2.1 Strategy
2.2 Programme Priorities
2.3 Mode of Operation
As noted earlier in Box 1.4, IPGRI is now a fully independent institute of the CGIAR. IPGRI's Strategic Plan was developed between 1990 and 1992 through an evolutionary process and following wide consultation with national programme scientists and other partners The recommendations of IBPGR's Third External Review were incorporated and the research agenda was expanded to include aspects of policy, strategy, and conservation and use of genetic resources. Forestry, in situ conservation, and social and cultural aspects of genetic resources conservation were also added to the Institute's programme. The draft strategy was then discussed by TAC and circulated to donors for inputs, after which IPGRI's Strategy document, Diversity for Development, was published in 1993.
IPGRI's Strategy assesses the nature and essential elements of the challenges facing IPGRI in a changing external environment, and identifies the partners and partnerships needed for the sustainable conservation and use of plant genetic resources. It then relates these external considerations to IPGRI's mandate, mission and long-term objectives (Box 1.2); and describes IPGRI's four objectives, guiding principles, and processes for priority setting, programme implementation, impact assessment, and resource allocation.
IPGRI differs from most other CGIAR institutions in that its work is executed principally by supporting and facilitating the work of other national, regional and international institutions. Since the Strategy was published, however, there have been a number of changes in the external environment in which IPGRI operates; and these have required changes in the structure and overall programme and management of the Institute.
Major changes in the external environment include the coming into force of the Convention on Biological Diversity (Box 1.1), the adoption of the Global Plan of Action (Box 1.3; Appendix VI), and the ongoing renegotiation of the International Undertaking on Plant Genetic Resources. CGIAR-related changes include the addition of INIBAP and the leadership of the CGIAR System-wide Genetic Resources Programme (SGRP) to IPGRI's programme (Box 1.4). Also, significant technological developments have taken place, for instance in the area of GIS, in biochemical and molecular techniques for genetic diversity assessment, in information sciences and in in vitro conservation and cryopreservation. Some of these improvements in technology are, at least in part, due to the research efforts of IPGRI, and have in turn influenced IPGRI's Strategy.
Consequently, IPGRI is continually refining its strategies in several programme areas; and most of these new developments are reflected in the documents prepared for the EPMR, and IPGRI's draft Medium Term Plan for 1998-2000. IPGRI now plans to further refine its long-term Strategy in light of discussions with TAC and its external partners, together with the recommendations of this Review.
IPGRI is aware that its potential agenda, as set out in its Strategy, is very broad in scope; and that it is important for IPGRI to set clear priorities for its work if it is to achieve maximum impact. IPGRI's current priority-setting framework seeks to take account of the external setting, partnerships, and the implementation capacity of the Institution.
IPGRI's priorities are reflected in the draft MTP document which lays out the internal framework for action for the next few years. Like the Strategy, IPGRI sought to develop its draft MTP through a consultative process within the Centre and with partners. It was also influenced by CGIAR strategies and priorities as recommended by TAC.
IPGRI's programme is derived from an analysis of needs and opportunities within the framework set by its Strategy (Section 2.1) which provides general guidelines for priority setting by objectives, regions/country and genepool/species. Consequently, IPGRI relates to a large array of partners, stakeholders across five regions, ranging from national programmes, CGIAR Centres, other IARCs and institutions active in the region, and to NGOs and farmers.
In addition to specific criteria relating to objectives, regional/country and genepool/species priorities (see Box 2.1), IPGRI considers the following factors in making its decisions within the context of its overall programme priorities: IPGRI's Guiding Principles (see draft MTP 1998-2000); the strength of demand, as gauged by feedback from partners and the wider circle of users of PGR; opportunities to maximize benefits through collaboration with other agencies active in plant genetic resources conservation and use; the prospect of achieving success and greatest impact; and the urgency of the issue. IPGRI implements its programme through a series of projects. It currently manages 20 projects (for the MTP 1998-2000 period), each having at least 4 to 5 activities, with a single activity sometimes spread over several countries/locations and involving many partners.
IPGRI's mode of operation is perhaps unique within the CGIAR System and in the wider field of international research and development. IPGRI does not have its own research facilities but operates primarily as catalyst and facilitator, contracting most of its research to partner institutions. IPGRI is also a specialized development institute that provides direct technical support to national plant genetic resources programmes. IPGRI's mode of operation is the result of a conscious decision to give value to flexibility and partnerships in an effort to maximize the cost-effectiveness of its programme.
While IPGRI gives primary emphasis to partnership with national programmes in developing countries, specific activities are also carried out in partnership with institutions in industrialized countries, in order to draw on cutting-edge research. IPGRI's partners are found at all levels of plant genetic resources work: national plant genetic resources programmes; international and regional organizations; scientific organizations, including universities, research institutions, herbaria and botanical gardens; NGOs; private sector groups, including breeders' networks, commercial seed companies and biotechnology firms; and community-based organizations, including farmers' and women's groups. Major partners also include FAO and the other CGIAR Centres, with which IPGRI collaborates as a member of the SGRP on System-level issues and with individual Centres on specific issues of common interest
IPGRI staff, located with partner research institutions in 16 countries around the world, have a wide range of scientific and technical expertise. However, individuals are selected not only for their professional expertise but also for their aptitude for working effectively within IPGRI's mode of operation. Locally recruited professionals, part-time Honorary Fellows, associate experts, thesis students, scientists seconded from other organizations, and visiting scientists extend the Institute's disciplinary breadth beyond that which is possible through its complement of internationally recruited staff alone.
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Box 2.1: Genepool Priorities in IPGRI While IPGRI only works on the mandate species of other CGIAR Centres when there are exceptional reasons for doing so, the Institute is nevertheless still faced with a very large number of possible genepools on which it could work. Priorities have to be set both for the specific commodity networks to be supported by IPGRI, as well as those genepools to be covered within regional or thematic networks. In the latter cases, priorities are set jointly with the network participants. Criteria for choosing genepools include their importance in smallholder production, the extent to which they contribute to poverty alleviation and environmental protection and the degree of threat by genetic erosion (for a more detailed list of the criteria applied, see Section 2.5 of the Medium Term Plan (MTP), 1998-2000). In addition, IPGRI often chooses to work on species which serve as models from which broader implications can be drawn, e.g. in the case of underutilized species, leafy vegetables and recalcitrant-seeded trees. Based on these multiple considerations, IPGRI plans to give highest priority to the following genepools during the period of this MTP: Commodities to be addressed through specific commodity networks: · banana and plantain Commodities to be addressed through Regional and Thematic networks: · African Leafy Vegetables: bitter leaf, black nightshade, cowpea leaves · ECP/GR: Allium, Avena, barley, Brassica, forages, grain legumes. Malus, Prunus, Pyrus · EUFORGEN: black poplar, cork oak, noble hardwoods, Norway spruce and social broad-leaved trees · Recalcitrant forest tree seeds: African plum, Brazil nut, Dipterocarps, mahogany, neem, shea butter tree · REDARFIT: Capsicum, sapote · REMERFI: Capsicum, passion fruits · TROPIGEN: Capsicum, pineapple · Underutilized Mediterranean Species Networks: hulled wheats, oregano, pistachio, rocket · Underutilized species in Asia: buckwheat, Lathyrus, safflower, sesame, taro · UTFANET: citrus, mango, rambutan · WANANET: almonds, forage species, pistachio |
IPGRI seeks to maximize the effectiveness of its staff and financial resources by sharing them among partners and allocating them to activities which have the greatest leverage potential. Hand in hand with cost-effectiveness to IPGRI, this approach should in principle bring similar benefit to IPGRI's partners.
The flexibility achieved through IPGRI's approach seeks to allow the Institute to remain responsive to changing needs and circumstances. It also enables IPGRI to take a broad view of biodiversity issues in general, and conservation and use of plant genetic resources in particular.
