Second Report of the Strategic Planning Committee I. Introduction 3

1. SPC Terms of Reference 32. The need for a new strategic plan –need for revitalization 33. Rapid social evolution 34. Changing composition of the Academy – expansion 35. Shift in WAAS management paradigm 36. The Current Condition of WAAS 37. Results of the SWOT Analysis – very brief 38. Planning Methodology – Foresight Onion 39. Using the Strategic Plan 4

II. Strategic Positioning 41. Vision -- What does the world need WAAS to be and become? 42. Mission 53. WAAS Capabilities & Resources 54. Key Result Areas 65. Strategic Goals 2010-2015 66. Objectives for 2010-11 67. Strategies 6

III. General management Strategies 7IV. Membership Strategy and Objectives 7

1. Selection 72. Membership Participation & Involvement 73. Commitment 94. Associate & Junior Fellows 9

V. Program Strategy & Objectives 91. Characteristics of Reliable Knowing 92. Perspectives on the Emerging Global Context 103. Program Framework 134. Program Development Process 145. Program Strategies 146. Program Committee 157. Project Selection Criteria 158. Checklist of Program Features 15

9. e-Conferencing Process 1610. e-Project Coordinating Committee 1611. Project Proposals – list of contents 16

VI. Partnership Strategy and Objectives 161. Definitions 162. Working with Partners 173. Working with Sponsors 174. Background Considerations 185. Strategy for Managing Evolution as a Relevant and Effective Body 186. Guidelines 197. Organizational Responsibility 20

VII. Finance Strategy and Objectives 21VIII. Next Steps 21

1. Build consensus on Strategic Plan 212. Develop Operational Plans 213. Develop commitment 214. Embody and Execute 21

IX. Annexures 221. Strategic Planning Committee Terms of Reference / Scope of Work 222. Program Committee – TOR 223. E-Project Committee – TOR 224. Program Framework – detailed discussion 225. Project Proposals 226. Report on e-Conferencing 22

I. Introduction

1. SPC Terms of Reference

2. The need for a new strategic plan –need for revitalization

3. Rapid social evolution

4. Changing composition of the Academy – expansion

5. Shift in WAAS management paradigm

6. The Current Condition of WAAS

7. Results of the SWOT Analysis – very brief

8. Planning Methodology – Foresight Onion

9. Using the Strategic Plan

II. Strategic Positioning

1. Vision -- What does the world need WAAS to be and become?

The world is in need of guiding ideas, a vision, to more effectively direct our intellectual, moral and scientific capabilities for world peace, global security, human dignity and social justice. Today we face myriad challenges. Unprecedented material and technological achievements co-exist with unconscionable and in some cases increasing poverty, inequality and injustice. Advances in science have unleashed remarkable powers, yet these very powers as presently wielded threaten to undermine the very future of our planet. Rapidly rising expectations have increased frustrations and tensions that threaten the fabric of global society. Prosperity itself has become a source of instability and destruction when wantonly pursued without organizational safeguards for our collective well-being. No longer able to afford the luxury of competition and strife based primarily on national, ethnic or religious interests and prejudices, we need urgently to acquire the knowledge and fashion the institutions required for free, fair and effective global governance.

Reliable Knowing

Vision & Mission

Global Context

Values

Program Framework

Goals & Objectives

Plans

Strategies

Financing

Humanity’s progress has been driven by democracy, technology, education, social organization, knowledge, cultural and spiritual values. War, exploration, the quest for empire, trade, money, agriculture, urbanization, industrialization, science and religion have each in turn played a role. Yet the accumulated knowledge and mastery of the material world and biological processes provide insufficient guidance to meet our present challenges. We need also to acquire a commensurate knowledge of ourselves as an evolving species, the sources of our creativity and our errors, the processes that govern our individual and collective advancement, as well as the inherent tendencies of our race that oppose and often destroy our most cherished values and accomplishments.

In recent centuries the world has been propelled by the battle cry of revolutionary ideas – freedom, equality, fraternity, universal education, workers of the world unite. Past revolutions have always brought vast upheaval and destruction in their wake, tumultuous and violent change that has torn societies asunder and precipitated devastating wars. Today the world needs evolutionary ideas that can spur our collective progress without the wake of destructive violence that threatens to undermine the huge but fragile political, social, financial and ecological infrastructures on which we depend and strive to build a better world.

2. Mission

The World Academy of Art and Science is an association of committed individuals drawn from diverse cultures, nationalities, occupations and intellectual pursuits spanning the arts, humanities and sciences concerned with the social consequences and policy implications of knowledge and united by a common aspiration to address the urgent challenges and emerging opportunities confronting humanity today. Our mission is to promote cross-disciplinary dialogue generative of original ideas and integrated perspectives that comprehend the root causes and effective remedies for our common problems, while furthering those currents of thought and social movement that affirm the value of human dignity and equitable development. The Academy dedicates itself to the pursuit of creative, catalytic ideas that can provide to present and future generations enlightened leadership in thought that leads to effective action.

3. WAAS Capabilities & Resources

a. The only academy that is truly global and intellectually all-inclusive

b. Socially & ethically committed membership

c. Outstanding intellectual resources

d. Expertise covering a wide range of fields

e. Social status of the Academy providing access to individuals & organizations

f. Networking capabilities of our Fellows

g. Advanced communication technologies

h. Potential partnerships with local, regional & internat’l organizations

4. Key Result Areas

a. Membership

b. Program Development

c. Financial sustainability

5. Strategic Goals 2010-2015

a. Target to build a core of at least 400 committed Fellows who are actively engaged in the programs of the Academy.

b. Become widely recognized in the world as a preferred global platform where thinkers and organizations from all regions can collaborate effectively to create and offer meaningful innovative responses to the greatest challenges facing humankind.

c. Our work should make significant positive differences, have lasting impacts, and attract participants of global caliber and potential in every arena of our focus.

6. Objectives for 2010-11

a. Develop an on-going stream of programming

b. Address core issues on which WAAS can make an original contribution

c. Build involvement & participation of Fellows

d. Refine the strategic vision & plan

e. Establish program development process

f. Develop 2-5 year plan for program content

g. Develop program & core funding strategy

h. Align nomination process with Mission & programming

i. Establish partnerships with other organizations

7. Strategies

a. General management

b. Membership

c. Programming

d. Partnership

e. Finance

III.General management Strategies

IV.Membership Strategy and Objectives

1. Selection

2. Membership Participation & Involvement

a. Conduct a Survey of Fellows to ascertain

(1) The type and level of email communications each is willing to receive

(2) Their suggestions on how to increase Fellow involvement & participation

(3) Potential partnerships with organizations they are affiliated to

b. Develop a Complete Communications Plan covering

(1) Official notifications from WAAS – mandatory for all members – including

(2) Quarterly e-newsletter/activity report to Fellows and other organizations

(3) Annual report by the Board

(4) Program specific information on specific topics for specified periods

(5) Informal networking among Fellows – based on individual preference.

c. E-conferencing

(1) E-conferencing is a low cost technology which requires only access to computer with browser and internet connection. A regular program of e-conferencing should be conducted throughout the year offering a range of programming of interest to various segments of our fellowship.

(2) E-conferences can employ a mix of technologies including Live video/audio webcasts Hosting of recorded webcasts Conference papers Forum discussion Conference related news briefs

(3) Disseminate meaningful policy recommendations to policy-makers.

(4) Periodic (twice monthly) digests of seminar discussion should be sent to subscribed participants.

(5) Periodic (quarterly) digests of conference highlights should be sent to all Fellows.

d. Other Web-based Activities:

(1) Given the Academy’s large membership, broad geographic dispersion, the high cost of bringing fellows together, and consequently the low frequency of physical events, virtual activities such as webcasts and other web-based activities should be one of the principle means of building member involvement over the next few years. The following measures can be taken to promote a web-based management and communication culture within the Academy:

(2) E-meetings utilizing web-based video and audio platforms such as Cisco Webex or ooVoo should be utilized for conducting small seminars and committee meetings.

(3) As a membership benefit, the Academy can also provide a free platform which Fellows can use to host their own video conference meetings on a first-come, first-served basis.

(4) All activities of the ExCom, Board of Trustees and standing committees should utilize e-meeting facilities, web-based VOIP telephone services, web-based voting systems, and web-hosting of documents as a normal part of their operations. This will also promote transparency and provide easy access to information for all members.

(5) A series of monthly or quarterly web-casts should be organized featuring guest presentations and/or panel discussions (up to 6 panelists) from within or outside the academy on a wide range of issues of strategic concern to the Academy. Speakers and panelists require webcams and headsets with microphones. Others require only computer with speakers and preferably microphones.

(6) WAAS e-monographs – establish an editorial system for publication of web-based papers and reports by the Academy on subjects central to our mission and programming.

e. Website Development

(1) Member CVs and Photos – a concerted effort should be made to obtain and host member CVs and photos on the website. The photos can be displayed automatically when Fellows make contributions to forums. The CVs can be used as a source of information to identify and update profiles of Fellow interests and also to identify contacts for networking links to potential partner organizations.

(2) Web Repository -- create a web-based repository in which Fellows can share information about themselves and host their papers on any subject.

3. Commitment

4. Associate & Junior Fellows

V. Program Strategy & Objectives

1. Characteristics of Reliable Knowing

The reliability of our knowledge determines our ability to properly understand problems and formulate effective solutions. Therefore, it is essential that the Academy’s strategic plan and program framework incorporate criteria for reliable knowing. This section identifies fundamental characteristics of reliable knowing which can be applied to the identification, comprehension, and effective response to social and policy issues.

Human Centered

Knowledge

Evolutionary

Value-based & Ethical

Total & Integral

Responsible & Accountable

Powerful & Effective

Unifies Objective & Subjective

views

Constructive & Creative

Human-centered Knowledge: Reliable knowing related to social consequences and policy implications must place pre-eminent value on the welfare and well-being of human beings, individually and collectively, and the sustainable development of human society.

a. Evolutionary Perspective: Reliable knowing should recognize that human institutions exist in an ever-changing, ever-evolving social context, so that yesterday’s knowledge may no longer reflect the values, ideals and social realities of today or tomorrow.

b. Value-based or Ethical Perspective: Knowledge of human systems must be judged by the values it seeks to fulfill, for the laws and processes governing society and human behavior are created by human beings for human welfare.

c. Total & Integral: Reliable knowing is interrelated and inseparable based on an integral knowledge of society and humanity that transcends and unifies partial perspectives. It encompasses and integrates the perspectives of the sciences, arts, and humanities.

d. Responsibility & Accountability: Reliable knowing with respect to human systems is based on an explicit or implicit understanding that human beings are fully empowered, responsible and capable of resolving the problems they create.

e. Reunites the Objective & Subjective: In the study of humanity and society, there is no objective truth independent of the subjective perceptions and attitudes of those who examine it. Reliable knowledge identifies the subjective points at which our attitudes and behavior must change to effectively address a problem that manifests objectively in the world around us.

f. Constructive & Creative: Reliable knowledge is based on the creative imagination to perceive the opportunities as well as the challenges, the solutions as well as the problems.

g. Powerful & Effective: Reliable knowledge contains within itself effective power for action. Reliable knowledge is complete knowledge which addresses problems without giving rise to new problems or generating unintended negative side effects.

2. Perspectives on the Emerging Global Context

In this section, the principles of reliable knowing are applied to formulate a set of perspectives for approaching global issues.

a. Human Welfare & Well-being: A human-centered, value-based perspective on the human context is one which is centered on meeting the needs of all human beings in the most equitable and effective manner. Each aspect of the global context should be evaluated in terms of how effectively it meets fundamental human needs and the highest human values.

b. Comprehensive Perspective & Solutions: There is an inextricable relationship between political, legal, economic, social, cultural, organizational, psychological and ecological factors. Reliable knowing calls for a comprehensive, total, and integral perspective that reflects the relationship between the particular and the whole and identifies solutions that will deliver the greatest overall benefit to the whole of humanity.

Human Welfare & Well-being

Peace & Security

Freedom, Justice, Social

Equality

Economic Security & Prosperity

Ecological Sustainability

Knowledge

Creativity

c. Whole World Perspective: All people, nations, and fields of activity constitute a single integral whole that is in a process of continuous evolution and whose parts are continuously interacting with one another to create new opportunities and challenges.

Political

Legal

Economic

Social

Cultural

Psychological

Technological

Ecological

Whole World

All Nations

All Human Needs

All People

All Fields &

Activities

d. Evolutionary Perspective: Reliable knowledge has to view past, present and future as various points on an ever evolving continuum. Past theory and precedent is an insufficient qualification for future practice.

e. Opportunity-based Perspective: Reliable knowing should lead to the creation and identification of new opportunities, not merely a preoccupation with solving problems and meeting anticipated challenges.

f. Effective Knowledge: In the measure knowledge is reliable, it generates real power to solve problems and tap opportunities without unexpected and undesirable consequences associated with partial knowledge. Knowledge is effective when it is comprehensive and when it takes into account both the objective and subjective dimensions.

3. Program Framework

Human Welfare

Global Governance

Integral Knowledge

Sustainable Developmen

t

4. Program Development Process

5. Program Strategies

Reliable Knowledge to promote Human Security, Welfare &

Well-being

Governance

Effective Democracy Global Security Sustainable Ecology

Social Development

Educational Advancement Equitable Prosperity Cultural Enrichment

Conception of Reliable Knowing

Formulation of Integrated

Perspective

Identification of

Opportunities & Challenges

Definition of Project

Objectives

Determination of Project

Methodology

Identification of Expertise

Required

Development of Research

Budget

Formulation of Project

Proposal

a. Focus on generating & projecting new ideas & perspectives

b. Link WAAS goals with member commitment

c. Offer ways for large number of Fellows to participate

d. Target educated youth as future thinkers & leaders

e. Fully leverage e-conferencing, e-publishing, most effective medium to reach the young global population

f. Establish permanent programming committee and procedures to assess new proposals & for program review

6. Program Committee

7. Project Selection Criteria

a. Multi- or transdisciplinarity – examines and integrates perspectives from a wide range of fields.

b. Social Relevance to a significant issue

c. Global Reach – addresses an issue of greatest importance to the future of science and society.

d. Local Relevance

e. Uniqueness of perspective or contribution – leverages the unique characteristics of the Academy’s membership and interests to address an issue that is not being comprehensively addressed by any other organization.

f. Commitment and Involvement of Fellows – generates on-going activity which can engage Fellows.

g. Visibility of Academy – significantly increases the Academy’s public visibility.

h. Collaboration with other organizations – involves collaboration involving Fellows, non-Fellows and organizations from different fields interested in a specific issue.

i. Financial feasibility – is largely or entirely self-financing or financeable from other sources.

8. Checklist of Program Features

a. Essential

(1) Strategic – broadly consistent with the contents and direction set forth in the Academy’s strategic plan.

(2) Multi- or transdisciplinarity – examines and integrates perspectives from a wide range of fields.

(3) Social Relevance to a significant issue -- social consequences & policy implications.

(4) Uniqueness of perspective or contribution – leverages the unique characteristics of the Academy’s membership and interests to address an issue that is not being comprehensively addressed by any other organization.

(5) Commitment and Involvement of Fellows – generates on-going activity which can engage Fellows.

(6) Financial feasibility – is largely or entirely self-financing or financeable from other sources.

b. Desirable

(1) Global Reach – addresses an issue of greatest importance to the future of science and society.

(2) Local Relevance – addresses an issue relevant to specific nations, regions and local communities.

(3) Collaboration with other organizations – involves collaboration involving Fellows, non-Fellows and organizations from different fields interested in a specific issue.

(4) Visibility of Academy – significantly increases the Academy’s public visibility.

9. e-Conferencing Process

10.e-Project Coordinating Committee

11.Project Proposals – list of contents

VI.Partnership Strategy and Objectives

1. Definitions

Partner An organization with which WAAS has established a mutually-beneficial relationship for an agreed upon period of time and for specified purposes – securing the benefits for each party that are set out in a Partnership Agreement.. A Partner may be an international, national or sub-national body. A Partnership may take a wide

variety of forms. Typically, a Partner invests sweat equity, rather than cash, in a project or event; does not take any financial risks; does not receive any profits; and are not held responsible for any losses. WAAS owes its Partners full disclosure about the success or failure of any event or program covered by the Partnership Agreement. WAAS must enter into only those Partnership Agreements that enable us to contribute with integrity and fulfill our mission. Partnerships can be complementary, supplementary or supportive.

Sponsor An organization or individual that has agreed to provide funds to WAAS for agreed upon purposes. Typically, Sponsors do not take financial risks; do not receive any profits; and are not responsible for any losses. WAAS owes its Sponsors full disclosure about the success or failure of any event or program covered by the Partnership Agreement. WAAS must enter into only those Sponsorship Agreements that enable us to contribute with integrity and fulfill our mission.

2. Working with Partners

There are several reasons to work with other organizations as Partners:

a. To allow WAAS and its Partner(s) to achieve objectives that we/they could not without the cooperation of the other.

b. To increase the quality of the event or program undertaken by capitalizing the on assets or capabilities of the Partner organization.

c. To increase the participation in a given WAAS event or program by having the Partner market the event to its members and in return WAAS will treat such persons as if they were members of WAAS.

d. To allow our members to participate in the programs of other organizations and be treated as members.

e. To increase the reputation of WAAS as an effective organization.

f. To increase the number of opportunities available to WAAS for wider participation.

g. To increase our influence as an organization by performing normative and coordinating roles, not executives roles.

3. Working with Sponsors

There are several reasons to work with other organizations as our Sponsors:

a. To allow WAAS to achieve objectives that we could not without the support of the Sponsor.

b. To allow WAAS to increase participation in a given WAAS event or program.

c. To make it easier to raise funds for a project by demonstrating to potential funders that there is wide support for the project.

d. To increase the reputation of WAAS as an effective organization.

e. To increase the number of opportunities available to WAAS for wider participation.

f. To increase our influence as an organization.

4. Background Considerations

a. WAAS is in a process of of re-positioning itself to new emerging global-regional-local challenges

b. The BOT (Board of Trustees) and the Executive Committee are willing to continue working cooperatively with other organizations, as they have since the inception of the Academy,.

c. WAAS is incapable of exercising power. However, we can earn the right to exercise through normative and coordiunating roles..

d. Multi-partner networks are becoming common as a way of undertaking complex projects in both the business and voluntary sectors.

e. On November 9 the SPC committed to the following broad corporate strategy:

(1) Develop WAAS as a viable organizational vehicle to undertake the work to which we are committed AND

(2) Explore with other organizations the need for and work of a new wider and deeper ecumenical capacity to undertake the work – a capacity that may ultimately include and transcend WAAS and other bodies as well.

f. On December 14, 2009, the SPC agreed that the underlying issue is that of the strategic relationships WAAS needs to enter into and foster.

g. We need to walk before we run.

h. Ours will be an evolutionary journey with its own surprises. We need to learn as we go. Any organization we can design today is not what is needed. We need to grow into a shared understanding of what the broader work is, who is interested in it and what organizational forms are needed to undertake it.

5. Strategy for Managing Evolution as a Relevant and Effective Body

Note: the persons or group who will be responsible for developing and managing this strategy needs to be identified. Once identified the

responsible group will start slowly and work its way up the levels of the following chain of development. It is assumed that this process will take several years. It is also assumed that the responsible group will maintain appropriate contact with the BOT.

a. Create a database of the organizations – international, national and sub-national – that (i) have been our Partners in the past, or (ii) one or more of our members can connect us to as a potential Partner. This would mean that we inform our members of the corporate strategy noted above and ask them to inform us of the organizations to which they can connect us as potential partners. There is also need to explore potential actors / partners in new areas and geographical regions.

b. Identify and approach a small number of groups known to us to serve as priority Partners as defined by our mission and keeping in mind the geographic scope and subject matter of our program requirements.

c. Form ad hoc Partnerships for specific purposes with one or more such organizations.

d. Determine which of our ad hoc Partners should be invited to enter into an ongoing Partnership that covers several areas of mutual interest; approach and secure such Partnerships.

e. Determine which organizations may have an interest in exploring the need for and work of a new wider and deeper ecumenical capacity to undertake the work to which both organizations are committed – a capacity that may ultimately include and transcend WAAS and other bodies as well.

f. Position WAAS as one of the lead groups that organizes and hosts such explorations.

6. Guidelines

The following should guide our relationship with our Partners and Sponsors.

Board of Trustees

Executive Committee

ProgramCommittee

E-ProgramCoordinatingCommittee

Strategic Relations Working GroupStrategic Planning Committee

a. We must ensure the integrity of our identity and our mission. No partner or Sponsor is worth enough to risk the future of the whole organization.

b. We see both Partners and Sponsors as required if WAAS is to be successful in ways that make enough difference to matter.

c. We have much to learn. We should encourage some experimentation with the ways we can relate to and work with Partners and Sponsors. To begin we should be flexible and not put huge barriers in the way of our learning.

d. The Program Committee should seek to build both Partners and Sponsors into as much of its work as possible.

e. It is assumed that additional guidelines will emerge from our experience.

7. Organizational Responsibility

a. A new working group– the Strategic Partnership Working Group (SPWG) – should be formed by the Executive with a mandate to be responsible for developing and fostering the strategic relationship WASS requires in order to thrive.

b. The SPWG should report to the Executive and work closely with other WAAS committees and working groups. (See the diagram below.)

WAAS Structure with a SRWG

VII. Finance Strategy and Objectives

VIII.Next Steps

1. Build consensus on Strategic Plan

2. Develop Operational Plans

3. Develop commitment

4. Embody and Execute

IX. Annexures

1. Strategic Planning Committee Terms of Reference / Scope of Work

2. Program Committee – TOR

3. E-Project Committee – TOR

4. Program Framework – detailed discussion

5. Project Proposals

6. Report on e-Conferencing