In any complex, multi-level organization—especially those operating in a hub/node-structure—planning can easily become disjointed. Strategic direction may live in one space (typically the hub or central office), while day-to-day execution is decentralized across various nodes, each with unique mandates, strengths, and constraints.
To ensure that the long-term vision is more than just words on paper, organizations need integrated planning frameworks. These are systems and processes that align high-level goals with concrete, time-bound actions across the entire ecosystem—ensuring coherence, accountability, and meaningful progress.
Let’s explore how to design integrated planning frameworks tailored for hub/node-structures, where distributed responsibility requires a new level of coordination and clarity.
Why integration matters in planning
Integrated planning ensures that:
- Strategic ambitions are translated into action
- Resources and capacity are aligned with goals
- Progress is measurable across both central and local levels
- Efforts are not duplicated or working at cross-purposes
It enables a shared rhythm for decision-making, evaluation, and course correction across the hub and its nodes—so the whole organization moves forward together.
1. Define a common planning cycle
The first step is to synchronize timing. Without a shared planning cycle, nodes may plan based on national or institutional calendars, while the hub operates on another timeline. This misalignment causes delays and strategic drift.
How to do it:
- Establish a shared annual or multi-year planning calendar
- Include key milestones: strategy reviews, budgeting windows, reporting deadlines
- Make the cycle visible and participatory, with clear entry points for node input
2. Use a two-level planning framework
In a hub/node-model, plans should reflect two interconnected levels:
a) Strategic planning (Hub-led)
Outlines the vision, priorities, and desired impact over 3–5 years
- Sets overall direction for the infrastructure
- Defines cross-node goals
- Aligns with external partners and funding
b) Operational planning (Node-led)
Specifies the projects, deliverables, and timelines over 6–18 months
- Translates strategy into local or domain-specific action
- Allocates resources and responsibilities
- Tracks implementation and outputs
The two levels should be explicitly linked—for example, by requiring each node to reference which strategic priority each action supports.
3. Co-create planning templates and tools
Standardization enables flexibility. Co-develop planning templates that make it easier to capture both strategic and operational elements in a consistent format—without forcing one-size-fits-all content.
Include elements like:
- Strategic objective(s) addressed
- Project description and rationale
- Lead contacts and collaborating nodes
- Timeline and milestones
- Dependencies and risks
- Success metrics
Support tools could include:
- Interactive dashboards for tracking progress
- Shared folders or intranet spaces for transparency
- Simple digital forms to capture updates
Prioritize clarity over bureaucracy. The best frameworks support action, not administration. – Roald Kvam
4. Align budgets with plans
Funding is a powerful alignment tool. Link budget processes directly to the integrated planning framework—ensuring that resource allocation supports the strategic objectives and node-level implementation plans.
Examples:
- Core funding supports essential infrastructure aligned with long-term goals
- Project funding is awarded to node plans that show strategic fit
- Contingency funds support innovation or time-sensitive opportunities across nodes
Make budget alignment criteria explicit, so all planning becomes strategy-driven.
5. Create a planning support role or function
Dedicated coordination capacity is often the missing link. A planning coordinator or small team can act as a bridge between hub leadership and node planners.
Their role:
- Provide support and coaching on using planning tools
- Facilitate alignment between node proposals and strategic goals
- Consolidate plans into a network-wide view for hub governance
- Identify gaps, overlaps, and collaboration opportunities
6. Build in checkpoints and feedback loops
Don’t let plans gather dust. Use checkpoints to review, reflect, and adapt throughout the year:
- Mid-year reviews at both hub and node levels
- Quarterly progress updates linked to KPIs or milestones
- Peer learning sessions across nodes to share challenges and wins
- End-of-cycle reflections to inform the next planning cycle
These feedback loops make planning an evolving conversation, not a static document.
7. Adapt the framework to local contexts
Each node operates in a different national, institutional, or scientific context. While the planning process can be consistent, the planning content must be adaptable.
Allow for:
- Node-specific goals, timelines, and terminology
- Flexibility in formatting or planning depth
- Recognition of diverse starting points in capacity or focus
Encourage nodes to align with strategy in their own language—as long as they remain connected to the overarching vision.
Conclusion: Planning as a shared language
An integrated planning framework is more than a tool—it’s a shared language that helps bridge strategy and execution across a diverse network.
In a hub/node-structure, this language fosters collaboration, coherence, and mutual accountability. It ensures that long-term goals don’t get lost in short-term noise—and that operational tasks don’t drift away from strategic purpose.
Done well, integrated planning turns the hub and nodes into a resonant system—each part distinct, but all in harmony, moving forward with clarity and confidence.
DREIESKIVA|Roald Kvam 
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