Lessons Learned from Planning and Change Management
Information Bulletin Lessons Learned from Planning and Change Management Implementation of a New CORAF/WECARD Strategy
Background The lessons learned and described in this Bulletin cover almost five years of intensive consultation and participatory development, from November 2005 and to June 2010. They follow the growth and implementation of a strategy to guide and support agricultural research in West and Central Africa under the auspices of a membershipbased, multi-national and multi-stakeholder organisation, the Conseil Ouest et Centre Africain pour la Recherche et le DĂŠveloppement Agricoles/ West and Central African Council for Agricultural Research and Development [CORAF/WECARD].
Figure 1
Development and implementation of CORAF/WECARD Strategy
[Wshop=Participatory stakeholder Workshop; GA=CORAF/WECARD General Assembly; SP=Strategic Plan; DP=Development Partners; NARS=National Agricultural Research Systems; PM=CORAF/WECARD Programme Managers; S’holder=Stakeholder; STC=Scientific and Technical Committee; CGS=Competitive Grant Scheme]
The process is outlined in Figure 1, and can be divided into two parts. The first involved development of a revised Strategic Plan for CORAF/WECARD, to reflect changing external and internal policy needs, linked to client demands and driven by CORAF/WECARD Information Bulletin
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