Strategic Planning for Learning Organizations Session 2. Introduction to Planning for Transformation and Impact

Objectives of Session 2 Define planning Discuss the importance of the paradigm in shaping planning outcomes and impact Discuss the philosophy, principles and aspects of planning Discuss the relationship between planning and the implementation cycle

Definition of Planning A process to rationally combine organizational resources and activities to allow an institutional center, program, project, or activity to achieve certain objectives in a specific context or environment

Importance of Paradigm in Shaping Planning Outcomes and Impact The outcomes and impact from planning depend on the paradigm that is guiding the planners The paradigm shapes our vision and values and what we prioritize The paradigm shapes the outcomes and impacts to achieve the vision

Planning Perspective for AR4D An agricultural research organization may plan from any one of at least five perspectives or values: Scientific excellence Scientific excellence and relevance to target group Productivity gains Productivity gains and environmental integrity Income generation (Poverty reduction)

Planning– a value based Process

The Agricultural Research for Development (AR4D) Paradigm Assumes the perspective of much wider people- level goals and impacts Examples: UN Millenium Development Goals (MDGs) to halve hunger and poverty by 2015 PNG National Agriculture Development Plan 2007-2016 goal: “Sustainable transformation of the country’s agriculture sector into a vibrant and productive sector that contributes to economic growth, social wellbeing, national food security and poverty alleviation”

The Agricultural Research for Development (AR4D) Paradigm AR4D goals will take much more than the role of researchers and extension services to achieve The innovation systems paradigm addresses this through partnerships of diverse stakeholders Therefore, the institutional frameworks vary with the assumed paradigm and priorities

Six Characteristics of Planning Rationality in the selection of options Coherence in the formulation of objectives Congruence among objectives, resources and policies Strategies for reaching the objectives Outline of the preferred future Elements for the political viability of the plan

Philosophical Concepts of Planning Minimum Satisfaction Philosophy Planning for minimum satisfaction acceptable to the institution and its environment Chosen by organizations aiming for “survival” Adaptation Philosophy Plan to adapt organization to rapid changes Optimization Philosophy Decision-making through quantitative models No room for qualitative, intuitive analysis

So What is the Most Appropriate Planning Philosophy? Philosophy should respond to the needs of the organization within political-institutional context Should not adhere to one specific planning philosophy

Characteristics of a Planning Philosophy of NARES Flexibility to allow innovation and adaptation Compatibility with the environment Long-term commitment Participation of institution’s human resources Multiple approaches Decentralization of processes Consistency with the prevailing management model Congruence and integration of planning activities with monitoring and evaluation

General Planning Principles Planning takes precedence Objectives organized hierarchically Potential for transformation Efficiency and effectiveness

Specific Planning Principles Participative Coordinated Integrated (vertically and horizontally) Continuity and sustainability

Strategic Planning Framework Delivery Effectively addressing the mandate for AR4D Capability Positioning

Framework for Effectively Addressing the Mandate Deliver: People level impact Effectively addressing the mandate for AR4D Capability: Leadership, Skills, Attitudes Knowledge, Mgmt Systems, Communication, Resources Promise: Vision, Mission, Values

Capability: Critical for Success Delivered & Captured Value Understand Obtain Optimise Approach Desired Volume Minimize Cost: Resources and Pain

Capability – things we need to understand, obtain and optimize Delivered & Captured Value Reinvention (New goals, new knowledge) Relationships & Reputation Understand Obtain Optimise Reports of performance Responsibility Minimize Cost Approach Desired Volume Restraints, Regulations & Risk Routines & Resources

Levels of Planning in Agricultural Research System level Institutional level Program level Project level Activity level

Types of Planning Strategic planning Tactical planning top management Tactical planning middle management Operational planning Operational management Diagnostic process long term Organizational process medium term Practical processes short term

Diagnosis, planning and implementation cycle Diagnosis Planning Implementation Assessment Design Execution Legal aspects Institutional aspects Mandate Technical skills Review Basic documents Management Tools

Political Dimensions of Planning Strategic planning needs political-institutional support from senior management Top management must be conscious of the importance of integrated planning, monitoring and evaluation Process must be supported by “strategic intention”: vision of the future confidence that process will strengthen management political will to transform the vision into reality political decision to put the strategic plan into practice political courage to face inevitable risks