The adoption of the agricultural research for development (AR4D) paradigm implies a paradigm shift not only in ‘what we do’ but more importantly ‘how we do what we do’.
We promote innovative thinking and aspire to become a ‘learning organization’ that is flexible to respond effectively to the changing needs of our clients and stakeholders. This involves not only learning to cope with what is given but also to increasingly apply generative learning (new ways of looking at the world) to better understand clients and stakeholders and how to better respond to their needs and opportunities. This change is not an easy one as it involves revolutionary changes in mindsets and attitudes and requires an ‘unlearning’ to first remove obstructive routines, processes and habits.
Our program ‘Institutional Management and Development’ is designed to support this transformation. With the strategic objective of ‘Efficiency enhanced and congenial institutional environment created for effective AR4D’, this program provides the necessary support to the other program as well as the wider AR4D system. It is designed to contribute to our overall objective by addressing the following objectives:
Human Talent Development and Management
Human talents are recognized as the most important asset in a learning organization. We aspire to implement human talent strategies that promote, nurture and develop human talents and align them towards the achievement of strategic objectives.
Human talent mobilization and development
There is a continuing need to enhance human talent capacities and competencies to effectively utilize them in the changing needs of the clients and the Institute. We have a pool of qualified scientific, technical and support staff. However, we continue to build our staff strength in order to gain critical mass comprising of necessary disciplines across our program and regional centres. We will continue to address the imbalance between junior and senior ranks, gender gaps at scientists and management positions and lack or shortage of expertise and competencies in various disciplines.
Our focus is capacity building and learning to increase knowledge and skills, address attitudes and tap into aptitudes and talents. We also aim to building capacity and competencies along the impact pathways. This can be achieved through formal and informal and short to long-term training and career development opportunities, targeted selection and recruitment from the PNG open market and overseas as well as drawing on competencies and skills in partner institutions in-country and elsewhere where required.
Congenial working environment
We strive to establish, maintain and foster a congenial working environment within the institute. Our aim is to make the Institute an ‘employer of choice’ in Papua New Guinea. Our concerted efforts in training, mentoring and professional development are supplemented by implementation and ongoing revision of management policies, strategies and standards.
Most of our locations are in rural and isolated areas that lack social amenities, health facilities, schools for children, spouse employment opportunities and are exposed to other social problems. We continue to make efforts to develop our regional centres to create a supportive working environment including fostering of relations with surrounding communities, development of staff amenities and other incentives to relieve staff of hardships encountered in difficult locations.
Partnerships, Networks and Client services
Our strategic planning and implementation approach is based on a systems perspective taking into account impact pathways for the various system objectives. We seek to work closely with researchers, the academia, private sector, policy making bodies and development organizations in effective partnerships that enable better capture and application of agricultural research for development knowledge and increased cross-sectoral synergy. Our aim is to transform agricultural research impacts for small-medium enterprises development through policy, innovation and partnerships.
Over the years, we have made concerted efforts to improve on our partnerships and networks and have identified a significant number of new partners to draw on requisite capacities and expertise for the different system objectives.
We also provide important services to our clients and partners. These include chemical analysis for soils, plant, food and water, GIS, and pest and disease identification.
Leadership and Governance
Our Act (NARI Act 1996) sets forward the roles and responsibilities of the Council in providing governance for the organization. This ensures the separation of governance from management. In general it is the Council’s role to set strategic directions and determine structures for control and accountability. In this regard the Council is the final Authority in NARI, and it reports to the Minister for Higher Education, Research, Science and Technology.
Implementation of our strategic results framework (SRF) is supported by a governance and management structure aligned to the delivery of results at the different levels of the Institute. Our Director General supported by the Deputy Director General and with oversight by our Council has the overall responsibility for the implementation of the SRF and the achievement of our strategic objective. The strategic program are managed by Program Directors who are responsible for planning, co-ordination and implementation of identified sub-programs and project portfolios under each of the program and delivery of results.