| The
long term strategy includes: |
|
|
Identifying
change agents (core team) and nurturing
them by enhancing effectiveness of leadership
on good teamwork, joint responsibility
and collective accountability |
|
|
Building
a collective vision by participatory
processes among staff to implement and
spread information & knowledge about
organisational objectives and vision
|
|
|
Evolving
systems and processes to encourage teamwork,
learning and decentralisation |
|
|
Facilitating
the reflection of the team on previous
experiences, gender & equity concerns,
obstacles, future and possible solutions,
thus creating an understanding of the
need and direction of change |
|
|
Prioritising and deciding
on the relative importance of a range
of demands
|
The key components include: |
|
|
Developing strategic solutions based
on strengths to organisational level
problems & opportunities |
|
|
Team development and diagnostic activities.
|
Being the initial phase of a grander
scheme of things to come, the following
impact is envisaged: |
|
|
Participatory exercises helping in clearer
understanding of current challenges
and developing greater ownership on
organisational direction |
|
|
Clarity and common ownership of the
organisation on expansion strategies
in new areas |
|
|
Identification of key institutional
issues and their possible solutions |
|
|
Development of a report of existing
mission, strategies, structure, management
systems, styles at present and changes
expected by 2011 to match the requirements |
|
|
Setting up of a Human Institutional
Development unit within AKRSP(I) to
take the agenda forward. |
