Strategic Planning Social-Impact October 2006 Hyderabad, India.

Strategic Planning

Social-Impact October 2006

Hyderabad, India

Strategic Planning

Part 1: Intro Process Framework

Definition Strategies - broad, overall priorities, or directions or methods adopted by an organization for accomplishing its mission.

What is Strategic Planning?

A process through which an organization agrees on-and builds commitment among key stakeholders to- priorities which are essential to its mission and are responsive to the environment.

Strategic planning helps leaders to be intentional and pro-active in allocating resources to achieve these priorities.

Strategic Plan

Objectives

ProblemIdentificatio

n

Strategic Goals

Vision

"If you don't know where you are going, it doesn't matter which way you go.”

Cheshire Cat in Alice in

Wonderland, Lewis Caroll

Answers these Questions Who are we? What is our capacity/what can we do?

What problems are we addressing? What difference do we want to make? What critical issue must we respond to?

Where should we allocate resources? What should our priorities be?

Strategic Plan Views future as unpredictable Views planning as a continuous process Expects new trends, surprises and changes Considers a range of possible futures & emphasizes strategy development based on assessment of the organization's internal and external environment.

No more than 5 years out Asks: "Based on our current understanding of environment, are we doing the right thing? How can we best use our resources to achieve or mission?"

Strategic vs. Operational Planning

Strategic planning 1. Strategic decisions

are fundamental and directional, and over-arching.

2. Longer-term implications.

3. Core strategies dictate how to employ the organization’s resources to best achieve its mission given a changing environment.

Operational planning1. Operational

decisions focus on the day-to-day implementation of strategic decisions.

2. Immediate (one year or less) implications

3. Details tactical plans to implement strategies and achieve goals and objectives

Sample Strategy In pursuit of their mission to "increase opportunities to experience world class art in our community", a new museum chose an innovative acquisition strategy -- they chose to rent much of their collection, rather than raise money to increase their art collection.

Success Factors

1. Focus on the most important issues during your strategic planning process.

2. Be willing to question the status quo.

3. Produce a document.4. Make sure the strategic plan is

translated into an annual operating plan for at least the first year.

5. Include stakeholders

Planning the Plan When do you do it?

Beginning or end of major project / end of life cycle stage/ after evaluation / major change— i.e. merger

How often? No more than every 2 years / 3-5 better

How long? 2-5 days

Who should be involved? (Pre) Context/buy-in – all key stakeholders Vision value mission – management, staff, board SWOT – management, professional staff Strategic goals & strategies - management, professional staff

Org structure – management w/ staff input Communicate complete strategic plan – to all stakeholders

Strategic Planning Process

Strategic Plan Framework

StrategicGoal

InternalImplications

ProblemIdentification

VisionValues Mission

Objectives

Strategies

Action Plans

SWOTCritical Issues Informs strategies

Steps to Creating Strategies

Strategic Goal = solve a problem

Intermediate Objectives = causes of the problem

Strategies = solutions

Implementation = Actions

Strategic Alignment

R e g io n a l S tra te gyA frica

S tra te g y fo r A P

R e g io n a l S tra te gyIn d ia

R e g io n a l S tra te gyA s ia

M a tern a l H e a lthS tra te gy

E ye ca reS tra te gy

H e a lth P ro g ramS tra te gy

O ve ra rch ingS tra te gy

Steps to Develop a Strategic Plan

1. Clarify the problem – the social problem or market failure that your organization is trying to solve/overcome.

2. Identify Stakeholders – internal and external stakeholders

3. Assumptions – state the assumptions about external environment.

4. Vision statement - what the organization would like to be in the long-term and how it would like to be perceived.

Steps (cont. 2)5. Discuss Values and Mission - outlines

the organization’s purpose and core values.

6. Conduct a SWOT Analysis – review of internal factors (strengths & weaknesses) and external factors (opportunities & threats)

7. Identify Critical Issues – with the greatest strategic significance to the organization.

8. Set Strategic Goals - enduring statements of direction that amplify the mission statement and focus the organization’s efforts.

Steps (cont. 3)9. Set Objectives – specific and

quantifiable; performance is measured against them to ascertain progress.

10. Develop Action Plans for each objective assigning responsibilities and resources to each objective, action plans provide an essential link between the strategic plan and the annual operating plan and budget.

11. Identify Internal Implications – the effects will your strategic scaling decisions will have on the internal operations of your organization.

Transparency International

Example

TI’s Strategy

“What direction should TI take in the next three to five years?”

“What are the challenges ahead for TI?”

Transparency International 2005 Strategic Plan

The Problem

Corruption- the abuse of entrusted power for private gain


TI’s Vision

TI’s vision is a world in which government, politics, business, civil society

and the daily lives of people are free of corruption


TI’s Mission

Contributes to sustainable

development and a clean

environment

Brings transparency

to international

trade and commerce

Reduces poverty and diminishes social injustice

Strengthens global

security

Builds democracy and open

government

We work to create change towards a world free of corruption

Fighting corruption:


Opportunities and Challenges

• Higher attention given to corruption

• More conventions and codes on corruption

• Technological developments facilitating access to information

OPPORTUNITIES THREATS

• Concerns on costs of globalisation

• Concerns about the transparency of NGOs


Strengths and Weaknesses

Clear focus

Network of National Chapters

Expertise

Tools and knowledge

development

Coalition building

Experienced individuals

STRENGTHS Weaknesses

• Awareness levels of TI within

civil society

• Capacity for original research

• Level of National Chapters

• Consistent service to donors

• Speed and clarity of financial

reporting

• Adapt organisational structure for

current stage of development


Critical Issues in Fighting Corruption

1. Ineffective democratic participation in many societies

2. Inadequately linked and poorly regulated institutions

3. Weak and malfunctioning political bodies

4. Influence of money and favours on political processes

5. Corruption in procurement and business

6. No anti-corruption legal framework

7. Persistent poverty and insecurity Transparency International 2005 Strategic Plan

NO CORRUPTION

TI’s Strategic Goals

Reduce Corruption in Politics

(e.g. Political Party and Campaign Financing)

Curb Corruption in Public Contracting

Enhance Anti-corruption Standards in the Private Sector (e.g. Business Principles)

Advance International Conventions against Corruption


Advocacy• International agenda setting on the issue of corruption and good governance

• Planning campaigns when TI concludes that this would be an effective way to achieve the change it seeks

• Managing media relations and internal communications

• Producing and disseminating TI’s knowledge and information products through the increasing range of on-line resources and print publications

Example of One of TI‘s Key Strategies


TI’s Regional Strategies

Africa & Middle East

African Union Convention

Asia Pacific ADB / OECD Anti-corruption Action Plan

Americas

Political financing

Europe

EU enlargement


Strategic Planning Social-Impact October 2006 Hyderabad, India.

Documents

Transcript of Strategic Planning Social-Impact October 2006 Hyderabad, India.