25maynotes4

25 May

Strategy discussion

Notes by Susan MacMillan

Shirley Tarawali introduces consultant George Levy, Compass Partnership (UK)

What? Why?
 * Strategy**

The purpose of a strategy is to provide a roadmap. It should provide clarity for everyone about what the organization is trying to accomplish and how. A strategy should be referred to daily, particularly when the environ is complicated and/or changing. It should provide a coherent picture.

What is ILRI trying to achieve in the next 10 years? We need a single statement to articulate the gist of this. What are the key big chunks needed to be successful? How do we use our resources well to do this? We’ll have to address organizational effectiveness as well.

In today’s conversations, we ask you: (1) What should ILRI be aiming to achieve? (2) What needs to change to equip it to achieve its aims?

Shirley: This new strategy will use inputs from the 2011 Livestock Xchange, which recapped the Sere decade and distilled lessons to take forward. Our new strategy does not throw out the old strategy. We’ve put a small team together, not as experts, but to keep this strategy refresh work moving. We will present an update to the Board in June and a final strategy for the Board to review in September We will look at the ‘what’ and the ‘how’.

Success is multidimensional. Taking a ten-plus year view, what would success for ILRI look like?
 * QUESTION 1**

Main: ILRI is seen as having facilitated a significant number of people moving out of poverty.
 * Table 1:**

Others: 70% of these people who left poverty are women ILRI has created a way to help people to protect their environment. ILRI will be a USD200-million institute with the best scientists in the world knocking on our doors. ILRI is seen as a great place to work. ILRI helps control a major infectious disease, introduces a new breed of livestock and significantly improves the health of poor people.

Main: Remarkable contribution to better lives and poverty alleviation
 * Table 2:**

Others: Greater use of our research for development---linking with our partners on the ground Partnerships---working for, and with, partners ILRI generates its outputs efficiently.

Table 3 Main: ILRI is the ‘go-to-place

Others: ILRI has solved some problems ILR is a good partner with many others


 * QUESTION 2**

//Keep// Enthusiasm and excitement about our research Poverty focus BecA/BT CasT Physical resources Biosciences Global scope Kapiti Ranch
 * //Research//**

//Change// Imperative to improve internal communication and collaboration (we need to know what each othehr is doing) Increase efficiency of resource mobilization Take more risks Research on soluble problems Timely delivery of research products More field work by bioscientists Virbrant West African program Many staff who are superb and regular communicators

//Keep// Existing infrastructure Facilities Enkare Global nature Wet science facilities
 * //Workplace//**

//Change// Lighter, faster, more nimble Heated swimming pool Haandi takeaways We work hard and play hardest HR policies and involvement Staff motivation Better bar Housing is changed so that staff on campus experience less isolation from the country and culture More field visit by all staff Less untargeted email Gym 50% women directors Staff salaries are in the 80% quartile