fair value of the goods or services received or in the absence of this, at the amount attributed to them by the donor.

iii) Other revenue and gains

Other revenue and gains are recognized in the period in which they are earned.

b. Foreign currency translations

i) Functional and presentation currency

Itemsincludedinthefinancialstatementsaremeasured using the currency of the primary economic environment in which the Centre operates (the “functional currency”). These financialstatementsarepresentedinUSdollars(US$), which is the Centre’s functional currency. AllfinancialinformationpresentedinUSdollarshas been rounded to the nearest thousand.

ii) Transactions and balances

All foreign currency transactions are recorded, on initial recognition, in the Centre’s Functional Currency by applying to the foreign currency amount the exchange rate between the US dollar and the foreign currency at the date of the transaction.

Notes to the Financial Statements (contd)

At each period end date:

• Foreign currency monetary items are reported using the closing rate;

• Non-monetary items denominated in foreign currency which are carried at historical cost are reported using the exchange rate at the date of the transaction; and

• Non-monetary items denominated in foreign currency which are carried at fair value are reported using the exchange rates that existed when the values were determined.

Exchange differences are recognized as revenue or expense in the Statement of Activities in the period in which they arise.

c. Cash and cash equivalents

Cash comprises cash in hand, project imprest and bank balances which can be added to or withdrawn without limitation and are immediately available for use in the current operations.

Cash equivalents are short-term, highly liquid investments that are both: i) readily convertible to known amounts of cash; and ii) so near their maturity date that they present insignificantriskofchangesinvaluebecauseofchangesin interest rates. These include only investments with remaining maturities of three months or less.

Cash is valued at face value.

Cash and cash equivalents in currencies other than the US dollar are recorded at market rates, in effect at the time of transaction and restated to the equivalent US dollar amount at prevailing market rates as of the date of the Statement of Financial Position.

d. Short-term investments

These comprise investments that are (a) acquired with original maturity of more than three months but not exceeding one year, and (b) investments that are originally long-term in nature but are currently due to mature within one year of the date of the Statement of Financial Position.

Investments are initially recorded at their acquisition cost. Interest relating to short-term investments is reported in the Statement of Activities as expense or revenue.



e. Accounts receivable

Receivablesaregenerallydefinedasclaimsheldagainstothers for the future receipt of money, goods or services. Receivables include claims from donors, loans and advances to employees, advances to other Consortium of CGIAR Centres and claims against third parties for services rendered.

Accounts receivable from donors consist of claims from donors for grants pledged in accordance with the terms specifiedbythedonor.Italsopertainstoclaimsfromdonors for expenses paid on behalf of projects in excess of cash received.

Recognition

• Unrestricted grants: receivables from unrestricted grants should be recognized in full in the period specifiedbythedonor.Beforeanunrestrictedgrantcanberecognizedasrevenue,sufficientverifiableevidenceshouldexistdocumentingthat a commitment was made by the donor and received by the Centre.

• Restricted grants: receivables from restricted grants will be recognized in accordance with the terms of the underlying contract.

• Receivables from employees are recognized as they arise and cancelled when payment is received.

• Advances to other Consortium of CGIAR Centres are recognized when the cash or other assets borrowed are delivered or when payment is made for a liability of another Centre.

• Other receivables are recognized upon the occurrence of event or transaction which gives the Centre a legal claim against others.

Valuation

• All receivable balances are valued at their net realizable value, calculated as the gross amount of receivable minus any allowances provided for doubtful accounts.

• Allowance for doubtful accounts are provided in an amount equal to the total receivables shown or reasonably estimated to be doubtful of collection. The amount of the allowance is based on past experiences, and on a continuing review of receivable aging reports and other relevant factors.

• Any receivable or portion of receivable adjudged to be uncollectible is written off. Write-offs of receivables are done via the allowance for doubtful accounts after all efforts to collect have been exhausted.

f. Inventories

Inventories are assets held in the form of materials or supplies to be consumed in the Centre’s operations or in the rendering of services. They comprise materials and supplies not directly expended at the time of their purchase,suchasscientificsupplies,automotiveparts,buildingmaterials,petroleumproducts,officeandothergeneral supplies.

Inventories are initially valued at cost. The cost of inventoriesappliedtooperationsisbasedonthefirst-infirst-outprinciple,andincludesexpenditureincurredinacquiring the inventories, production or conversion costs and other costs incurred in bringing them to their existing location and condition.

Inventories are written down to net realizable value on an item-by-item basis. The allowance for inventory obsolescence is deducted from the related asset. The amount of write-down of inventories to net realizable value and all losses of inventories is recognized as an expense in the period the write down or loss occurs.

Inventoriesheldattheendofthefinancialperiodarestated at the lower of cost and net realizable value.

g. Impairment

The carrying values of the Centre’s assets are reviewed annually and adjusted for impairment losses when there is objective evidence that the asset carrying value is impaired. Impairment loss provisions are raised in respect of such assets.

h. Property and equipment

i) Recognition and measurement

Items of property and equipment are measured at cost less accumulated depreciation and accumulated impairment losses. Tangible assets with an estimated useful life beyond one year and having costs in excess of US$1,500 or its equivalent are capitalized.

Cost includes expenditure that is directly attributable to the acquisition of the asset. The cost of self-constructed assets includes the cost of materials and direct labour, any other




costs directly attributable to bringing the asset to a working condition for its intended use, and the costs of dismantling and removing the items and restoring the site on which they are located. Purchased software that is integral to the functionality of the related equipment is capitalized as part of that equipment. When parts of an item of property and equipment have different useful lives, they are accounted for as separate items (major components) of property, plant and equipment.

Gains and losses on disposal of an item of property and equipment are determined by comparing the proceeds from disposal with the carrying amount of property, plant and equipment and are recognized net within “other income” in Statement of Activities.

ii) Property and equipment acquired from designated (restricted) funds

Property and equipment acquired from restricted funds are recorded as part of property and equipment. Such assets are depreciated at a rate of 100% and the depreciation expense charged directly to the appropriate restricted project.

Property and equipment previously owned by a restricted project is recognized in the Centre’s books at fair or appraised values upon termination of the project if it is expressly provided in the grant agreement that ownership of the item will be transferred to the Centre.

iii) Depreciation

Depreciation is recognized in the Statement of Activities on a straight-line basis over the estimated useful lives of each part of an item of property and equipment. Leased assets are depreciated over the shorter of the lease term and their useful lives unless it is reasonably certain that the Centre will obtain ownership by the end of the lease term. Land is not depreciated.

Depreciation of acquired assets starts in the month the asset was placed in operation and continues until the asset has been fully depreciated or its use discontinued.

The estimated useful lives for the current and comparativefinancialyearsareasfollows:

Buildings and laboratory benches 33 yearsMotor vehicles 4 yearsComputers and peripherals 4 yearsLaboratoryandscientificequipment

5 years

Officeandotherequipment 8 yearsFurnitureandfittings 8 years

In addition to charging annual depreciation expense, it is the Centre’s policy to provide for thefuturerenewaloffixedassetsbywayofanappropriation from unrestricted net assets.

iv) Leases

TheCentreleasesofficespaceinIndia.Theleasehad an original life of 30 years. The Centre’s policy is to depreciate the lease within 10 years which is the original planned life of the project being implemented in India.

i. Long-term investments

These comprise investments with a remaining maturity of more than one year as of the date of the Statement of Financial Position.

Investments are initially recorded at their acquisition cost (including brokerage and other transaction costs) if they were purchased.

Investments in securities with readily determinable fair values and all investments in debt securities are measured at fair value as of the date of the Statement of Financial Position.

Interest, dividends, losses and gains relating to investments are reported in the Statement of Activities as gains or losses.

j. Accounts payable

These represent amounts due to donors, employees and others for support, services and or materials received prior to year-end but not paid for as of the date of the Statement of Financial Position.

Accounts payable to donors include grants received from donors for which conditions are not yet met and amounts payable to donors in respect of any unexpended funds received in advance for signed contracts.




Accountspayableareclassifiedascurrentliabilitiesifpayment is due within one year or less. If not, they are presented as non-current liabilities.

Measurement:

• Current liabilities are carried at the amount to be paid.

• Long-term liabilities are shown at the present or discountedvalueofthefuturenetcashoutflowsexpected to be made to settle the liabilities in the normal course of operations.

k. Accruals

Accruals represent liabilities to pay for goods and services that have been received, supplied, invoiced or formally agreed with suppliers.

Accruals are recorded in the accounting records and reportedinthefinancialstatementsoftheperiodstowhich they relate as the transactions or events occur.

l. Employeebenefits

Employeebenefitsareallformsofconsiderationgivenbythe Centre in exchange for the services rendered by all employees – whether Internationally Recruited Staff (IRS) orNationallyRecruitedStaff(NRS).Employeebenefitsinclude:

• Short-termemployeebenefits(suchaswages,salaries and paid leave) and non-monetary benefits(suchasmedicalcare,housingandcars)for current employees;

• Postemploymentbenefitssuchaspensions,otherretirementbenefits,postemploymentmedicalcare and insurance; and

• Terminationbenefits.

i) Short-termemployeebenefits

Short-termemployeebenefitobligationsaremeasured on an undiscounted basis and are expensed as the related service is provided. A liability is recognized for the amount expected to be paid under short-term cash bonus if the Centre has a present legal or constructive obligation to pay this amount as a result of past service provided by the employee and the obligation can be estimated reliably.

ii) Definedcontributionpensionscheme

TheCentreoperatesadefinedcontributionpension scheme for all its regular employees. The scheme is administered by an insurance


company and is funded by contributions from the World Agroforestry Centre and its employees. Contributions of the Centre to the pension scheme are charged to operating expenses in the year to which they relate.

Prepaid contributions are recognized as an asset to the extent that a cash refund or a reduction in future payments is available.

iii) Otherpost-employmentbenefits

Full provision is made for gratuity payable to employees at the end of their contracts. This provision is based on basic salary times the number of years worked up to a maximum of six years of service. Provisions are also made in respect of outstanding leave days accruing to staff and staff repatriation costs.

iv) Terminationbenefits

Terminationbenefitsarerecognizedasanexpense when the Centre is demonstrably committed, without realistic possibility of withdrawal, to a formal detailed plan to either terminate employment before the normal retirement date, or to provide termination benefitsasaresultofanoffermadetoencourage voluntary redundancy. Termination benefitsforvoluntaryredundanciesarerecognized as an expense if the Centre has made an offer encouraging voluntary redundancy, it is probable that the offer will be accepted, and the number of acceptances can be reliably estimated.

m. Provisions liabilities

A provision is recognized if, as a result of a past event, the Centre has a present legal or constructive obligation that can be estimated reliably, and it is probable that an outflowofeconomicbenefitswillberequiredtosettletheobligation. Provisions are determined by discounting the expectedfuturecashflowsataratethatreflectscurrentmarket assessments of the time value of money and the risksspecifictotheliability.

n. Income tax

The Centre, through agreements or arrangements with host countries and /or partners, is exempt from all local taxes in most of the countries in which it operates. Managementissatistfiedthatthereisnomaterialtax exposure in countries where there are no such agreements or arrangements. Consequently, the Centre doesnotaccountfortaxinitsfinancialstatements.Management will undertake a comprehensive assesment in 2015.




o. Overhead cost recovery

Overhead cost recovery represents the overhead costs recovered from restricted projects based on the rates agreed and as stated in each project document with donors. Cost ratios are computed on the basis of provisions of CGIAR Financial Guidelines 5.

p. Net assets

Net assets are the residual interest in the Centre’s assets remaining after liabilities are deducted. The overall change in net assets represents the total gains and losses generated by the Centre’s activities during the period as determined by the particular measurement principles adoptedanddisclosedinthefinancialstatements.

Netassetsareclassifiedaseitherundesignatedordesignated.

i) Undesignated: that part of net assets that are not designated by the Centre’s management for specificpurposes.

ii) Designated:

a) Use of assets has been designated by the Centremanagementforspecificpurposessuch as reserve for replacement of property and equipment and net investment in property and equipment. Designation from undesignated net assets is made on an annual basis based on Board of Trustees’ resolution.

b) The Board of Trustees may also designate net assets to mitigate or counter unforeseen eventualities, funding reductions and currency risks that pose serious risks for business continuity.

4. CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS

Thepreparationoffinancialstatementsrequiresmanagement to make judgements, estimates and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. Although management believes the estimates and assumptions used in preparation of these

financialstatementswereappropriateinthecircumstances,actual results could differ from those estimates and assumptions. Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognized in the period in which the estimates are revised and in any future periods affected. The critical areas of accounting estimates and judgements inrelationtothepreparationofthesefinancialstatementsare as set out below:

i) Critical judgements in applying accounting policies

IntheprocessofapplyingaCGIARfinancialguidelines, management has made judgement in determining:

• Theclassificationoffinancialassetsandliabilities

• Whetherfinancialandnon-financialassetsare impaired.

ii) Key sources of estimation uncertainty

Impairment of assets

At each reporting date, the Centre reviews the carrying amount of its assets to determine whether there is any indication that these assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of impairment.

Property and equipment

Critical estimates are made in determining the useful lives and residual values to property, plant and equipment based on the intended use of the assets and the economic lives of those assets. Subsequent changes in circumstances or prospective utilization of the assets concerned could result in the actual useful lives or residual values differing from initial estimates.

Staff separation costs

At each reporting date, the Centre provides for the estimated staff separation costs which comprise gratuity and repatriation. Gratuity is based on the number of years worked for the Centre and related basic salary. Repatriation is based on the prevailing air ticket rates.



2014 2013 USD’000 USD’000

5. CASH AND CASH EQUIVALENTS

Cash at hand 4,257 5,127

Bank balances 13,725 11,006

Short term deposits (Acquired with original maturities of 3 months or less) 8,162 7,119

26,144 23,252

6. SHORT TERM INVESTMENTSThis account comprises:

Bonds due to mature after 3 months but within one year 3,929 1,386

3,929 1,386

7. ACCOUNTS RECEIVABLE - DONORS

Unrestricted 29 9

Restricted 16,171 12,192

16,200 12,201

Less allowance for doubtful accounts (421) (272)

15,779 11,929 8. ACCOUNTS RECEIVABLE - EMPLOYEES

Advances to staff 362 282

362 282 9. ACCOUNTS RECEIVABLE - OTHER CGIAR CENTRES

IPGRI/BIOVERSITY International 149 69 ICRISAT- International Crop Research Institute for The Semi-Arid Tropics 255 56

ILRI- International Livestock Research Institute 185 61

TSBF-Tropical Soil Biology and Fertility Centre 5 - CIMMYT-International Maize and Wheat Improvement Center 783 206

Consortium of International Agricultural Research Centers 22 23

WorldFish 13 14

IRRI -International Rice Research Institute 186 - 1,598 429





2014 2013 USD’000 USD’000

10. ACCOUNTS RECEIVABLE - OTHERS

Associated organizations (partners and collaborators) 11,235 3,033

Deposits 67 67

Others 32 28 11,334 3,128

11. INVENTORIES- NETStationery and office supplies 44 66

Spare parts 7 3 Others 8 12

59 81

Less allowance for obsolescence (1) (1) 58 80

12. PREPAID EXPENSESAdvances to suppliers 771 1,011

Staff rent 89 76 860 1,087



13. PROPERTY AND EQUIPMENT- NET

2014 - USD ‘000

Balance January 1

Work in Progress Additions Disposal

Balance December 31

Cost

Physical facilities 8,683 154 1,418 - 10,255

Infrastructure & leasehold 463 - - - 463

Furnishing & equipment 14,168 - 2,377 (231) 16,314

Total cost 23,314 154 3,795 (231) 27,032 Accumulated Depreciation

Physical facilities (4,293) - (286) - (4,579)

Infrastructure & leasehold (317) - (9) - (326)

Furnishing & equipment (12,318) - (1,564) 225 (13,657)

Total depreciation (16,928) - (1,859) 225 (18,562)Net Book Value

Physical facilities 4,390 154 1,132 - 5,676

Infrastructure & leasehold 146 - (9) - 137

Furnishing & equipment 1,850 - 813 (6) 2,657

Total net book value 6,386 154 1,936 (6) 8,470

2013 - USD ‘000

Balance January 1

Work in Progress Additions Disposal

Balance December 31

Cost

Physical facilities 7,771 744 168 - 8,683

Infrastructure & leasehold 463 - - - 463

Furnishing & equipment 12,030 160 2,083 (105) 14,168

Total cost 20,264 904 2,251 (105) 23,314 Accumulated Depreciation

Physical facilities (4,037) - (256) - (4,293)

Infrastructure & leasehold (290) - (27) - (317)

Furnishing & equipment (10,284) - (2,137) 103 (12,318)

Total depreciation (14,611) - (2,420) 103 (16,928)Net Book Value

Physical facilities 3,734 744 (88) - 4,390

Infrastructure & leasehold 173 - (27) - 146 Furnishing & equipment 1,746 160 (54) (2) 1,850

Total net book value 5,653 904 (169) (2) 6,386




14. LONG TERM INVESTMENTS

2014 2013

This account consist of: USD ‘000 USD ‘000

Bonds 11,433 18,181

11,433 18,181

The investment portfolio is managed by Vestra Wealth LLP UK. Interest earned on investments during the year is recognised as other revenue and gains in the Statement of Activities.

15. ACCOUNTS PAYABLE- DONORS

2014 2013 USD ‘000 USD ‘000

Restricted (Funds received in advance from restricted grants) 32,672 20,320

32,672 20,320

16. ACCOUNTS PAYABLE - EMPLOYEES

Accrued leave provision 297 500 Others 363 287

660 787

17. ACCOUNTS PAYABLE - OTHER CGIAR CENTRES

CIMMYT-International Maize and Wheat Improvement Center 500 500

ILRI- International Livestock Research Institute - 50

Consortium of International Agricultural Research Centers 416 308

916 858

18. ACCOUNTS PAYABLE - OTHERAssociated organizations (partners and collaborators) 1,206 836 Trade creditors 935 810

Others 413 416

2,554 2,062

19. ACCRUALS

Project expenses 1,709 3,928 Supplies and services 5,927 4,382

7,636 8,310

20. ACCOUNTS PAYABLE - EMPLOYEES (POST EMPLOYMENT BENEFITS)Balance at beginning of the year 6,692 5,579 Provisions during the year 2,365 1,295

Disbursements during the year (1,615) (182)

Balance at end of the year 7,442 6,692 Balance at end of the year made up of:

Gratuity 5,475 4,835

Repatriation 1,967 1,857

7,442 6,692




21. NET ASSETS

The level of net assets recommended by the CGIAR is 75-90 days of operating expenses excluding depreciation. As at 31st December 2014, the Centre’s net assets represented 118 days (2013 – 138 days) of the operating expenses excluding depreciation.

Net assets include both the designated and undesignated portions.

Undesignated

The actual balance in the undesignated portion at 31st December 2014 is US$ 13.029 million (2013 - US$ 12.802 million), which is presented as unrestricted (undesignated) net assets. The surplus for the year of US$ 0.976 million (2013 - US$ 0.122 million), represents the total gains generated by the Centre during the year.

Designated

a) Net investment in property and equipment

A portion of unrestricted net assets has been appropriatedbytheBoardofTrusteestoreflectnet investment in property and equipment.

The balance of US$ 8.470 million (2013: US$ 6.386 million) at 31 December 2014 comprises the balance brought forward from 2013 and thecurrentyear’snetincreaseinfixedassetsofUS$ 2.084 million (2013: Increase of US$ 0.733 million).


b) Reserve for acquisition and replacement of property and equipment

EachfinancialyeartheCentreappropriatesfromthe unrestricted net assets an amount equal to the movement in the net book value of the propertyandequipmentandanyotherspecificallocation into a reserve designated to meet the acquisition and replacement costs for property and equipment items.

The net balance of US$ 3.028 million (2013 - US$ 3.282 million) at 31 December 2014 represents unspent funding available for use by the Centre in future years for acquisition and replacement of property and equipment.

c) Other designations

In 2014 the Centre made the following appropriations from undesignated net assets:

a.) US$ 0.170 to fund new capital investments;

b.) US$ 2.400 to cater for any future funding shortfalls based on the 2015 budget; and

c.) US$ 0.990 to cater for other contingencies arising from adverse foreign currency and other events which could pose a risk the Centre’s continuity.

22. GRANT REVENUE

Donor Receivables

1/01/2014

Donor Payables 1/01/2014

Receipts in 2014

Donor Receivables

31/12/2014

Donor Payables

31/12/2014 Revenue for

2014Revenue for

2013

USD’000 USD’000 USD’000 USD’000 USD’000 USD’000 USD’000

Unrestricted (9) - 1,325 29 - 1,345 1,455Restricted (12,192) 20,320 69,497 16,171 (32,672) 61,124 54,607

(12,201) 20,320 70,822 16,200 (32,672) 62,469 56,062

Inrecentyears,therehasbeenasignificantreductionintheamount of unrestricted funds from donors to the CGIAR Centres. This is attributed to the donors channelling most of the unrestricted funding through the CGIAR Research

Programmes (CRPs). Funds received through the CRPs are treated as restricted revenue. In future, it is envisaged that the trend will continue and unrestricted funding to the Centres will decline further.




In 2014, the World Agroforestry Centre participated in the following CRPs:

1. CGIAR Research Programme 1.1: Integrated Agricultural Production Systems for Improved Food Security And Livelihoods in Dry Areas

2. CGIAR Research Programme 1.2: Integrated Systems for the Humid tropics

3. CGIAR Research Programme 2: Policies, Institutions and Markets

4. CGIAR Research Programme 4: Agriculture for Nutrition and Health

5. CGIAR Research Programme 5: Water, Land and Ecosystems

6. CGIAR Research Programme 6: Forests Trees and Agroforestry

7. CGIAR Research Programme 7: Climate Change, Agriculture and Food Security Expenditure and Funding Report

8. CGIAR Research Program 8: Genebank CRP

Exhibit 1(b) and exhibit 6 detail the manner in which funds for above CRPs have been utilized.

23. OTHER REVENUES AND GAINS 2014 2013

USD’000 USD’000

Sale of farm produce 56 - Investment income 484 194

Exchange (loss) / gain (150) 189

Consultancy fees - - Administration fees* 741 659

Office space charges* 1 226 Gain/(loss) on sale of equipment 50 46 Miscellaneous (loss)/ income (13) 108

1,169 1,422

* Income from hosting other CGIAR centres and like- minded organizations in Nairobi campus

24. EXPENSES BY FUNCTION2014 2013

Unrestricted CRP

Non-CRP Total Unrestricted CRP

Non-CRP Total

Personnel costs 8,527 18,717 1,481 28,725 8,289 15,796 1,426 25,511

CGIAR Collaboration Costs - 641 - 641 - 324 - 324

Other Collaboration (233) 6,033 318 6,118 103 5,343 90 5,536

Supplies & Services (1,974) 16,724 2,093 16,843 (1,375) 15,447 1,264 15,336

Travel 1,363 5,657 1,038 8,058 1,443 5,247 1,239 7,929

Depreciation 668 1,191 - 1,859 614 1,796 10 2,420

Cost Sharing Percentage - 358 60 418 - 261 45 306

Indirect Cost Recovery (6,813) 6,257 556 - (6,320) 5,808 512 - Total Operating Expenses 1,538 55,578 5,546 62,662 2,754 50,022 4,586 57,362



25. RESEARCH COSTS

Program-related expenses: Program-related expenses are expenses incurred by main research, research support, training and information services as described below.

Research Programs: Cover expenses on research for development in Africa, Asia and Latin America.

Research Support Programs: Include genetic resource and biometrics units, farm and aircraft operations, plant growth facilities, post harvest engineering, analytical laboratory, and research management.

Training: Costsincludetrainingoffices,fellowships,workshops,seminars,allowancestotraineesandtraining-related travel.

Information Services: Cover the costs of publication of annual reports and technical publications, translation and printing of various public information activities, and library service.

Program-related expenses incurred as of 31 December were as follows:

2014 2013

USD’000 USD’000

Research Costs 54,867 50,196

54,867 50,196

26. GENERAL AND ADMINISTRATION COSTSManagement and general expenses in the accompanying statements of activity consist of:

Corporate Governance: Coversthecostsofboardoftrustees,directorgeneral’soffice,administration,internalaudit,finance,human resources, personnel, and purchasing departments.

General Operations: Include expenses on physical plant services, utilities, communications, security and general services.

General and administration expenses incurred as of 31 December were as follows:

A sum of US$ 524,777 was transferred from research costs funded by bilateral grants to general administrative costs based on the outcome of an internal ICRAF investigation.

2014 2013 USD’000 USD’000

General and Administration 7,795 7,166 7,795 7,166




27. OTHER SUPPORT : Scientists-in-Kind

France(CTFTandCIRAD)secondedscientificpersonneltotheCentreduring the year. Their cost was borne by the donors, as shown below, whilst World Agroforestry Centre provided the necessary support services. This support is not reported in the income statement.

2014 2013

USD’000 USD’000

France 178 100

178 100

28. PERSONNEL COST

The following items are included within staff costs: Salaries 17,857 15,624

Social security costs 339 299

Pensioncosts-definedcontributionplans 2,250 2,042

Other personnel costs 8,279 7,546

28,725 25,511

The number of persons employed by World Agroforestry Centre at the end of 2014 was 620 ( 2013: 552).

29. RELATED PARTY TRANSACTIONS

2014 2013

Key management personnel remuneration USD’000 USD’000

Key management personnel are those persons having authority and responsibility for planning, directing and controlling the activities of the entity, directly or indirectly, including any director (whether executive or otherwise) of that entity.Salariesandothershorttermbenefits 1,316 972

Postemploymentbenefits 118 90

Honararium 56 53

1,490 1,115

30. CONTINGENT LIABILITIESIn 2012, the Centre Uganda Country Program under went a Uganda national payroll and withholding tax audit by Uganda Revenue Authority (URA). A comprehensive audit report was issued in February 2013. ThereportreflectedanoutstandingtaxliabilityofUGX323,203,449(US$128,103)madeofUGX184,484,295(US$73,121)inbacktaxesandUGX138,719,154(US$54,982)inpenaltiesandinterest.ThetaxliabilityofUGX184,484,295(US$73,121)waspaidinJune2013andexpensed in the income statement. An appeal for the waiver of the interest and penalties has been made to the Ministry of Finance Planning and Economic Development through the parent ministry of Agriculture, Animal Industry and Fisheries and has received assurances of a success. The Trustees and Management are of the opinion that the appeal will be successful.Aprovisionofthesamehasbeenbookedinthesefinancialstatements.




31. RISK MANAGEMENT

a. Operational risk management

The Centre has a formal risk management policy approved by the Board of Trustees. This policy includes a framework bywhichtheCentre’smanagementidentifies,evaluatesandprioritizes risks and opportunities across the organization; developsriskmitigationstrategieswhichbalancebenefitswith costs; and monitors implementation of these strategies.

Annually, the Finance and Audit Committee of the Board ofTrusteesreviewstheriskprofileoftheCentreandrisk mitigation measures introduced by the organization. The Board Chair issues a statement on risk management thatidentifieskeyareasofriskandprocessesinplacetoidentify and mitigate risks. The management of the Centre is responsible for implementing the risk management framework. Additional risk management measures are set out in the table below:

Operational risk management matrix

Risk Risk management policies/process Internal Audit

Strategic planning riskand going concern risk

a. In meeting the objectives of the strategic plan, the Centre prepares a rolling three-year outlooks to implement its research agenda. The outlooks are reviewed and amended in the context of current developments, priorities and strategies, the Centre’s future requirements and opportunities. The Centre also prepares an annual Programme of Work and Budget (POWB) which is linked to the outlooks.

b. The Board meets twice each year to review the Centre’s operations. Management uses annual work plans, buffer reports and donor intelligence to manage operational risks facing the Centre.

c. Periodic external reviews: the Centre is subject to External Panel Reviews and Centre-commissioned External Reviews to ensure it maintains strategic objectives and addresses any misalignments.

d. Management, on an annual basis, assesses the Centre’s funding, as per the indicative Programme of Work and Budget, to determine the future of the Centre as a going concern.

The Centre has an in-house audit function that supports management in identifying and evaluating the Centre’s risks. Internal Audit provides assurance services by reviewing business units within the Centre at appropriate intervals. These audits determine whether the functions of planning, organizing, directing, and controlling are efficiently and effectively carried out according to management instructions, policies, and procedures, and in a manner consistent with the Centre objectives.

Fundraising risk The Centre has a Resource Mobilization Committee that oversees fundraising initiatives and activities. The Centre also exercises prudent financial planning by setting aside and maintaining adequate reserves to cover any unforeseen funding shortfalls.

Managing donor reporting and compliance

The Centre maintains a Grants Management Information System that keeps track of donor reporting requirements and facilitates compliance with the same.

Compliance and legal risks

The Centre has a Protocol Office which collates information on legal matters in all countries where the Centre operates. This information is submitted to senior management for action. Significant exposures are reported regularly to the Board of Trustees.

Fraud risk The Centre has put internal controls in place for its day-to-day operations to mitigate the risk of fraud. The Centre has a fraud prevention, monitoring and response policy.

Disaster and recovery, and business continuity risk

The Centre has a Business Continuity Plan which outlines measures to ensure continuity of the Centre’s operations in the event of unforeseen disasters and circumstances.




31. RISK MANAGEMENT (Continued)b. Financial risk management

TheCentreisexposedtothefollowingfinancialrisksfromitsuseoffinancialinstruments:

• Credit risk

• Liquidity risk

• Market risk.

The Centre’s risk management objectives, policies and processesformeasuringandmanagingitskeyfinancialrisksare detailed below.

i) Credit risk

CreditriskistheriskoffinanciallosstotheCentreifacounterpartytoafinancialinstrumentfailstomeetits contractual obligations, and arises from cash and cash equivalents and accounts receivables. The Centre’s maximum exposure to credit risk as at 31 December 2014 is presented in the Statement of Financial Position.

Cash and cash equivalents

Cashandcashequivalentsareheldwithreputablefinancialinstitutions. The Centre’s formal investment policy stipulates that protection of capital in real terms over the investment horizon is paramount while allowing for very moderate short-term volatility to achieve the return objective.

Accounts receivables

• Reviews of aging reports are carried out monthly and provisions for doubtful amounts made for any potentially irrecoverable amounts.

• The Centre does not incur expenditure on restricted donor grants before funding contracts are signed.

• Advances to partner and hosted organizations are subject to the Centre’s internal requirements to limit losses arising from funds advanced by the Centre.

The table below analyses the credit risk position of the Centre’s receivables, cash and cash equivalent and short-term deposits.


Fully performingUSD’000

Past dueUSD’000

ImpairedUSD’000

31 December 2014 Accounts receivable - Donor 15,779 - 421 Accounts receivable - Employees 362 - - Accounts receivable - Other CGIAR Centres 1,598 - - Accounts receivable - Others 11,334 - -

Cash and cash equivalents 26,144 - - Short term investments 3,929 - - 59,146 - 421

31 December 2013 Accounts receivable - Donor 11,929 - 272 Accounts receivable - Employees 282 - - Accounts receivable - Other CGIAR Centres 429 - - Accounts receivable - Others 3,128 - - Cash and cash equivalents 23,252 - - Short term investments 1,386 - -

40,406 - 272



LIQUIDITY RISK 31 December 2014

31 December 2014:

Due on Demand

USD’000

Due within 3months

USD’000

Due between3-12 months

USD’000

Due between 1-5 years

USD’000

Total

USD’000

Accounts receivable Cash and cash equivalents 26,144 - - - 26,144

Short term investments - 3,929 - - 3,929

Donors 69 15,404 306 - 15,779

Employees 362 - - - 362

Other CGIAR Centres 1,598 - - - 1,598

Other 11,334 - - - 11,334

Long term investments - - - 11,433 11,433 At 31 December 2014 39,507 19,333 306 11,433 70,579

Accounts payable Donors 4,714 25,061 2,897 - 32,672

Employees - non current - - - 7,442 7,442 Employees - current 660 - - - 660 Other CGIAR Centres 916 - - - 916 Other 2,554 - - - 2,554

Accruals - - 7,636 - 7,636 At 31 December 2014 8,844 25,061 10,533 7,442 51,880

Net Liquidity Gap - 2014 30,663 (5,728) (10,227) 3,991 18,699

31. RISK MANAGEMENT (Continued)ii) Liquidity risk

LiquidityriskistheriskthattheCentrewillnotbeabletomeetitsfinancialobligationsastheyfalldue.TheCentrehas a Treasury Unit responsible for managing payment commitments. The unit submits to management weekly cash flowforecastingreportsshowingexpectedcashinflowsandoutflows.

ThetablebelowanalysestheliquiditypositionoftheCentre’sfinancialassetsandliabilities:




LIQUIDITY RISK 31 December 2013

31 December 2013:

Due on Demand

USD’000

Due within 3months

USD’000

Due between3-12 months

USD’000

Due between 1-5 years

USD’000

Total

USD’000

Accounts receivable Cash and cash equivalents 23,252 - - - 23,252

Short term investments - 1,386 - - 1,386

Donors 652 10,232 1,045 - 11,929

Employees 282 - - - 282

Other CGIAR Centres 429 - - - 429

Other 3,128 - - - 3,128

Long term investments - - - 18,181 18,181

31 December 2013 27,743 11,618 1,045 18,181 58,587

Accounts payable Donors 1,436 12,889 5,995 - 20,320

Employees - non current - - - 6,692 6,692 Employees - current 787 - - - 787 Other CGIAR Centres 858 - - - 858 Other 2,062 - - - 2,062

Accruals - - 8,310 - 8,310 31 December 2013 5,143 12,889 14,305 6,692 39,029

Net Liquidity Gap - 2013 22,600 (1,271) (13,260) 11,489 19,558





31. RISK MANAGEMENT (Continued)

iii) Market risk

Market risk is the risk that changes in market prices, foreign exchange rates and interest rates, will affect the Centre’s income orthevalueofitsholdingsoffinancialinstruments.Wherepossible,theCentrematchesthecurrencyofpaymentwiththecurrency received from donors, to mitigate the foreign exchange risks. Also, the Centre regularly assesses the impact of interestratechangesonitsfinancialassets.

a) Currency risk analysis

The impact on surplus of a 10% appreciation or depreciation of the dollar would be as follows:

As at 31 December 2014, if the dollar had strengthened/weakened by 10% against the major operating currencies with all other variables held constant, there would have been an increase/decrease of US$ 2,020,000 in the surplus for the year.

b) Interest rate risk analysis

Bond prices are subject to interest rate movements. A rise in interest rate will have a negative impact on the bond price, while a decrease would have a positive impact on the bond price.

c) Market value risk analysis

ChangesinmarketpriceswillaffectthevalueofCentre’sholdingsoffinancialinstruments.TheCentre’sstrategyasoutlinedinits investment policy is preservation of capital. This strategy is implemented through investments in bonds.

As at 31 December 2014 As at 31 December 2013

Currencycarrying amount

USD ‘000

10%Appreciation

USD ‘000

10%Depreciation

USD ‘000


USD ‘000

10%Appreciation

USD ‘000

10%

DepreciationUSD ‘000

Income GBP 87 (9) 9 303 (30) 30 EURO 5,134 (513) 513 6,722 (672) 672

(522) 522 (702) 702

Expenditure GBP 698 70 (70) 333 33 (33)EURO 783 78 (78) 793 79 (79)KES 13,179 1,318 (1,318) 11,490 1,149 (1,149)CFA 7,786 779 (779) 6,847 685 (685)

IDR 2,980 298 (298) 2,763 276 (276)

2,543 (2,543) 2,222 (2,222)Total increase / (decrease) 2,020 (2,020) 1,520 (1,520)

Effect on the surplus for the year 2,021 (2,021) 1,521 (1,521)




The table below shows the analysis of bonds held as at 31 December 2014.

Investment per Sector Nominalvalue

Nominal Currency

Type ofinvestment

Maturity

Fair MarketValue

% of Total

US Treasuries - States Foreign $3,500,000 USD Bonds Feb 2015 - Jul 2019 $3,511,027 19.97

Financial Institutions - Banks Foreign $3,775,000 USD Bonds Mar 2015 - Aug 2020 $3,873,838 21.96

Public Service - Foreign $250,000 USD Bonds 10-Oct-17 $250,816 1.42

Industrial- Foreign $4,277,000 USD Bonds Mar 2016 - Mar 2021 $4,658,456 26.27

Sundry - Foreign $2,265,000 USD Bonds Aug 2016 - Jun 2019 $2,315,905 13.12

International Organizations - Foreign $700,000 USD Bonds Sep 2016 - Apr 2017 $702,718 4

Others $30,000 USD Bonds 15-May-20 $29,719 0.17

$15,342,477 Current Accounts USD $2,296,269 13.09

total investments $17,638,747 100

The impact on surplus of a 10% appreciation or depreciation of the market value on investments would be as follows:

At 31 December 2014, if the market value of bonds had increased/decreased by 10%, there would have been an increase/decrease of US$ 1,534,000 in the surplus for the year.

As at 31 December 2014 As at 31 December 2013


USD ‘000

10%Appreciation

USD ‘000

10%Depreciation

USD ‘000


USD ‘000

10%Appreciation

USD ‘000

10%

DepreciationUSD ‘000

Bonds

Managed by HSBC - - - 9,969 997 (997)Managed by Vestra Wealth 15,342 1,534 (1,534) 9,578 958 (958)

1,534 (1,534) 1,955 (1,955)

- - - - Total increase / (decrease) 1,534 (1,534) 1,955 (1,955)

Effect on the surplus for the year 1,534 (1,534) 1,955 (1,955)

59ANNUAL REPORT




Exhibit 1

Schedule of Unrestricted Grants RevenueFor the year ended 31 December 2014 (In US Dollars ‘000)

2014

Funds B/F Received Accounts

ReceivableAdvance Payment

Grant Revenue 2013

Donor

China - - - 29 - 29 29

Finland - - 310 - - 310 321

Germany - - 343 - - 343 389

Ireland - - 663 - - 663 655

Netherlands - - - - - - 52

Philippines (9) - 9 - - - 9

(9) - 1,325 29 - 1,345 1,455

61EXHIBITS


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Exhi

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95EXHIBITS


S

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45

Clim

ate

Cha

nge,

Ag

ricul

ture

and

Fo

od S

ecur

ity

(CC

AFS)

- 6

5,00

0 6

0,00

0 -

125

,000

-

354

-

- 2

,358

-

2,7

11

122

,289

C

FOR

-10

71

FOR

ESTS

AN

D

CLI

MAT

E C

HAN

GE

IN T

HE

CO

NG

O

PRO

JEC

T (F

CC

C)

- 3

6,66

6 -

82,

445

119

,111

4

3,24

7 2

7,09

9 6

,709

2

0,01

9 2

2,00

7 3

0 -

119

,111

C

FOR

-78

4

ICR

AF/C

IFO

R

Activ

ities

and

Pr

ojec

ts in

Vie

tnam

(3,8

14)

- 3

,814

-

- -

- -

- -

- -

C

FOR

-87

6

Chi

nese

Tra

de a

nd

Inve

stm

ent i

n Af

rica:

As

sess

ing

and

Gov

erni

ng T

rade

-of

fs to

Nat

iona

l Ec

onom

ies,

Loc

al

Live

lihoo

ds a

nd

Fore

st E

cosy

stem

s (1

7,56

9) -

34,

473

10

16,

914

3,0

38

7,3

41

- 2

,913

3

,622

-

16,

914

Exh

ibit

1b: A

nalys

is of

sou

rces

and

app

licat

ions

of r

estr

icted

pro

ject

gra

nts



S

ourc

es o

f fun

ds A

pplic

atio

ns o

f fun

ds

Dono

r Na

me

Don

or

IDD

escr

iptio

n

Fun

ds

accr

ued

prio

r yea

r

Fun

ds b

/f fr

om p

rior

year

Fund

s re

ceiv

ed/

Adju

stm

ent

2014

Fun

ds

accr

ued

2014

Tot

al

avai

labl

e 20

14

Per

sonn

el

cost

s

Pr

ofes

sion

al

serv

ices

T

rain

ing

Ope

ratio

nal

trav

el

Sup

plie

s &

se

rvic

es

Pa

rtner

ship

s C

apita

l &

Depr

ecia

tion

Tot

al

Expe

nditu

re

Fun

ds c

/f as

at 3

1 D

ec 2

014

C

FOR

-88

9

CR

P6 P

artn

er

Con

sulta

tion

Mee

ting

- 1

,501

9

,642

-

11,

143

- 1

,453

-

2,9

73

6,7

16

- 1

1,14

2 1

Col

umbi

a G

loba

l Cen

ter i

n Ea

ster

n &

Sou

ther

n A

fric

a - C

GC

Afr

ica

C

GC

A-10

80

Col

umbi

a G

loba

l C

ente

r in

East

ern

& So

uthe

rn A

frica

- C

GC

Afri

ca -

348

,099

6

67,9

01

-

1,01

6,00

0 1

76,9

04

154

,744

-

45,

136

215

,182

6

,025

-

597

,991

4

18,0

09

Che

mon

ics

Inte

rnat

iona

l

C

HEM

-11

00

Biod

iver

sity

and

W

ater

shed

s Im

prov

ed fo

r St

rong

er E

cono

my

and

Ecos

yste

m

Res

ilienc

e Pr

ojec

t (B

+WIS

ER)

- -

12,

528

147

,150

1

59,6

78

17,

617

80,

173

- 4

5,98

9 1

5,36

4 5

35

- 1

59,6

78

C

hina

C

HN

A-76

6

Scie

ntifi

c vi

sits

to

ICR

AF fo

r Chi

nese

Sc

ient

ists

- 5

3 -

- 5

3 -

53

- -

- -

53

C

entr

o In

tern

acio

nal d

e A

gric

ultu

ral T

ropi

cal,

Col

ombi

a

C

IAT-

1111

Incr

easi

ng F

ood

Secu

rity

and

Farm

ing

Syst

ems

for R

esilie

nce

in E

ast A

frica

Th

roug

h W

ide-

Scal

e Ad

optio

n of

Clim

ate

and

Smar

t Agr

icul

tura

l Pr

actic

es -

- 4

0,00

0 -

40,

000

- 1

0,12

1 -

- 1

10

- 1

0,23

1 2

9,76

9

C

IAT-

1120

Glo

bal F

ram

ewor

k fo

r Clim

ate

Serv

ices

Ada

ptat

ion

Prog

ram

me

in

Afric

a - B

asel

ine

Dat

a C

olle

ctio

n (T

anza

nia

and

Mal

awi)

- -

80,

000

18,

849

98,

849

41,

598

25,

862

- 2

2,59

4 8

,556

2

40

- 9

8,84

9

Exh

ibit

1b: A

nalys

is of

sou

rces

and

app

licat

ions

of r

estr

icted

pro

ject

gra

nts

97EXHIBITS


Exh

ibit

1b: A

nalys

is of

sou

rces

and

app

licat

ions

of r

estr

icted

pro

ject

gra

nts

S

ourc

es o

f fun

ds A

pplic

atio

ns o

f fun

ds

Dono

r Na

me

Don

or

IDD

escr

iptio

n

Fun

ds

accr

ued

prio

r yea

r

Fun

ds b

/f fr

om p

rior

year

Fund

s re

ceiv

ed/

Adju

stm

ent

2014

Fun

ds

accr

ued

2014

Tot

al

avai

labl

e 20

14

Per

sonn

el

cost

s

Pr

ofes

sion

al

serv

ices

T

rain

ing

Ope

ratio

nal

trav

el

Sup

plie

s &

se

rvic

es

Pa

rtner

ship

s C

apita

l &

Depr

ecia

tion

Tot

al

Expe

nditu

re

Fun

ds c

/f as

at 3

1 D

ec 2

014

Cen

tre

for I

nter

natio

nal C

oope

ratio

n

C

ICZ-

928

Wat

er h

arve

stin

g te

chno

logi

es

Rev

isite

d:

Pote

ntia

ls fo

r In

nova

tions

, Im

prov

emen

ts a

nd

Ups

calin

g in

Sub

-Sa

hara

n Af

rica

- 2

4,96

1 -

7,0

34

31,

994

18,

137

5,0

41

- 3

,954

4

,862

-

31,

994

C

anad

ian

Inte

rnat

iona

l Dev

elop

men

t Age

ncy

C

IDA-

936

Agro

fore

sty

and

Fore

stry

in

Sula

wes

i: Li

nkin

g Kn

owle

dge

with

Ac

tion

- 3

82,3

25

1,7

26,4

75

-

2,10

8,80

0 8

22,9

40

236

,183

1

1,17

2 2

41,0

18

237

,079

3

62,4

46

6,5

76

1,9

17,4

14

191

,386

Com

mon

Mar

ket F

or E

ast a

nd S

outh

ern

Afr

ica

C

MSZ

-11

15

Build

ing

the

Evid

ence

Bas

e fo

r Clim

ate

Smar

t Ag

ricul

ture

- -

128

,102

-

128

,102

-

1,8

59

- -

10,

744

- 1

2,60

2 1

15,5

00

Gov

erno

rs o

f St.

Fran

cis

Xavi

er U

nive

rsity

- C

OA

DY

C

OD

Y-10

03

Asse

t-bas

ed

Com

mun

ity-D

riven

D

evel

opm

ent

(ABC

D) m

eets

Va

lue

Cha

in

Appr

oach

(VC

A) (9

,239

) -

39,

209

- 2

9,97

0 (2

53)

4,4

20

553

7

,377

1

7,76

4 1

10

- 2

9,97

0

Cor

nell

Uni

vers

ity

C

ON

L-65

4

Res

earc

h an

d Fi

eld

wor

kd E

xpen

ses

-Wes

tern

Ken

ya -

- (4

,625

) -

(4,6

25)

(2,0

86)

- (1

,048

) (8

66)

(625

) -

(4,6

25)

C

ON

L-91

4N

SF B

REA

D (1

4,99

2) -

57,

602

53,

659

96,

269

25,

353

7,1

31

5,5

48

2,6

11

55,

626

- 9

6,26

9

C

ON

L-94

3

Res

earc

h on

Vi

llage

-Sca

le

Pyro

lsis

for L

iqui

d Bi

ofue

ls in

Afri

ca (7

1,68

3) -

167

,097

2

9,88

6 1

25,3

01

42,

500

22,

595

6,9

42

907

5

1,34

5 1

,012

-

125

,301



S

ourc

es o

f fun

ds A

pplic

atio

ns o

f fun

ds

Dono

r Na

me

Don

or

IDD

escr

iptio

n

Fun

ds

accr

ued

prio

r yea

r

Fun

ds b

/f fr

om p

rior

year

Fund

s re

ceiv

ed/

Adju

stm

ent

2014

Fun

ds

accr

ued

2014

Tot

al

avai

labl

e 20

14

Per

sonn

el

cost

s

Pr

ofes

sion

al

serv

ices

T

rain

ing

Ope

ratio

nal

trav

el

Sup

plie

s &

se

rvic

es

Pa

rtner

ship

s C

apita

l &

Depr

ecia

tion

Tot

al

Expe

nditu

re

Fun

ds c

/f as

at 3

1 D

ec 2

014

CO

RA

F/W

ECA

RD

CO

WE-

987

An In

tegr

ated

C

erea

l-Liv

esto

ck-

Tree

Sys

tem

for

Sust

aina

ble

Land

U

se a

nd Im

prov

ed

Live

lihoo

ds o

f Sm

allh

olde

r Fa

rmer

s in

th

e Sa

hel

(Cer

Live

Tree

s) (2

7,97

4) -

- 1

49,8

84

121

,910

2

8,04

1 1

3,64

3 9

26

30,

059

49,

239

- 1

21,9

10

C

once

rn W

orld

wid

e

CO

WZ-

1102

Impr

ovin

g R

esilie

nce

of

280,

000

settl

ed

and

Nom

adic

M

argi

nalis

ed

Com

mun

ities

to

Clim

ate

and

Con

flict

-rela

ted

Shoc

ks a

nd

Stre

sses

in E

aste

rn

Cha

d an

d W

este

rn

Suda

n -

- 4

9,95

8 -

49,

958

2,4

53

12,

132

- 2

2,91

1 1

2,46

3 -

49,

958

CO

WZ-

979

Max

imis

ing

Rur

al

Com

mun

ities

’ Li

velih

ood

Opt

ions

thro

ugh

Enga

gem

ent

betw

een

Non

-sta

te

acto

rs, G

over

nmen

t an

d th

e Pr

ivat

e Se

ctor

in B

urun

di (1

1,62

7) -

14,

205

- 2

,578

-

- -

- 2

,578

-

2,5

78

In

tern

atio

nale

en

Rec

herc

he A

gron

omiq

ue p

our l

e D

ével

oppe

men

t (C

IRA

D)

C

RAD

-10

46

AFS-

4-FO

OD

En

hanc

ing

Food

Se

curit

y an

d W

ell-b

eing

of R

ural

Af

rican

Hou

seho

lds

thro

ugh

Impr

oved

Sy

nerg

y be

twee

n Ag

ro-F

ores

try

Syst

ems

and

Food

C

rops

- 1

,708

2

1,14

5 1

7,38

4 4

0,23

7 -

3,7

42

3,2

50

5,4

12

27,

834

- 4

0,23

7

Exh

ibit

1b: A

nalys

is of

sou

rces

and

app

licat

ions

of r

estr

icted

pro

ject

gra

nts

99EXHIBITS


Exh

ibit

1b: A

nalys

is of

sou

rces

and

app

licat

ions

of r

estr

icted

pro

ject

gra

nts

S

ourc

es o

f fun

ds A

pplic

atio

ns o

f fun

ds

Dono

r Na

me

Don

or

IDD

escr

iptio

n

Fun

ds

accr

ued

prio

r yea

r

Fun

ds b

/f fr

om p

rior

year

Fund

s re

ceiv

ed/

Adju

stm

ent

2014

Fun

ds

accr

ued

2014

Tot

al

avai

labl

e 20

14

Per

sonn

el

cost

s

Pr

ofes

sion

al

serv

ices

T

rain

ing

Ope

ratio

nal

trav

el

Sup

plie

s &

se

rvic

es

Pa

rtner

ship

s C

apita

l &

Depr

ecia

tion

Tot

al

Expe

nditu

re

Fun

ds c

/f as

at 3

1 D

ec 2

014

CG

IAR

FU

ND

CR

P11-

1030

Dry

land

Sys

tem

s (2

71,0

91)

- 6

20,4

23

236

,883

5

86,2

15

264

,622

1

41,9

90

- 8

9,69

0 2

6,58

8 6

3,32

4 -

586

,215

CR

P12-

1032

Inte

grat

ed s

yste

ms

for t

he h

umid

tro

pics

(153

,080

) -

632

,541

4

61,4

89

940

,951

3

36,3

76

246

,369

4

,896

1

23,3

54

111

,587

1

16,1

18

2,2

49

940

,951

C

RP2

-10

28Po

licie

s, In

stitu

tions

an

d M

arke

ts (8

6,00

3) -

1,0

57,7

53

344

,342

1,31

6,09

2 5

51,7

74

419

,715

1

,749

1

11,9

44

112

,849

1

18,0

61

- 1

,316

,092

C

RP4

-10

18Ag

ricul

ture

for

Nut

ritio

n an

d H

ealth

- 1

88,3

92

330

,683

9

,315

5

28,3

90

154

,968

1

51,0

25

10,

235

64,

336

73,

813

61,

905

12,

108

528

,390

C

RP5

-10

16W

ater

, Lan

d an

d Ec

osys

tem

s (3

25,8

37)

- 1

,245

,968

6

06,0

73

1,

526,

204

626

,339

3

89,1

85

5,1

71

74,

410

247

,967

3

0,01

4 1

53,1

17

1,5

26,2

04

C

RP6

-97

8

Fore

sts,

Tre

es

and

Agro

fore

stry

: Li

velih

oods

, La

ndsc

apes

and

G

over

nanc

e

(3,4

08,8

84)

- 1

1,32

7,04

5 1

,694

,414

9,61

2,57

6 3

,594

,243

3

,656

,692

3

8,17

0 9

16,8

50

1,0

04,4

45

386

,072

1

6,10

5 9

,612

,576

C

RP7

-97

0

Clim

ate

Cha

nge,

Ag

ricul

ture

and

Fo

od S

ecur

ity

(1,6

59,4

89)

- 3

,165

,843

2

,925

,557

4

,431

,911

1

,598

,371

1

,591

,001

4

4,91

6 4

48,9

20

518

,515

2

15,5

96

14,

593

4,4

31,9

11

In

tern

atio

nal M

aize

and

Whe

at Im

prov

emen

t Cen

ter

C

YMT-

941

Enha

ncin

g To

tal

Farm

Pro

duct

ivity

in

Sm

allh

olde

r C

onse

rvat

ion

Agric

ultu

re B

ased

Sy

stem

s in

Eas

tern

Af

rica

(22,

293)

- 2

1,71

2 -

(580

) -

- -

- (5

80)

- (5

80)

D

anis

h In

tern

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nal D

evel

opm

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genc

y

D

AND

-10

63

Stre

ngth

enin

g D

istri

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evel

C

apac

ity fo

r R

educ

ing

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-Ba

sed

Emis

sion

s an

d G

reen

ing

the

Econ

omy

thro

ugh

Low

-Em

issi

ons

Dev

elop

men

t Pol

icy

that

Con

tribu

tes

to N

atio

nally

Ap

prop

riate

M

itiga

tion

Actio

ns -

119

,728

2

,046

,564

-

2,

166,

292

204

,292

1

86,7

72

2,6

64

74,

865

56,

009

189

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-

713

,962

1

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,329



S

ourc

es o

f fun

ds A

pplic

atio

ns o

f fun

ds

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r Na

me

Don

or

IDD

escr

iptio

n

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ds

accr

ued

prio

r yea

r

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ds b

/f fr

om p

rior

year

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s re

ceiv

ed/

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stm

ent

2014

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ds

accr

ued

2014

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al

avai

labl

e 20

14

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sonn

el

cost

s

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ofes

sion

al

serv

ices

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rain

ing

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ratio

nal

trav

el

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plie

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se

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Pa

rtner

ship

s C

apita

l &

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ecia

tion

Tot

al

Expe

nditu

re

Fun

ds c

/f as

at 3

1 D

ec 2

014

Dep

artm

ent f

or In

tern

atio

nal D

evel

opm

ent

D

FID

-10

65

A W

rites

hop

on

Stre

ngth

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g R

esilie

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in th

e D

ryla

nds

of E

asr

Afric

a: T

he R

ole

of

Fore

sts

and

Tree

s (1

33,6

85)

- 1

62,5

23

40

28,

879

- 1

3,41

4 5

00

3,1

65

11,

800

- 2

8,87

9

Dup

ont P

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er In

c

D

UPZ

-10

86

Dup

ont P

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er’s

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gem

ent w

ith

the

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Gre

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Agric

ultu

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Partn

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ip -

300

,000

-

- 3

00,0

00

- 3

,126

1

0,86

0 4

69

6,7

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- 2

1,19

4 2

78,8

06

Ebon

y En

terp

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Ltd

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LZ-

821

Rw

anda

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ter

Plan

For

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atio

n (1

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05)

- -

190

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escr

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labl

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apita

l &

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nditu

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ds c

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at 3

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ec 2

014

EU

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dapt

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and

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grat

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and

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r N

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esou

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EU

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Res

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friC

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(441

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357

Food

and

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Org

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the

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ted

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ions

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1037

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ps

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a an

d As

ia to

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nefit

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mun

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rest

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arbo

n M

arke

ts (6

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499

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ricul

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ya

and

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robi

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- 4

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0 -

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Foru

m fo

r Agr

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h in

Afr

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FA

RA-

717

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inte

nsifi

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stoc

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s pr

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- 4

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al

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/f as

at 3

1 D

ec 2

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Finl

and

FI

ND

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Impr

ovin

g Fo

od

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rica

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ugh

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acity

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ldin

g in

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d In

form

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min

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Inte

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-

834

2

7,41

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390

-

28,

640

81,

426

IC

AR-

984

Enab

ling

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l H

olde

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nera

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mun

ities

to

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re S

usta

inab

le

Live

lihoo

ds u

nder

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hang

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ate

in In

dia

- 5

7,71

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-

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stitu

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IC

RI-

1026

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Inte

nsifi

catio

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th

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dis

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s)

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i -

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Exh

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latfo

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Inte

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ia to

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nefit

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- 3

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Rea

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tent

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1043

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me

for t

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rnat

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678

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78,4

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552

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69

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and

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lihoo

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325

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Up

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serv

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ricul

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mpr

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velih

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and

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viro

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ster

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d So

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frica

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325)

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325

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tern

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1068

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nsifi

catio

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ext G

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2) -

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IL

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1116

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ques

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n O

ptio

ns in

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tora

l an

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in A

frica

- 6

5,99

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nive

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UN

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uida

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for

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and

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tipur

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urse

ries

and

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fram

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ping

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terv

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and

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nanc

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sms

and

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itutio

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usta

inab

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otio

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nditu

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ds c

/f as

at 3

1 D

ec 2

014

Rig

hts

and

Res

ourc

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roup

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ons

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ure

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labo

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epub

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1015

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0) (3

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Inte

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l Dev

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men

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serv

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with

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nalys

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licat

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of r

estr

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ject

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S

ourc

es o

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pplic

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ns o

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r Na

me

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or

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escr

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ds b

/f fr

om p

rior

year

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ceiv

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stm

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2014

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ds

accr

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al

avai

labl

e 20

14

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sonn

el

cost

s

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ofes

sion

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serv

ices

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rain

ing

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ratio

nal

trav

el

Sup

plie

s &

se

rvic

es

Pa

rtner

ship

s C

apita

l &

Depr

ecia

tion

Tot

al

Expe

nditu

re

Fun

ds c

/f as

at 3

1 D

ec 2

014

Swed

ish

Uni

vers

ity o

f Agr

icul

tura

l Sci

ence

s

SL

UZ-

945

“App

roac

hes

for A

naly

sing

M

ulti-

func

tiona

lity

of A

grof

ores

try

Syst

ems

in W

este

rn

Keny

a in

Rel

atio

n to

Clim

ate

Cha

nge

Adap

tatio

n an

d M

itiga

tion”

and

“M

ultif

unct

iona

lity

of A

grof

ores

try

Syst

ems”

- 5

1,91

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is

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CD

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79

Esta

blis

h Af

rican

Pl

ant B

reed

ing

Acad

emy

(AfP

BA)

in N

airo

bi, K

enya

w

ith s

uppo

rt fro

m th

e W

orld

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rofo

rest

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ente

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RAF

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vers

ity o

f Cop

enha

gen

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CO

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ultu

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Impa

cts

of

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efor

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ions

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me

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46

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46

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Exh

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nalys

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rces

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app

licat

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estr

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ject

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ds b

/f fr

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rior

year

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ceiv

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ds

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2014

Tot

al

avai

labl

e 20

14

Per

sonn

el

cost

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Pr

ofes

sion

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serv

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rain

ing

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ratio

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trav

el

Sup

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s &

se

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es

Pa

rtner

ship

s C

apita

l &

Depr

ecia

tion

Tot

al

Expe

nditu

re

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ds c

/f as

at 3

1 D

ec 2

014

U

NEP

-10

62

Cap

acity

Bui

ldin

g in

N

atio

nal P

lann

ing

for F

ood

Secu

rity

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ngth

en

the

Cap

acity

at

the

Nat

iona

l Le

vel t

o Id

entif

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viro

nmen

tal

Impa

cts

and

Ecos

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ter a

nd N

etw

ork

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N)

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NEP

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49,

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U

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ased

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f Ag

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inpu

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TEEB

for

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ultu

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nd

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00,0

00

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1,78

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usta

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of

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- 7

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-

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245

5

,710

1

,860

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Exh

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nalys

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and

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licat

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of r

estr

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121EXHIBITS


S

ourc

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pplic

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Dono

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me

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or

IDD

escr

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/f fr

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year

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Per

sonn

el

cost

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ofes

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ratio

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trav

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s C

apita

l &

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ecia

tion

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al

Expe

nditu

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ds c

/f as

at 3

1 D

ec 2

014

U

NEP

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Rev

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limat

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hang

e w

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aasa

i Mau

Fo

rest

and

its

Futu

re Im

plic

atio

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sai M

au

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ompl

ex’s

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serv

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,101

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12

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,211

3

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5

49

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nite

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roje

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U

NO

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25

Impl

emen

tatio

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Agr

ofor

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Al

tern

ativ

es to

Sh

iftin

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ultiv

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nmar

(L

ivel

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d an

d Fo

od S

ecur

ity T

rust

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nd -

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ject

) -

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U

NU

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14

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U

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logi

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9,49

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SAD

-82

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Food

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) - P

hase

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24,

091

U

SAD

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hase

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Exhibit 1c

SCHEDULE OF INTER CENTRE ACTIVITY For the year ended December 31 2014 (in US Dollars ‘000’)

PIA Other sub-contracts Total

W1-2 W3 Bilateral Other W3 Bilateral Other W1-2 W3 Bilateral Other Africa Rice - - - - - - - - - Bioversity - - - - - - - - - CIAT - - - - 99 - - 99 - 99

CIFOR - - - - 280 - - 280 - 280

CIMMYT - - - - 69 - - 69 - 69

CIP - - - - 58 - - 58 - 58

ICARDA - - - - - - - - - ICRISAT - - - - - - - - - IFPRI - - - - 54 - - 54 - 54

IITA - - - - 63 - - 63 - 63

ILRI - - - - - - - - - IRRI - - - - - - - - - IWMI - - - - 8 - - 8 - 8

ICRAF - - - - - - - - - Worldfish - - - - - - - - - Consortium 10 10 - 10

- - - - - 641 - - - 641 - 641

127EXHIBITS




Exhibit 2

PROPERTY AND EQUIPMENT DETAILED SCHEDULE

AS AT 31st DECEMBER 2014 (in US Dollars ‘000’)

2014

Physical Facilities Infrastructure & Leasehold

Furnishing & Equipment Total 2013

COSTBalance : January 1 7,652 463 13,623 21,738 19,891

Work in Progress 1,031 545 1,576 - ReclassificationCurrent PeriodAdditions 1,418 2,377 3,795 2,225

Work in Progress 154 - 154 672 Disposals (231) (231) (2,524)

Balance December 31 10,255 463 16,314 27,032 20,264

ACCUMULATED DEPRECIATION

Balance : January 1 (4,293) (317) (12,318) (16,928) (14,541)Current PeriodAdditions (286) (9) (1,564) (1,859) (2,585)

Disposals - - 225 225 2,515

Balance December 31 (4,579) (326) (13,657) (18,562) (14,611)

NET BOOK VALUE 5,676 137 2,657 8,470 5,653

129EXHIBITS


Exhibit 3

Statement of Overhead ExpensesFor the year ended December 31 2014 (in US Dollars ‘000’)

2014 2013Research Expenses (inc services) 54,226 49,872 Less: CG Center Collaboration 641 324 General and Administration Expenses 7,795 7,166 Total Costs 62,662 57,362

Percentage Indirect/Direct 14.4% 14.4%



Exhibit 4

AWARD PROGRAMFor the year ended December 31 2014 (In US Dollars ‘000)

Award Programme Total 2013Grants received/Receivable

Brought Forward - 6

AGRA 176 176 - AGROPOLIS 84 84 - USAID 1,078 1,078 1,085

USAID Country Missions 1,245 1,245 - Bill & Melinda Gates Foundation (AWARD) 3,679 3,679 3,738 IFPRI 6 6 37 ICRAF - - 10

MULT 1 1 - Brought Forward 4,712 4,712 4,422

Interest Earned 16 16 - Receipts during the year 2 2 -

Total 10,997 10,997 9,298

ExpenditurePersonnel costs 1,223 1,223 1,457 Professional services and Supplies 1,847 1,847 1,590 Operational travel 1,022 1,022 1,391 Partnerships/Small Grants 308 308 98 Depreciation - - 50 Total 4,400 4,400 4,586

Grants balance c/f (deficit) 6,597 6,597 4,712

AWARD is a privileged service provider of the CGIAR Consortium with regard to capacity building of femalescientists from partner institutions in the CRPs, and at CGIAR system level, as per the Consortium Gender Strategy.AWARD is hosted by ICRAF under a memorandum of understanding between ICRAF and the CGIAR Consortium.

131EXHIBITS


Exhibit 5

OCS SUPPORT UNITFor the year ended December 31 2014 (In US Dollars ‘000)

OSU Programme Total 2013

Grants received/Receivable

Receipts during the year 1,809 1,809 -

Total 1,809 1,809 -

Expenditure

Personnel costs 258 258 - Professional services and Supplies 863 863 - Operational travel 16 16 - Partnerships/Small Grants 10 10 - Depreciation - - - Total 1,147 1,147 -

Grants balance c/f (deficit) 662 662 -



Exhibit 6

CGIAR Research Program 1.1: Agricultural systems in dry areas

As at 31st December 2014 (In US Dollars)

EXPENDITURE REPORT FUNDING REPORT

W1 + W2

Funds Window 3 Bilateral Centre Funds Total INCOME YEAR 3 TOTAL

Personnel Costs 323,244 760,304 371,746 - 1,455,295

OP. BALANCE (271,091) (271,091)

Collaborators/Partnership Costs - CG Centers

- - - - -

CRP W1+W2 funds 620,423 620,423

Collaborators/Partnership Costs - Others

63,099 16,943 - - 80,042

TOTAL 349,332 349,332

Supplies and Services 33,718 823,277 357,465 - 1,214,461

Operational Travel 89,690 166,262 140,788 - 396,740

Depreciation - 15,130 56,933 - 72,063 EXPENDITURE TOTAL

Subtotal 509,752 1,781,916 926,932 - 3,218,600 CRP W1+W2 Expenses 586,215 586,215

Institutional Overhead (% of direct cost)

76,463 142,564 122,848 - 341,875

TOTAL EXPENDITURE 586,215 586,215

TOTAL 586,215 1,924,480

1,049,780 - 3,560,475 BALANCE (236,883) (236,883)

133EXHIBITS


Exhibit 6

CGIAR Research Program 1.2: Integrated systems for the humid tropics



W1 + W2


Personnel Costs 436,275 - 63,076 - 499,352 OP. BALANCE (153,080) (153,080)Collaborators/Partnership Costs - CG Centers - - - - -

CRP W1+W2 funds 632,541 632,541

Collaborators/Partnership Costs - Others 114,663 - 44,408 - 159,070

TOTAL 479,461 479,461

Supplies and Services 140,221 - 41,985 - 182,206

Operational Travel 124,810 - 24,794 - 149,604

Depreciation 2,249 - - - 2,249 EXPENDITURE TOTAL

Subtotal 818,218 - 174,263 - 992,481 CRP W1+W2 Expenses 940,951 940,951

Institutional Overhead (% of direct cost) 122,733 - 27,741 - 150,474


TOTAL 940,951 - 202,004 - 1,142,954 BALANCE (461,489) (461,489)



Exhibit 6

CGIAR Research Program 2: Policies, Institutions and Markets



W1 + W2 Funds Window 3 Bilateral

Centre Funds Total INCOME YEAR 3 TOTAL

Personnel Costs 697,449 37,671 233,912 59,572 1,028,605 OP. BALANCE (86,003) (86,003)Collaborators/Partnership Costs - CG Centers 116,000 116,000

CRP W1+W2 funds 1,057,753 1,057,753

Collaborators/Partnership Costs - Others 2,061 61,894 63,955

TOTAL 971,750 971,750

Supplies and Services 216,974 15,096 95,597 17,961 345,628

Operational Travel 111,944 8,050 91,127 7,665 218,786

Depreciation 5,140 760 5,900 EXPENDITURE

TOTAL

Contingency (only for budgeting purposes) - -

Subtotal 1,144,428 60,817 487,671

85,958 1,778,873 CRP W1+W2 Expenses 1,316,092 1,316,092

Institutional Overhead (% of direct cost) 171,664 6,431 63,802 241,897

TOTAL EXPENDITURE

1,316,092

1,316,092

TOTAL

1,316,092

67,248 551,473

85,958

2,020,770

BALANCE (344,342) (344,342)

135EXHIBITS


Exhibit 6

CGIAR Research Program 4: Agriculture for Nutrition and Health



W1 + W2


Personnel Costs 199,695 55,110 - - 254,805 OP. BALANCE 188,392 188,392 Collaborators/Partnership Costs - CG Centers - - - - -

CRP W1+W2 funds 330,683 330,683

Collaborators/Partnership Costs - Others 61,905 12,000 - - 73,905

TOTAL 519,075 519,075

Supplies and Services 113,230 117,253 - - 230,483

Operational Travel 72,531 15,636 - - 88,167


Subtotal 459,470 199,999 - - 659,469 CRP W1+W2 Expenses 528,390 528,390

Institutional Overhead (% of direct cost) 68,920 30,000 - - 98,920


TOTAL 528,390 229,999 - - 758,389 BALANCE (9,315) (9,315)



Exhibit 6

CGIAR Research Program 5: Water, Land and Ecosystems



W1 + W2


Personnel Costs 780,014 -

1,033,905 119,509 1,933,428 OP. BALANCE (325,821) (325,821)

Collaborators/Partnership Costs - CG Centers - - - - -

CRP W1+W2 funds 1,245,968 1,245,968

Collaborators/Partnership Costs - Others 30,014 - 155,017 - 185,032

TOTAL 920,147 920,147

Supplies and Services 289,580 - 868,754 (49,983) 1,108,351

Operational Travel 74,410 - 254,181 15,725 344,317

Depreciation 153,117 - 57,113 11,862 222,092 EXPENDITURE TOTAL

Subtotal 1,327,135 -

2,368,971 97,113 3,793,219 CRP W1+W2 Expenses 1,526,205 1,526,205

Institutional Overhead (% of direct cost) 199,070 - 355,547 - 554,618

TOTAL EXPENDITURE 1,526,205 1,526,205

TOTAL 1,526,205

-

2,724,519

97,113 4,347,837

BALANCE (606,059) (606,059)

137EXHIBITS


Exhibit 6

CGIAR Research Program 6: Forests Trees and Agroforestry



W1 + W2


Personnel Costs

5,095,941

1,229,744

8,747,147

15,072,833

OP. BALANCE (3,408,884) (3,408,884)

Collaborators/Partnership Costs - CG Centers - 109,900 345,515 455,414

CRP W1+W2 funds 10,653,996 10,653,996

Collaborators/Partnership Costs - Others 386,072 342,901

3,565,795 4,294,767

CRP Cross Cutting Funds 673,049 673,049

Supplies and Services 1,943,774 990,271 4,511,040 7,445,085 TOTAL 7,918,162 7,918,162

Operational travel 916,870 449,509

2,382,204 3,748,583

Depreciation 16,105 18,479 690,547 725,131 EXPENDITURE TOTAL

Contingency (only for budgeting purposes) - - - -

CRP W1+W2 Expenses 7,325,382 7,325,382

Subtotal 8,358,762 3,140,803

20,242,248 -

31,741,813

CRP Cross Cutting Expenses

2,287,194 2,287,194

Institutional Overhead (% of direct cost) 1,253,814 354,797

2,225,464 - 3,834,075


TOTAL 9,612,576 3,495,600

22,467,712 - 35,575,888 BALANCE (1,694,414) (1,694,414)



Exhibit 6

CGIAR Research Program 7: Climate Change, Agriculture and Food Security



W1 + W2


Personnel Costs 1,427,978 170,377 817,631 - 2,415,986 OP. BALANCE (1,659,489) (1,659,489)Collaborators/Partnership Costs - CG Centers 63,671 6,359 - - 70,030

Adjustment 404,373 404,373

Collaborators/Partnership Costs - Others 92,026 123,212 128,123 - 343,360

CRP W1+W2 funds 2,761,470 2,761,470

Supplies and Services 1,433,928 73,827 484,131 - 1,991,886 TOTAL 1,506,354 1,506,354

Operational Travel 407,516 40,349 218,275 - 666,140


Subtotal 3,439,712 414,124

1,684,159 - 5,501,995 CRP W1+W2 Expenses 4,431,911 4,431,911

Institutional Overhead (% of direct cost) 515,957 62,119 229,961 - 808,037


TOTAL 3,955,669 476,242

1,878,121 - 6,310,032 BALANCE (2,925,557) (2,925,557)

139EXHIBITS


Exhibit 6

CGIAR Research Program 8: GenebanksAs at 31st December 2014 (In US Dollars)


W1 + W2


Personnel Costs 484,798 - - 203,297 688,095 OP. BALANCE (199,869) (199,869)Collaborators/Partnership Costs - CG Centers

- - - - -

CRP W1+W2 funds 722,937 722,937

Collaborators/Partnership Costs - Others

12,071 - - - 12,071

TOTAL 523,068 523,068

Supplies and Services 172,230 - - 89,228 261,458

Operational Travel 100,961 - - 43,965 144,926

Depreciation 149,603 - - 6,831 156,434 EXPENDITURE TOTAL

Subtotal 919,663 - - 343,321 1,262,984 CRP W1+W2 Expenses 1,036,249 1,036,249

Institutional Overhead (% of direct cost) 116,586 - - - 116,586


TOTAL 1,036,249 - - 343,321 1,379,570 BALANCE (513,181) (513,181)


NOTES

141NOTES


NOTES



NOTES


United Nations Avenue, Gigiri, P.O Box 30677-00100 Nairobi, KenyaPhone: + (254) 20 722 4000, Fax: + (254) 20 722 4001

Via USA phone: (1-650) 833-6645, Fax: (1-650) 833-6646, Email: [email protected]

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