From rhizobotany@qmrelay.mail.cornell.eduTue Oct 3 01:32:09 1995 Date: 27 Sep 1995 20:56:30 -0500 From: Rhizobotany To: sanet-mg@amani.ces.ncsu.edu, Rich Zobel Subject: Request for Preproposals- T Mail*Link(r) SMTP Request for Preproposals: The Soil Management CRSP NOTE: Readers may send this document to other interested parties or post it on other bulletin boards. REQUEST FOR PREPROPOSALS: THE SOIL MANAGEMENT CRSP, 1996-2001 PROCESS AND ELIGIBILITY The Soil Management Collaborative Research Support Program (SM-CRSP) is soliciting preproposals for a five-year grant period beginning in the 1996 fiscal year. The projected funding level is $2.5n3.0 million per year. The application process involves two steps: i Interested parties must submit a preproposal by November 17, 1995. i Those whose preproposals are selected will be invited to submit a full proposal, from which the awardees will be selected. Any technically qualified institution is eligible to participate in the SM-CRSP. The program will be jointly funded: in part by the United States Agency for International Development (USAID) and in part by cost-sharing from participating institutions. Part 1 of this RFP outlines the programis objectives and the general research framework within which individual projects will operate. Part 2 presents the preproposal topics. Part 3 presents the guidelines for submitting preproposals and the criteria upon which they will be judged. This document is posted on the World Wide Web at the following address: http://www2.ncsu.edu/ncsu/cals/international/crsp/soil/ PART 1: PROGRAM OBJECTIVES AND RESEARCH FRAMEWORK USAIDis Mission, Goals, and Strategic Objectives The SM-CRSPis primary purpose is to help the USAID achieve its mission, goals, and strategic objectives. USAIDis mission is to promote sustainable development, defined as economic and social growth that does not exhaust a countryis resources; that respects and safeguards the economic, cultural, and natural environment; that creates opportunities for enterprises and incomes to grow; that builds effective institutions; and that empowers citizens. Two Agency-wide goals are particularly relevant to the SM-CRSP: economic growth and sustainable environmental management. The three strategic objectives articulated by USAIDis Office of Agriculture and Food Security (AFS) will serve to focus the SM-CRSP: 1. To ensure adequate quantities and qualities of food 2. To increase access to food among poorer households 3. To promote agricultural practices that enhance the natural-resource base. Program Objectives The SM-CRSP will work to develop, evaluate, and promote the transfer of soil-management and integrated nutrient management technologies that increase agricultural productivity, enhance food security, and serve the economic and environmental interests of developing countries and the U.S. Program Strategy To respond most effectively to USAIDis mission, goals, and strategic objectives, the SM-CRSP will work: i To develop products necessary to overcome the principal soil-management constraints to agricultural productivity and environmental stability. i To disseminate those products in areas where a lack of information or a failure to adopt improved technologies limits agricultural performance. Operational Framework The SM-CRSP will maximize its impact by funding interdisciplinary product-development teams. These teams are expected to establish an implementation plan and an operational framework involving constraints, products, and tasks. The constraints identified in Part 2 of this RFP are problem areas with a high potential for being overcome by the SM-CRSP. Overcoming a constraint will increase agricultural productivity and environmental stability; it will require a holistic approach that integrates expertise in soil science, biological sciences, socioeconomics, and outreach. Teams will be most effective if they recognize the interrelationship of various constraints. Products are knowledge-based tools that enable users to diagnose and reduce constraints. They can take a variety of forms (e.g., policy-making guidelines, decision support systems, improved management strategies, and new technologies). Product attributes will vary depending on the constraint, the magnitude of the information gaps, and the targeted users. More than one product can be produced by a single team. Team members must determine what balance of products best serves the usersi short- and long-term needs. A wide range of social- and natural-science information must be integrated if SM-CRSP products are to help USAID achieve its strategic objectives. Decision support systems have shown great promise as products capable of achieving this integration. Product-development teams should give careful consideration to their relevance in overcoming constraints. Tasks are activities leading to the development and dissemination of a product. They can range from summarizing and interpreting published and unpublished literature, to conducting applied field experiments, to undertaking basic research. Specifics will depend on what information is needed and what must yet be done to produce and disseminate a reliable product. Product-Development Teams Each product-development team needs to integrate developmental research, strategic research, and outreach activities. These activities are briefly described below. Developmental research will synthesize information to generate a problem-solving product. The current knowledge base should be the starting point for this kind of work. As the National Research Council (NRC) has concluded, the fundamental problems of soil and water management are largely predictable and our understanding of the principles of soil management is good, but our ability to apply this knowledge to problems in complex local settings is weak. SM-CRSP teams must develop products that enable existing information to be used more efficiently. Developmental researchers will analyze and synthesize information, identify knowledge gaps, and generate, test, and refine products. Refinements will be based on input from end users, outreach specialists, and strategic researchers on the product-development team. Strategic research will (i) close knowledge gaps that limit product effectiveness and (ii) explore new research avenues with the greatest potential for reducing the target constraint. Most constraints are unlikely to be overcome by a single product. The development of as yet unforeseen products and product refinements will require a continued, but carefully directed, expansion of the knowledge base. This kind of directedness can be best established in a team context where strategic and developmental researchers plan complementary activities with outreach specialists. The team approach should also provide clear-cut mechanisms for incorporating new information into useful products. Outreach activities will help identify, develop, disseminate, evaluate, and refine the teamis products. The ultimate beneficiaries of these products should be farmers, policy-makers, and planners. Each teamis strategic implementation plan must include measurable indicators that show how outreach efforts are linked to impacts at the ultimate-beneficiary level. Outreach specialists can work through in-country transfer agents or they can work with such agents and the ultimate beneficiaries themselves. Ideally, outreach efforts would integrate representatives from both groups into one product-testing system. To maximize impact, outreach specialists must (i) clarify the needs of the ultimate beneficiaries, (ii) support adaptive research, (iii) train transfer agents/ultimate beneficiaries to use and disseminate the teamis products, and (iv) provide feedback to developmental and strategic researchers so that the products can be refined in ways that respond to usersi needs. Outreach specialists should insure that usersi needs are reflected in all phases of product development, testing, refinement, and promotion. Holistic Approach In order to overcome soil-related constraints to sustainable development, soil-science information must be integrated (i) within the discipline and (ii) across other disciplines. The SM-CRSPis product-development teams should integrate research components into a holistic framework. Teams will be most effective if they employ a systems approach that links agricultural, natural-science, and social-science components at each phase of the research, product-development, and outreach process. Target Groups Teams will be expected to package their products for one or more of the following groups. i Developing country farmers and land users, for increasing food production and access, as well as for preserving environmental quality. i Policy-makers and planners, for evaluating long-term economic and environmental outcomes of alternative soil-management practices and land-use policies. i Nongovernmental Organizations (NGOs), and Private Voluntary Organizations (PVOs), extension agents, and teachers, for diagnosing and overcoming location-specific constraints to food production, food access, and sustainable natural-resource management. i National Agricultural Research Systems (NARS) and research scientists, for identifying knowledge gaps and helping to solve high-priority problems. i Agribusinesses, for estimating economic value and the environmental side-effects of agricultural inputs on a location-specific basis. i Regulatory agencies, for assessing benefits and costs, as well as the risk and consequences of enforcing government regulations. i Banks and lending agencies, for assessing the demand for credit and the risks of agricultural loans. i Private consultants, for expanding the range and quality of service to clients. Collaborative Relationships Collaborative is the first word in the CRSP acronym and its most important program descriptor. Because no single organization has sufficient expertise to resolve the complex constraints the SM-CRSP will address, product-development teams will necessarily include collaborators from a broad range of disciplines and backgrounds. Any technically qualified institution is eligible to participate in the SM-CRSP. The range of potential participants would thus include, but not be limited to, the following organizations. i A land-grant university must be involved in all SM-CRSP projects and it must serve as the Management Entity. Land-grant universities have historically integrated basic and developmental research to create technological packages for testing and promotion by outreach specialists. i National Agricultural Research and Extension Systems (NARES) or universities from developing countries must be involved in all SM-CRSP projects. These collaborators should be involved in all phases of product development, testing, and promotion. i International Agricultural Research Centers (IARCs) are repositories of technical knowledge that can contribute to CRSP products, and their global networks can provide an effective means of expanding product impact. i PVOs and NGOs can (i) insure that products respond to usersi needs, (ii) disseminate products at the field level, and (iii) provide feedback for product refinements. i Private-sector agribusinesses can provide valuable product-development and dissemination capabilities. i Other CRSPs and projects should be encouraged to collaborate with a product-development team when their specialized expertise can help to overcome a constraint. Impact Assessment Impacts denote change from one condition, status, or behavior to another; they should not be confused with outputs. Product-development teams must establish quantifiable and verifiable indicators of their impact on USAIDis goals and strategic objectives. Detailed operational plans for developing each product should describe the specific problems to which the product can be applied, the means by which the product can help solve those problems, and a well-defined set of criteria by which product impact can be evaluated. Projects should be structured to answer the following questionsobefore, during, and after the development and dissemination of research outputs. i How do products advance USAID-supported goals and strategic objectives (i.e., increasing food production, improving food access, and preserving environmental quality)? i How do the products address the agronomic, economic, and environmental needs of ultimate beneficiaries as they define those needs? i How do the products help to develop policies that increase soil productivity and safeguard the resources upon which future generations will depend? PART 2: PREPROPOSAL TOPICS An Integrated Approach The SM-CRSP will employ an integrated approach to constraint managementoan approach sensitive to the interrelated factors that affect food production and environmental stability. This approach extends the concept of integrated nutrient management to other constraints such as erosion, land degradation, and water deficiency. Constraints should thus be overcome through the optimal balance of purchased inputs and on-farm biological resources (e.g., crop rotations, cropping patterns, legumes, animal production systems, and manures). This optimization will require that natural-science information be integrated with social, economic, and political information. Constraints The following constraints are perceived to have the greatest impact on global food production and long-term environmental security. A preproposal must address one or more of these topical constraints. 1. Nitrogen deficiency constrains plant production on more than 50% of all cultivated soils. Rice, wheat, maize, sorghum, and millet production are most frequently restricted by N availability. Not only do plants require more N than most other nutrients, but N is also the most expensive input. Even with the best technologies, only 40n60% of the applied N is recovered by the plant. More efficient use of fertilizer N is imperative. So too is maximizing the benefits from biological nitrogen fixation (BNF). Technologies that improve N-use efficiency, from organic and inorganic carriers and through the use of BNF, could dramatically increase crop productivity and protect the environment. 2. Phosphorus deficiency constrains food production on an estimated 92% of all cultivated soils. Because P supply is finite in all soils, supplemental P is required to sustain agricultural productivity. The efficiency of P amendments could be significantly improved by (i) decision aids that promote enlightened fertilization practices and policies and (ii) technologies and management strategiesoincluding the use of biotic factorsothat increase P availability. 3. Soil acidity frequently constrains crop yields to 50% of optimal levels. Among soil chemical problems, acidity and phosphorus deficiencies are the only constraints that can reduce yields to zero. Worldwide, about 32% of all soils are acidic, and that figure increases to 50% in the tropics. Acidity problems tend to be especially prevalent in areas most desirable for agricultural production (i.e., where rainfall exceeds evaporation). Although some acidity issues require additional research, management principles are, on the whole, well-understood; decision aids that help to apply the current knowledge base can thus significantly increase soil productivity. 4. Water deficiency during critical stages of plant growth is among the most serious constraints to plant growth and one that occurs across agroecological zones. The causes range from low rainfall to high runoff, restricted absorption to inefficient utilization. Nutrient- and water-use efficiencies are highly interactive: nutrient-use efficiency decreases when water supplies are inadequate, and water-use efficiency decreases when nutrient supplies are inadequate. Significant benefits could be derived by addressing the interaction between nutrient management and water-use efficiency. A variety of problem-solving tools are needed to combat this constraint. 5. Erosion and land degradation are major constraints to sustainable food production and responsible environmental management. Soil erosion degrades the chemical, physical, and biological properties of land resources (on-site) and the resulting sedimentation and non-point source pollution destroy valuable downstream investments and resources (off-site). Land degradationowhether by erosion, nutrient depletion, loss of biological properties, poor soil structure, or other factorsoreduces soil quality and is a major constraint to sustainable agriculture. Sufficient information exists on erosion-control processes, but products that lead to farmer-acceptable erosion-control practices are needed. Much is known about other causes of soil degradation; methods to quantify the state and resilience of a system, and to ameliorate problems, are less well established. PART 3: PREPROPOSAL GUIDELINES, FORMAT, EVALUATION CRITERIA Preproposal Guidelines A funded proposal must present a team approach that comprehensively addresses one or more constraints. Preproposals should thus be developed by a team. However, to insure that meritorious ideas are not overlooked, the SM-CRSP will also review single-component preproposals and, where appropriate, advise those who submit such preproposals to contact related teams to determine if a relationship can be established. Preproposals must describe the development and delivery of products that address one or more individual constraints. Because products must address both the technical and socioeconomic issues relevant to a constraint, teams are expected to employ a multidisciplinary approach. The primary terms of reference for guiding proposal development and evaluation are listed below. i Preproposals must clarify the mutual benefits to the U.S. and LDCs. i Preproposals must address one or more of the strategic objectives identified by USAIDis Office of Agriculture and Food Security (AFS). i Preproposals must demonstrate linkages with developing country collaborators. i Preproposals should clarify linkages with other CRSPs, IARCs, NGOs, PVOs, and the private sector. i Preproposals should clarify how the team will integrate developmental research, strategic research, and outreach activities. i Preproposals should describe how the proposed project will measure impact relative to AFS objectives at the transfer-agent and ultimate-beneficiary levels. i Preference will be given to preproposals from teams that address the full range of technical issues for one or more constraints and that offer a management plan for integrating and disseminating information. i Preference will be given to preproposals that aim to increase the sustainable productivity of agriculture (i.e., intensification of agriculture). i Preference will be given to preproposals that affect the greatest number of people or that show promise of producing the greatest impact on AFS strategic objectives during the course of the project. i Preference will be given to preproposals that are integrated with projects addressing other constraints. Preproposal Format A preproposal should be no more than 5 single-spaced pages (excluding institutional arrangements and budget) printed in 12-point type. It should follow the following outline: i Identification of constraint(s) i Problem statement i Justification in terms of USAID goals and AFS strategic objectives i Project objectives i Project strategy and activity plan i Project outputs i Expected agronomic, economic, and environmental impacts i Institutional arrangements, including names and affiliations i Implementation strategy i Budget, including estimated cost for personnel, equipment, supplies, travel, and overhead. Preproposals must be postmarked by November 17, 1995. Please send 10 copies to: Preproposals Soil Management CRSP NCSU Campus Box 7113 Raleigh, NC 27695-7113 Attn: Tim McBride Evaluation Criteria Evaluations of preproposals will be based on the following criteria: i Importance of the problem: 30% i Technical merit: 40% i Institutional capabilities: 20% i Implementation strategy: 10% Notification and Selection of the Management Entity Notification of acceptance or nonacceptance of preproposals will be sent by December 15. Notice of acceptance will include guidelines for submitting a full proposal. Representatives from institutions of awarded proposals will select the Management Entity, which must be a land-grant university. Thereafter, representatives will develop a global plan for submission to USAID. Questions Those who need clarification concerning substantive or procedural issues should contact Tim McBride at 919-515-3922 or send e-mail queries to: tim_mcbride@ncsu.edu. ------------------ RFC822 Header Follows ------------------ Received: by qmrelay.mail.cornell.edu with SMTP;26 Sep 1995 11:58:21 -0500 Received: from cornell.edu ([132.236.56.6]) by red-dwarf.cit.cornell.edu with SMTP id <291513-6>; Tue, 26 Sep 1995 11:54:09 -0400 Received: (from daemon@localhost) by cornell.edu (8.6.12/8.6.12) id LAA18277; Tue, 26 Sep 1995 11:54:05 -0400 Received: from amani.ces.ncsu.edu (amani.ces.ncsu.edu [152.1.45.51]) by cornell.edu (8.6.12/8.6.12) with SMTP id LAA18263; Tue, 26 Sep 1995 11:54:03 -0400 Received: (daemon@localhost) by amani.ces.ncsu.edu (8.6.12/RK-950823.0) id IAA23080 for sanet-real; Tue, 26 Sep 1995 08:10:50 -0400 Received: from romulus.cc.ncsu.edu (romulus.cc.ncsu.edu [152.1.10.19]) by amani.ces.ncsu.edu (8.6.12/RK-950823.0) with SMTP id IAA23077 for ; Tue, 26 Sep 1995 08:10:48 -0400 Received: from mcbride.hort.ncsu.edu by romulus.cc.ncsu.edu (5.65b/SYSTEMS Dec 28 15:30:00 EDT 1992) id AA05177; Tue, 26 Sep 95 08:12:13 -0400 Posted-Date: Tue, 26 Sep 1995 07:56:24 -0400 Message-Id: <9509261212.AA05177@romulus.cc.ncsu.edu> X-Sender: tpmcb@pop-in.ncsu.edu X-Mailer: Windows Eudora Version 1.4.4 Mime-Version: 1.0 Content-Type: text/plain; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable Date: Tue, 26 Sep 1995 07:56:24 -0400 X-PH: V4.1@cornell.edu (Cornell Modified) To: sanet-mg@amani.ces.ncsu.edu From: tim_mcbride@ncsu.edu (Tim McBride) Subject: Request for Preproposals: The Soil Management CRSP