Agriculture Consult and Stakeholder Management For SG Enable

Posted on Posted in Portfolio Highlights

Duration: 2014

In 2014, SG Enable was tasked to convert its 3-hectare campus to facilitate the integration of people with disabilities into society. One of its core plans was to utilise a portion for an Urban Farm. This farm was envisioned to be run by people with intellectual disabilities.

At the time of the project, SG Enable was new to the agriculture industry. As a result, discussions with stakeholders and partners were found to be moving away from the organisation’s mission.

Having just completed an Engineering Documentation contract with NEA in 2013, Kainosis™ was recommended to assist SG Enable in its endeavours. Kainosis™ carried out structured meetings with relevant parties, and undertook the necessary task of collating and classifying information into goals, expectations, objectives. These were analysed and codified in detail for SG Enable’s perusal.

Kainosis™ also led SG Enable to undertake its first objective quantification exercise. The exercise enabled it to better define and articulate the Urban Farm’s role and objectives—both internally within the organisation, and externally with partners and stakeholders.

Next, Kainosis™ performed a valuation assessment of all parties involved in the Urban Farm project, along with their respective contributions. This re-established SG Enable’s primary role and influence in the project, and provided a more transparent platform for collaboration.

After SG Enable was able to accurately value its contributions, Kainosis™ crafted a project management plan for the proposed Urban Farm. The plan was underpinned by communication strategies that facilitated SG Enable in clearly expressing its objectives.

Last but not least, Kainosis™ proposed a two-stage plan for SG Enable:

  1. To work with a lease agreement in mind, even during the early stages of discussion with stakeholders. This lease offer would be closely linked to key performance indicators (KPIs) that were earlier derived from the objective quantification exercise.
  2. To precede the lease offer with a memorandum of understanding (MOU). The MOU would clearly express the required KPIs six months ahead of the planned lease offer. This way, partners and stakeholders would be granted sufficient time to better understand the project requirements whilst making provisions for adjustments.

Overall, SG Enable was provided with clear milestones at each stage of development—from planning, execution to assessment. Stakeholders and partners also benefitted from better project clarity, more streamlined communications, and longer lead times to source project requirements.



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