The issues of organizational and institutional change
All previously identified significant changes and many other questions raised by the change, will be adopted by all the CORAF. There will be a strong involvement of NARS and all stakeholders. The goal is to incorporate changes in program strategies during their development and the Secretariat shall manage the process. It is necessary to develop a plan to manage this change. Change management is done through a formal plan.
To institutionalize within the CORAF, it is necessary to have a unit / team in charge of provisional institutional changes that will be attached to the Executive Director. It will not be a permanent unit, but one that will exist during the change process required to manage and provide the necessary support. Some areas for change and their characteristics are listed below.
Development Programs
There are two aspects to consider in program development:
The technical aspects focus on issues related to science content and nature of projects and programs which include the review of current research, identify new projects and development strategies;
Non-technical aspects cover the mechanisms and systems for managing programs that include partnerships, staffing levels and the S & E.
Structural Change-Human Resources Development
New terms of reference and job descriptions were developed and implemented for staff of the Board of Directors expanded the Secretariat.
The staff currently under contract will remain in office, however, as part of the change process, it may be required to operate under the revised conditions of terms of reference and job descriptions.
A program to educate and inform about the change issues will be developed and implemented. This program will take into account any continuing education or which abuts to ensure familiarity and knowledge of the necessary changes in attitude and skills.
A Charter Service indicating the quality, expectations and indicators will be developed and implemented to establish baseline values for all those involved in the CORAF.
All terms of reference and systems will be reviewed and, if necessary, adjusted, six to twelve months after their implementation.
Systems Planning and Management
Current systems will be reviewed, evaluated, improved if necessary and operationalized with equipment to support training and adequate staffing.
Information Systems
A detailed strategy management systems of communication and knowledge will be implemented under the Operational Plan to harmonize and develop procedures for the purposes of supporting and stimulating the process of change.
Development and capacity building of NARS
Capacity building of NARS is a fundamental aspect of the strategy of CORAF as provided in the Strategic Plan. The commitment of CORAF to improve the dissemination mechanisms and means that the development of NARS now requires to be specifically supported by a program approach.
The role of INRA and other members of NARSs in the context of activities under the regional agricultural research CORAF will be reviewed. Based on the review which will fully utilize the material published, interventions will be developed in the form of projects that specifically address issues of capacity building. The main issues include:
pooling of resources: Centers Specialization;
creating and maintaining a minimum base of expertise in different fields;
Development of competence for effective implementation of the paradigm of IAR4D
development partnerships.
To fully access and utilize the comparative advantages and expertise in the regional, it is necessary to develop and make effective partnerships. Current systems of partnerships have been reviewed. They are based on the results, mechanisms and systems that have the current shortcomings and capitalize on the gains that will be developed and made operational. These will be reviewed and adjusted as part of the process of operationalization.
Development of internal and external capacity
Capabilities and expertise required to both manage and implement change must for both research and administrative functions, establish an institutionalized approach to the development of internal capabilities and external members of the Secretariat of CORAF and Board and NARS. A program to educate and inform on issues of change will be developed and implemented as part of the Operational Plan. If this were the case, on-site training and support would be given to strengthen their roles and awareness in the change process. Any change in the terms of reference or job descriptions, must be consistent with changes in organizational structures and roles of some other posts and forums of CORAF.
All previously identified significant changes and many other questions raised by the change, will be adopted by all the CORAF. There will be a strong involvement of NARS and all stakeholders. The goal is to incorporate changes in program strategies during their development and the Secretariat shall manage the process. It is necessary to develop a plan to manage this change. Change management is done through a formal plan.
To institutionalize within the CORAF, it is necessary to have a unit / team in charge of provisional institutional changes that will be attached to the Executive Director. It will not be a permanent unit, but one that will exist during the change process required to manage and provide the necessary support. Some areas for change and their characteristics are listed below.
Development Programs
There are two aspects to consider in program development:
The technical aspects focus on issues related to science content and nature of projects and programs which include the review of current research, identify new projects and development strategies;
Non-technical aspects cover the mechanisms and systems for managing programs that include partnerships, staffing levels and the S & E.
Structural Change-Human Resources Development
New terms of reference and job descriptions were developed and implemented for staff of the Board of Directors expanded the Secretariat.
The staff currently under contract will remain in office, however, as part of the change process, it may be required to operate under the revised conditions of terms of reference and job descriptions.
A program to educate and inform about the change issues will be developed and implemented. This program will take into account any continuing education or which abuts to ensure familiarity and knowledge of the necessary changes in attitude and skills.
A Charter Service indicating the quality, expectations and indicators will be developed and implemented to establish baseline values for all those involved in the CORAF.
All terms of reference and systems will be reviewed and, if necessary, adjusted, six to twelve months after their implementation.
Systems Planning and Management
Current systems will be reviewed, evaluated, improved if necessary and operationalized with equipment to support training and adequate staffing.
Information Systems
A detailed strategy management systems of communication and knowledge will be implemented under the Operational Plan to harmonize and develop procedures for the purposes of supporting and stimulating the process of change.
Development and capacity building of NARS
Capacity building of NARS is a fundamental aspect of the strategy of CORAF as provided in the Strategic Plan. The commitment of CORAF to improve the dissemination mechanisms and means that the development of NARS now requires to be specifically supported by a program approach.
The role of INRA and other members of NARSs in the context of activities under the regional agricultural research CORAF will be reviewed. Based on the review which will fully utilize the material published, interventions will be developed in the form of projects that specifically address issues of capacity building. The main issues include:
pooling of resources: Centers Specialization;
creating and maintaining a minimum base of expertise in different fields;
Development of competence for effective implementation of the paradigm of IAR4D
development partnerships.
To fully access and utilize the comparative advantages and expertise in the regional, it is necessary to develop and make effective partnerships. Current systems of partnerships have been reviewed. They are based on the results, mechanisms and systems that have the current shortcomings and capitalize on the gains that will be developed and made operational. These will be reviewed and adjusted as part of the process of operationalization.
Development of internal and external capacity
Capabilities and expertise required to both manage and implement change must for both research and administrative functions, establish an institutionalized approach to the development of internal capabilities and external members of the Secretariat of CORAF and Board and NARS. A program to educate and inform on issues of change will be developed and implemented as part of the Operational Plan. If this were the case, on-site training and support would be given to strengthen their roles and awareness in the change process. Any change in the terms of reference or job descriptions, must be consistent with changes in organizational structures and roles of some other posts and forums of CORAF.
