The operational strategy of IPGRI in SSA is strongly modelled on partnerships, networking and teamwork. This is because of the huge agenda that exists within plant genetic resources, and the existence of a number of institutions that are stakeholders and partners in this mission.

IPGRI is an institute that stimulates and supports programmes conducted by other organizations. IPGRI’s mode of operation is perhaps unique in the CGIAR system and in the field of international research and development as IPGRI does not have its own research facilities but operates primarily as a catalyst and facilitator, contracting most of its research to partner organizations. IPGRI’s mode of operation is based on partnerships and aims at developing ideas; setting standards; forging links; conducting studies, contracting research and providing hands-on support to national PGR programmes.

Networking involves linking members with common interests and problems, allowing them to share resources, information and technologies. In IPGRI SSA networking is seen as an effective way of supporting national programmes within the region. Such networks, particularly those that have a common interest in similar species or agro-ecosystems, encourage cooperation among countries and among international, regional and national institutions. Essentially IPGRI in SSA operates with two kinds of networks - the sub-regional PGR networks, and the thematic or crop (commodity) networks. Some details on the key networks that IPGRI-SSA is associated with are provided in Section 4.2 of this report.

Team approach is a principal mode of operation within IPGRI SSA. Teams exist at 3 main levels, and for different purposes. These are:

• Field project teams: These consist of staff from institutions and sectors involved in project implementation in a particular project location/country. Such teams sometimes involve one or two IPGRI scientists. The teams are often multi-institutional, and are required to operate in an inter-disciplinary and integrated fashion.
• IPGRI-SSA Component Teams: These are small groups of IPGRI staff, charged to provide thematic leadership in particular components of IPGRI’s work. The membership of these teams is made up of IPGRI scientists from SSA, HQ or from other regions.
• Global thematic teams at HQ: IPGRI SSA staff are also involved in teams that are formed at headquarters, to provide technical input to various global and cross-cutting activities

The teams have responsibility within their respective themes and domains for scientific quality control, synthesis of scientific issues, development of strategic plans, development of concept notes and proposals, keeping up-to-date on cutting edge technologies, sharing technical information and identifying strategic partners. Examples of Component Teams in SSA are:
Genetic Diversity
Ex situ Conservation
In situ Conservation
Forest Genetic Resources
Training and Capacity Development
Information and Documentation

In addition to these, other specific task teams exist in the areas of public awareness, programme administration/ management and policy. The teams work across all the identified sub-regions of SSA. For each sub-region (East Africa, West Africa, Southern Africa, Lusophone countries), an SSA staff member serves as focal point.

Developing a work programme and establishing priorities in a region as environmentally, culturally, politically and economically diverse as sub-Saharan Africa is extremely difficult. There is a huge agenda within plant genetic resources in SSA and a large number of institutions that are stakeholders and partners. In order to implement the IPGRI-SSA strategy, we have positioned ourselves to better take advantage of the opportunities that often accompany these challenges. A set of six important criteria is used to guide the IPGRI-SSA prioritisation process.

These crosscutting issues can be defined in three ways:

Issues that all countries in SSA must address in the course of managing PGR.
Those issues that are interdependent and those that require a collaborative solution.

Specific problems or opportunities that currently need to be addressed.

Examples of cross-cutting issues that conform to this definition include, but are not limited to: building of human and physical infrastructure, information sharing, documen­tation, public awareness, transfer of technology, and development and extension of best practices in PGR conservation and use.

- Institutional development

This includes IPGRI’s capacity to contribute to institutional development of National institutions working in PGR, e.g. through staff training or skills development (including on the job training); acquisition of equipment for the institution, etc.

- Value adding through partnerships

IPGRI-SSA maximizes opportunities for forging links and increasing collaborative efforts in PGR conservation and use between stakeholders.

- Development of new techniques or strategies for conservation and use

- Opportunities that support existing technical capacities fill in information gaps and develop new techniques. The results of research should have wide utility in PGR conservation and use.

- Potential impact of activity or consequence of inactivity

- Comparative advantage

IPGRI should have a real role to play and a genuine possibility to contribute

A country driven process determines IPGRI’s intervention in specific countries, and this is guided by:

Abundance of genetic diversity 
Threat of genetic erosion
Financial and technical capacities to conserve and use plant genetic resources
Level and areas of interest