EXAMPLE - Regional Grain Network development - proposal

This proposal outlines an action-oriented research process for regional grain networks (RGNs) in the UK wishing to undertake or advance a process of organisational development. RGNs are gaining traction and popularity in the UK (and beyond). These networks share an objective (among other things) of exiting the commodity markets that have shaped grain production in the industrial period, leading to low resilience and unjust distribution of benefits and burdens. The main obstacles to this transition are the infrastructures and organisational tools that keep network producers, processors and retailers locked into practices typical of the industrial-commodity supply chain (e.g. low genetic diversity, hierarchical governance structures, long distribution chains, etc.).

O1 - Identify the organisational, technical, and political factors which have been decisive in the developmental success or failure of RGNs included in the study.

O2 - Co-develop a series of strategic plans for participating RGNs and enable them to take next steps in their development.

The project would use an iterative, three-phase sequence of participatory workshops. The main intended outcome of this process is to identify ‘tools of transition’ appropriate to each RGN and facilitate a process of strategic planning and implementation. The sequence of participatory workshops would unfold as follows: 

The process will employ a widely-used participatory mapping tool (CPRE 2012) which researcher-facilitators have experience of using. This tool has been designed with food system actors in mind and is both targeted to the type of issues known to be of interest to the RGNs, but also adaptable to diverse and shifting needs. Using the CPRE mapping tool, a workshop would be held to map the network, identifying vulnerabilities and opportunities. 

Informed by a ‘clean’ version of the maps produced in Phase 1, a strategic planning workshop would then be held to agree strategic priorities and plan next steps. Nb. This is deliberately separate from the mapping workshop (Phase 1) in order to be able to present a ‘clean’ version of the map to each RGN, create time for reflection, and an opportunity for any adjustments.  

Phase 3 would involve a series of workshops (likely around 3 or 4) tailored to the strategic choices emerging out of Phases 1 & 2, and taking place over one year. Professional facilitators would be recruited depending on the strategic driection selected by each RGN. For example in the case that an RGN decided they wished to use this process to legally constitute (creating organisational rules and decision-making processes) then experts in collaborative organisatiomnal models would be engaged to help guide the process.