ParCom12_Inputs+to+the+strategic+process

=Partnership and Communication annual meeting 2012 = On 24-26 January, ILRI's P&C department held a meeting in Addis Ababa to review the highlights of 2011 and align plans and ideas around strategic priorities for 2012 and beyond. (go back to ParCom12 home page)

=Topic: Inputs to the ILRI strategic processes, 2012-2022=


 * Scope of the conversation**

1. comms IN the new ILRI strategy 2. support communications in the process of strategy development 3. communicate the strategy itself (innovatively)


 * Big Ideas**

In the current strategy, we indicated our aim to move from 'print' to 'digital'; do we have such a similar message for this one?

We brainstormed around the idea that our key position/role is:

L2K - leveraging livestock knowledge [for all; by all - 'by and for the poor']. We care about livestock and knowledge on livestock; we will take anyone's (that is relevant) and try to ensure it gets to everyone who needs/demands it.

Our role is the smart/intelligent/expert supports any or all of the following roles: (re)combining; using; cataysing; brokering; multiplying; leveraging' innovating; sharing; co-creating; with knowledge; from and for all...


 * We are not just creating knowledge for farmers and/or governments
 * We are leveraging all of our knowledge regarding livestock, on a global, national and local level and putting that into use, be it via policy change or influence or extension.
 * In essence, this is done with our strategic partners. Some of which are much better than us in certain capacities, so we are leveraging skills not just internally, but externally with our partners too


 * What do we want to achieve through comms in the new strategy?**

- Overall, just get livestock knowledge communicated to achieve results, by anyone, not just what we do; implies more brokerage/facilitating role for us
 * The general opinion was that ILRI is moving in a trajectory where it ensures that the job gets done, irrespective of who is doing it
 * Also mentioned was a focus on becoming more aggressive in this idea of leveraging and partnering

- influence agenda's (national to global) .... which implies advocacy role - reach and inform end users/beneficiaries .... which implies development roles - advance science .... which implies involving/engaging/informing roles - communicate our science/development results / show and share the evidence we have reached .... which implies convincing (who?)

Targets? innovation and science communities (national to global); value chains/communities/farmers (local); policy communities (national to global)


 * How do we see our comms in the new strategy?**

- pick and choose and work with (boundary) partners - look for change agents to partner with - leverage the 'right' others - do things together/engage with partners - convince champions to influence agenda, lead t change

A note on 'strategic communication partners'; these need to: be few, trusted, influential, have leverage, have capacities, be 'better than us' in their specific area

=Actions from the Follow up Session=


 * Document ideas and feed to strategy process (Peter and Bruce);
 * Communicate corporate strategy to all staff;
 * Develop specific comms/knowledge strategy by end of year;