APR Strategic Planning Kit

8/9/2019 APR Strategic Planning Kit

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Strategic Planning:Strategic Planning:

The Seven StrategicThe Seven Strategic

PrioritiesPriorities


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The Seven Strategic PrioritiesThe Seven Strategic Priorities

Youth Involvement-Revitalising the ScoutYouth Involvement-Revitalising the Scout

MethodMethodThis strategic priority aims at assisting NSOsThis strategic priority aims at assisting NSOs

in revitalising this fundamental element of ourin revitalising this fundamental element of our

Movement, which is crucial to itsMovement, which is crucial to its

effectiveness and its ability to achieve itseffectiveness and its ability to achieve its

missionmission

Strategic Priority 1:Strategic Priority 1:


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Adolescents-Supporting their transition toAdolescents-Supporting their transition to

adulthoodadulthood

This strategic priority aims at supportingThis strategic priority aims at supporting

NSOs in responding effectively to the needsNSOs in responding effectively to the needs

and expectations of adolescents. This willand expectations of adolescents. This will

result in an increase in membership in thisresult in an increase in membership in thisage-range and enhance Scoutings reputationage-range and enhance Scoutings reputation

as an organisation which helps young peopleas an organisation which helps young people

in their transition to adulthood.in their transition to adulthood.



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Girls and Boys, Women and Men-RespectingGirls and Boys, Women and Men-Respecting

differences, promoting equality and sharingdifferences, promoting equality and sharingresponsibilityresponsibility

The aim of this priority is to identify the support andThe aim of this priority is to identify the support and

tools required to help NSOs offer equality oftools required to help NSOs offer equality of

opportunity to girls and boys, women and men at allopportunity to girls and boys, women and men at alllevels in Scouting. This should offer new opportunitieslevels in Scouting. This should offer new opportunities

for everyone and, through an increase in youthfor everyone and, through an increase in youth

membership and adult leadership, result in a more evenmembership and adult leadership, result in a more even

balance in the male: female ratio in associations.balance in the male: female ratio in associations.



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Reaching Out-Breaking down barriers andReaching Out-Breaking down barriers and

working with broader segments of society.working with broader segments of society.

The aim of this strategic priority is to support NSOs inThe aim of this strategic priority is to support NSOs in

identifying and responding to the needs of youngidentifying and responding to the needs of young

people, adults and society where Scouting is currentlypeople, adults and society where Scouting is currentlynot having an impact. This should result in an increasenot having an impact. This should result in an increase

in membership and increase Scoutings impact in thein membership and increase Scoutings impact in the

world today.world today.



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Volunteers in Scouting-Developing newVolunteers in Scouting-Developing new

approaches to broaden the base of adultapproaches to broaden the base of adultsupport.support.

This strategic priority aims at redefining the conceptThis strategic priority aims at redefining the concept

of volunteering as applied to Scouting and reviewingof volunteering as applied to Scouting and reviewing

policies and practices to help NSOs recruit and retainpolicies and practices to help NSOs recruit and retaina newa new group of adults in Scouting.group of adults in Scouting.



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An Organisation for the 21An Organisation for the 21stst Century-BecomingCentury-Becoming

flexible, lean, innovative, and participatory.flexible, lean, innovative, and participatory.

This strategic priority aims at assisting NSOs as well asThis strategic priority aims at assisting NSOs as well as

WOSM itself at world and regional levels, to adopt aWOSM itself at world and regional levels, to adopt a

strategic approach, reviewing their structures, systemsstrategic approach, reviewing their structures, systems

and management to enable them to be sensitive to theand management to enable them to be sensitive to the

changing needs of society and to respond quickly andchanging needs of society and to respond quickly and

effectively.effectively.



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Scoutings Profile-StrengtheningScoutings Profile-Strengthening

communications, partnerships and resources.communications, partnerships and resources.

This strategic priority aims at strengtheningThis strategic priority aims at strengthening

Scoutings communications, partnerships andScoutings communications, partnerships and

resources at all levels as these are vital in supportingresources at all levels as these are vital in supportingthe work to achieve the mission.the work to achieve the mission.



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SYSTEMS THINKINGSYSTEMS THINKINGSystems thinking is a framework for seeing theSystems thinking is a framework for seeing the

interrelationships rather than things or linear cause-effectinterrelationships rather than things or linear cause-effect

changechange

System thinking refocuses the mind from seeing the parts toSystem thinking refocuses the mind from seeing the parts to

seeing the wholeseeing the whole

System thinking allows a clearer way to see, understand and assess what isSystem thinking allows a clearer way to see, understand and assess what ishappening in the organisation or in any system where the interrelationshipshappening in the organisation or in any system where the interrelationships

among the parts can be analysed to determine the multiple causes andamong the parts can be analysed to determine the multiple causes and

effectseffects

System thinking provides the framework to think criticallySystem thinking provides the framework to think critically

System thinking makes complex problems easier to understandSystem thinking makes complex problems easier to understand

STRATEGIC PLANNINGSTRATEGIC PLANNING

Terms used:Terms used:


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WHAT IS STRATEGIC PLANNING?WHAT IS STRATEGIC PLANNING?Strategic planning is aStrategic planning is a continuous interactive processcontinuous interactive process aimed at keepingaimed at keeping

an organisation as a whole appropriately matched to its environmentan organisation as a whole appropriately matched to its environment

Strategic planning is therefore aStrategic planning is therefore a management toolmanagement tool to help anto help an

organisation perform better.organisation perform better.

Strategic planning is aStrategic planning is a processprocess by which the guiding members of anby which the guiding members of an

organisation envision its future and develop the necessary proceduresorganisation envision its future and develop the necessary procedures

and operations to achieve that futureand operations to achieve that future

Strategic planning isStrategic planning is about analysisabout analysis, breaking down a goal into steps, breaking down a goal into steps

Strategic planning isStrategic planning is an ongoing processan ongoing process requiring the gathering ofrequiring the gathering of

information, discussion of the present and future state of theinformation, discussion of the present and future state of the

organisation and determining a plan of action which includesorganisation and determining a plan of action which includes

negotiations and decision making thatnegotiations and decision making that becomes a document called abecomes a document called a

strategic planstrategic plan



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ValuesValuesValues are principles, standards or qualities whichValues are principles, standards or qualities which

represent the belief systems and convictions ofrepresent the belief systems and convictions of

the individuals and the organisations. Theythe individuals and the organisations. They

may not be visible or they maybe stated openly,may not be visible or they maybe stated openly,such as the fundamental principles of Scoutingsuch as the fundamental principles of Scouting

Examples:Examples:

Scouting principlesScouting principlesDuty to GodDuty to God

Duty to selfDuty to self

Duty to othersDuty to others

Trust, honesty, etc.Trust, honesty, etc.



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The mission statement describes theThe mission statement describes the

organisations purpose of existence. Anorganisations purpose of existence. An

effective mission statement answers threeeffective mission statement answers three

questions:questions:

What is the business of the organisation?What is the business of the organisation?

Whom is the organisation in business for?Whom is the organisation in business for? How does the organisation fulfil its function?How does the organisation fulfil its function?

MISSIONMISSION


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To contribute to the education of youngTo contribute to the education of young

people, through a value system basedpeople, through a value system basedon the Scout Promise and Law, to helpon the Scout Promise and Law, to help

build a better world where people arebuild a better world where people are

self-fulfilled as individuals and play aself-fulfilled as individuals and play a

constructive role in societyconstructive role in society..

OUR MISSIONOUR MISSION


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The mission of Scouting is to

contribute to the education of

young people , through a

value system based on the

Scout

Promise and Law , to help

build a

better world where people

are self-fulfilled as

individuals and play a

constructive role in society.Local, national & international

A social dimension:

active and supportive

Apersonaldimension:

havingachieved onesfullpotentia

l

Better people =a better world Autonomous, supportive,

responsible, committed

Expressingthe valueson whichScouting

is based

Together withothers

Whatwebelieveandstandfor

Open toall = boysand girls

We are not theonly influence onyoung people

What wearetrying to

do

Not justacademic; Alife longprocess


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The vision of an organisation is developed based on theThe vision of an organisation is developed based on the

fundamental values and principles as expressed in thefundamental values and principles as expressed in the

mission statement.mission statement.

Vision describes the desirable, preferred future state of anVision describes the desirable, preferred future state of anorganisation. It answers to the question What do we reallyorganisation. It answers to the question What do we really

want?want?

ExamplesExamples

We see Scouting as attractive to adults, women and men in all cultures aWe see Scouting as attractive to adults, women and men in all cultures a

Movement through which they can make a significant contribution to societyMovement through which they can make a significant contribution to society

by working with young peopleby working with young people

We see Scouting as a dynamic, innovative Movement with adequate resources,We see Scouting as a dynamic, innovative Movement with adequate resources,

simple structures and democratic decision making processes wheresimple structures and democratic decision making processes where

organisation, management and communication are effective at all levelsorganisation, management and communication are effective at all levels

VISIONVISION


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Presents where we want to goPresents where we want to go

Is easy to read and understandIs easy to read and understand

Captures the desired spirit of the organisationCaptures the desired spirit of the organisation

Is compact can be used to guide decision makingIs compact can be used to guide decision making

Gets peoples attentionGets peoples attention

Describes a preferred, meaningful better and future stateDescribes a preferred, meaningful better and future state

Can be felt / experienced and gives people goose bumps when they hear itCan be felt / experienced and gives people goose bumps when they hear it

Gives people a better understanding of how their individual purpose couldGives people a better understanding of how their individual purpose could

be realised in the group or organisationbe realised in the group or organisation

Provides a motivating force, even in hard timesProvides a motivating force, even in hard times

Is perceived as achievableIs perceived as achievable

Is challenging and compelling, stretching beyond what is comfortableIs challenging and compelling, stretching beyond what is comfortable


Characteristics of a powerful Vision StatementCharacteristics of a powerful Vision Statement


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Threats (T)Threats (T) Political instability that might result in newPolitical instability that might result in newgovernment not supportive of scoutinggovernment not supportive of scouting

Threats (T)Threats (T) Political instability that might result in newPolitical instability that might result in new

government not supportive of scoutinggovernment not supportive of scouting

Strengths (S)Strengths (S) Annual Government GrantAnnual Government GrantGood income from sale of scout suppliesGood income from sale of scout supplies

Strengths (S)Strengths (S) Annual Government GrantAnnual Government GrantGood income from sale of scout suppliesGood income from sale of scout supplies

Weaknesses (W)Weaknesses (W) Too much reliance on government fundingToo much reliance on government funding

No clear guideline or procedure on approvingNo clear guideline or procedure on approvingauthority, may lead to financial abuseauthority, may lead to financial abuse

Weaknesses (W)Weaknesses (W) Too much reliance on government fundingToo much reliance on government fundingNo clear guideline or procedure on approvingNo clear guideline or procedure on approving

authority, may lead to financial abuseauthority, may lead to financial abuse

Opportunities (O)Opportunities (O) Corporate sponsorshipCorporate sponsorshipOpportunities (O)Opportunities (O) Corporate sponsorshipCorporate sponsorship

Swot analysis is a management tool for analysing theSwot analysis is a management tool for analysing the

organisations overall situation. SWOT stands fororganisations overall situation. SWOT stands for

strengths, weakness, opportunities and threats.strengths, weakness, opportunities and threats.

Focus: For example, FINANCIAL RESOURCESFocus: For example, FINANCIAL RESOURCES

SWOT AnalysisSWOT Analysis



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Strategic priorities are broad statements, which defineStrategic priorities are broad statements, which define

attainable accomplishments. These bridge the gapattainable accomplishments. These bridge the gapbetween the present and the preferred future of thebetween the present and the preferred future of the

organisation. Each priority may have one ororganisation. Each priority may have one or

several objectives.several objectives.

Example: To broaden the base for the recruitmentExample: To broaden the base for the recruitment

and retention of Volunteers inand retention of Volunteers in ScoutingScouting

Strategic PrioritiesStrategic Priorities


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Objectives should be stated in such a way that theirObjectives should be stated in such a way that their

performance can be clearly measured. Theyperformance can be clearly measured. They

should include both the quantitative (how much?)should include both the quantitative (how much?)

and qualitative (how well?) aspects.and qualitative (how well?) aspects.

Objectives therefore express the optimistic goals ofObjectives therefore express the optimistic goals of

the organisation that are,the organisation that are, sspecific,pecific, mmeasurable,easurable,

aachievable,chievable, rrealistic and within the givenealistic and within the given ttimeimeframe (SMART).frame (SMART).

Example: By the year 2005, a document on theExample: By the year 2005, a document on the

definition of volunteers in Scoutingdefinition of volunteers in Scouting will bewill beproduced.produced.

ObjectivesObjectives


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Action plans are written lists of concrete steps for eachAction plans are written lists of concrete steps for each

objectiveobjective

Example of an action planExample of an action plan

Action PlansAction Plans

STRATEGIC PRIORITY: Involving young people in decision making process for their development so that they

can play a constructive role in society.

Objective 1 WHAT (TASK) & by WHEN WHO RESOURCES

To review the existingyouth programme soas to be in line withthe relevant WOSM

policies on youthinvolvement by 4th quarter of 2004 andimplementation by 2nd quarter of 2005

1) Form a task force at National level by1st quarter of 2003 to review theprogramme. Membership to includerepresentatives of young people

ChiefCommissioner (CC)

Relevant Policies,literature,Expertise, etc

2) Organise National Youth Forum by endof 2003 to get feedback on ways andmeans of involving young people indecision making process

NationalProgrammeCommissioner(NPC)

Funds, Expertise,etc.

3) Adoption of the revised programme bythe National Council by 3rd quarter 2004

CC & NPC

4) Organise seminars at local levels by 1st

quarter of 2005 to explain anddisseminate the revised programme

NPC &

localCommissioners

Funds, printed

literature,expertise, etc


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Scouting Principles

CLARIFY VALUES

UNDERSTANDING THE MISSION

ENVISIONING

SITUATION ANALYSIS

STRATEGIC PRIORITIES

OBJECTIVES

ACTION PLAN

MONITOR / REVIEW

EVALUATE

RENEW / REINVENT

What we stand for?(What)

What do we really want?Desirable future state

Where are we now?

Focus / emphasisGap Now vs Future

What to achieve?

Concrete Steps (How)

Follow-up / Revise

Measure impact

Innovate

Purpose of Scouting(Why)

Step 1

Step 2

Step 3

Step 4

Step 5

Step 6

Step 7

Strategic

level

Operational

level

Phase 1

Planning

Phase 2

Implementation

Phase 3

Evaluation & Renewal

Flowchart ofFlowchart ofStrategic PlanningStrategic Planningprocessprocess


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Kotter and Schlesinger (1979) identified four mainKotter and Schlesinger (1979) identified four main

reasons as follows:reasons as follows:

1. Parochial self-interest1. Parochial self-interest

2. Misunderstanding and lack of trust2. Misunderstanding and lack of trust

3. Low tolerance for change3. Low tolerance for change

4. Different assessments of the need for the4. Different assessments of the need for the

changechange

WHY DO PEOPLE RESIST CHANGE ?WHY DO PEOPLE RESIST CHANGE ?


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Strategies for dealing with resistance to change (Kotter and Schlesinger, 1979)Strategies for dealing with resistance to change (Kotter and Schlesinger, 1979)

Approaches When to use Advantages Disadvantages

Education and Communication When there is a lack of

information or inaccurate

information and analysis.

Once persuaded, people will

often help implement the

change.

Can be time- consuming if

many people are involved.

Participation and Involvement When the initiators do not

have all the information theyneed to design the change,

and others have considerable

power to resist.

People who participate will be

committed to implementingthe change and any relevant

information they have will be

integrated into the plan.

Can be time consuming if

participators design aninappropriate change.

Facilitation and Support When people are resisting

because of adjustment

problems.

No other approach works as

well with adjustment

problems.

Can be time consuming.

Negotiation and agreement When some people or grouphave considerable power to

resist the change.

Sometime it is a relativelyeasy way to avoid major

resistance.

Can be too expensive if italerts others to negotiate for

compliance.

Manipulation and co-option When other tactics will not

work or are too expensive.

Can be a relatively quick and

inexpensive solution to resist

problems.

Can lead to future problems if

people feel manipulated.

Explicit and Implicit coercion When speed is essential and

the change initiators possessconsiderable power.

It is fast and can overcome

any kind of resistance.

Can be risky if it leaves people

angry with the initiators andthe change.

APR Strategic Planning Kit

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