Transcript HUD Social Enterprise Pilot

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
"If you don't know where you
are going, it doesn't matter
which way you go.”
Objectives
Vision
Cheshire Cat in Alice in Wonderland,
Lewis Caroll
Strategic
Goals
Problem
Identification
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 overarching.
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 planning
1. 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?


How long?


No more than every 2 years / 3-5 better
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
Vision
Values
SWOT
Critical Issues
Mission
Informs strategies
Strategic
Goal
Problem
Identification
Objectives
Strategies
Action Plans
Internal
Implications
Steps to Creating Strategies
Strategic Goal = solve a problem
Intermediate Objectives = causes of the problem
Strategies = solutions
Implementation = Actions
Strategic Alignment
Overarching
Strategy
Regional Strategy
Africa
Regional Strategy
Asia
Regional Strategy
India
Strategy for AP
Health Program
Strategy
Maternal Health
Strategy
Eyecare
Strategy
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 are the challenges ahead for TI?”
“What direction should TI take in the next three to five years?”
Transparency International 2005 Strategic Plan
The Problem
Corruption- the abuse of
entrusted power for private gain
Transparency International 2005 Strategic Plan
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
Transparency International 2005 Strategic Plan
TI’s Mission
We work to create change towards a world free of corruption
Fighting corruption:
Reduces poverty
and diminishes
social injustice
Brings
transparency
to
international
trade and
commerce
Builds
democracy
and open
government
Transparency International 2005 Strategic Plan
Contributes to
sustainable
development and
a clean
environment
Strengthens
global
security
Opportunities and Challenges
OPPORTUNITIES
THREATS
• Higher attention given to corruption
• Concerns on costs of globalisation
• More conventions and codes on
corruption
• Concerns about the transparency of
NGOs
• Technological developments
facilitating access to information
Transparency International 2005 Strategic Plan
Strengths and Weaknesses
STRENGTHS
Weaknesses

Clear focus

Network of National Chapters

Expertise
• Capacity for original research

Tools and knowledge
• Level of National Chapters
development
• Consistent service to donors


Coalition building
Experienced individuals
• Awareness levels of TI within
civil society
• Speed and clarity of financial
reporting
• Adapt organisational structure for
current stage of development
Transparency International 2005 Strategic Plan
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
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
Transparency International 2005 Strategic Plan
NO
CORRUPTIO
N
Example of One of TI‘s Key Strategies
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
Transparency International 2005 Strategic Plan
TI’s Regional Strategies
Africa & Middle East
 African Union Convention
Asia Pacific
 ADB / OECD Anti-corruption Action Plan
Americas
 Political financing
Europe
 EU enlargement
Transparency International 2005 Strategic Plan