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

2. 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

3. 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

4. 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

5. 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)

6. Planning– a value based Process

7. 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 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”

8. 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

9. 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

10. 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

11. 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

12. 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

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

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

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

16. 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

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

18. 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

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

20. 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

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

22. 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