Transcript Slide 1
CONSTITUENCIES DEVELOPMENT FUND BOARD SECRETARIAT FRAMEWORK FOR PREPARING THE CONSTITUENCIES DEVELOPMENT FUND COMMITTEES STRATEGIC PLANS
INTRODUCTION
Benefits of Strategic Planning
Strategic planning gives an organization a chance to look at it-self comprehensively, in the light of new information. When a strategy is developed by a new management team, it provides that team with an opportunity to form a cohesive identity. The rationale for strategic planning and management is that an agency requires a clear strategic direction to achieve its objectives. This is summed up in the paradigm that: “
you there
mission and values.
If you do not know where you are going, any path will take
”.When a strategy is developed with broader participation, it can be used to create a sense of shared
Cont……….
A strategy can help an organization make explicit the trade-offs that are incurred through the decisions they make. A strategic planning process can help correct that tendency by asking organizational units to think about the organization’s objectives, outputs, and impacts. It asks people to connect ends to means, a task that often is ignored in many public organizations and large private organizations. The issues regarded as strategic and therefore requiring strategic management or attention have the following characteristics:
Cont……….
Require top-management decision; Require large amounts of an agency’s resources; Affect the agency’s long-term prosperity; Are future oriented; Usually have multifunctional or multi-business consequences; and Require consideration of the agency’s external environment.
A strategic plan is the product of a process that entails determining the following strategic issues:
Where are we now?
Where do we want to be?
How do we get there?
Who must do what and when?
How are we doing?
What is a Strategy?
Strategy organizes the objectives and the goals of an agency into a series of time frames to enable work units and individuals to know what must be achieved by whom and when. To this extent, a strategy is an agency’s game plan.
Core features of strategy
The core features of strategy are: Strategic analysis Strategic development Strategic implementation
These three are interrelated as indicated by the chart below:
Strategic Analysis Strategic Developmen t Strategic Implementatio n
Programmes
Action plans breathe a life into strategy. The constituency need to develop strategic program action plans for all priority strategic issues, designated mission elements, strategic objectives, and overall strategies. Each program should include a measurable program objective; a few key action steps; defining
who
,
what
, and
when
; an estimate of the financial and strategic gains from the program; its capital and spending costs; and the human resources required to implement
Outline of Activities to be Done to Produce a Strategic Plan
Literature Review
Conduct a literature review of available documents on your organization to have a background understanding of the organization and issues that should be addressed
Problem and opportunity analysis.
The mission, vision statement and core values
Answer the following questions: What programs and services should we be providing?
Why do we exist?
How are we unique?
Who are our customers/users What are the three to five most important programs we proved now and that we will proved in that future?
What do we do best now and what will we do best in the future?
How are we different from the way we were three to five years ago?
How are we most likely to be different three to five years from now?
What are our major outputs and outcomes and how can we measure them?
Environmental scanning: the identification of future challenges and opportunities
External Environment comprises factors that originate beyond and usually irrespective of any single agency’s operating situation. These factors impact significantly on the organizational performance and must be carefully analysed and taken into account. The analysis can be done through the SWOT (Strength, Weaknesses, Opportunities and Threats) and PESTEL (Political, Economic, Socio-cultural, Technological, Environmental factors and Legal environment) assessments. In doing the assessments, answer the following questions: 1. What is the source of the challenges/threats and opportunities to our organization?
2. Why do these challenges and opportunities exist?
Identification and analysis of Stakeholders Who is creating problems, challenges, and opportunities for our organization?
What internal groups or parties are involved?
2. What is their perspective?
3. How will these parties affect our mission?
4. What external groups or parties are involved?
5. What is their perspective? 6. How will these parties affect our mission?
Historical analysis
What created these problems and opportunities, and how did we get here?
How have different levels of our organization and the individuals within the organization responded to key challenges and opportunities in the past?
How long have these challenges and opportunities existed What attempts have been made at preventing problems and at exploiting opportunities (Search for analogous situations?) How successful/unsuccessful were these attempts?
How have the parties involved responded to these efforts?
Organizational and situational analysis
Organization strengths, weaknesses, accomplishments, opportunities and threats
What are our organization’s strengths and weaknesses? What opportunities and threats do we face in our current environment? What are our organization’s goals?
Strategy formulation.
A. Defining and accomplishing success: short-term objectives and tasks B. Defining and accomplishing success: long-term objectives and tasks At this stage formulate programmes and policies you wish to implement.
Pre-implementation projection
Measure fit and assess feasibility and viability of proposed strategic directions.
Evaluation and midcourse correction.
Make incremental adjustments to programs and policies. Collect data on routine performance Conduct periodic formal evaluation and correction.
Strategic Plan Ownership
To create a wider constituent ownership of the Strategic Plan, the methodology of developing the Strategic Plan must provide for various stakeholders to interact and share ideas through greater involvement of all the stakeholders in the constituency. The stakeholders forums to generate, audit and synchronise ideas that should go into the Strategic Plan must be the output of a wider involvement of the residents and the sectors in the constituency’s economy..
PROTOTYPE LAYOUT OF THE CDFC STRATEGIC PLAN
FOREWORD BY THE PATRON ACKNOWLEDGEMENT LIST OF ABBREVIATIONS AND ACRONYMS EXECUTIVE SUMMARY
CHAPTER 1: INTRODUCTION
Overview of the National Economic Development Framework (Vision 2030, MDGs etc) Mandate and Functions of the Constituencies Development Fund Overview of the Performance of the Constituency in the last 3 years Justification for the Strategic Plan The Strategic Planning Process Organization of this Strategic Plan document
CHAPTER 2: SITUATIONAL ANALYSIS
Vision
Development of an agency’s Vision: The vision will clarify the purpose for the existence of organization (i.e. constituency); It will indicate where the constituency wishes to be in the future.
It is about the ideal future positioning envisaged by the constituency.
Mission
Development of a Mission A mission statement defines the business purpose, direction and future thrusts of the constituency It is the navigational star towards which the constituency aligns the bow of the corporate ship in order to reach its desired destination.
Goal Core Values
Strategic objectives
Strategic objectives are what the organization commits itself to accomplish in the long term. Strategic objectives establish: Performance levels to be achieved on priority issues Measures of success in fulfilling critical mission statement elements Expected performance in key result areas
PESTEL Analysis
Political Factors
Relate to factors favouring establishment of Constituencies Development Fund and other devolved funds. It also includes Number of registered voters, electoral wards, etc; Level of participation of the local community in discussing development activities including identification and prioritisation of programmes as well as implementation, monitoring and evaluation of development initiatives.
Economic Factors
Relate to the nature and direction of the economy in which a constituency operates: Allocation of resources to the constituency in the last three years from CDF, LATF, Constituency HIV/Aids fund, roads fund, other sources Poverty levels of the constituency as per the latest statistics issued by the KNBS and other sources Resource endowment of the constituency; major economic activities and potentials
Social-Cultural Factors
Involves beliefs, values, attitudes, opinions, lifestyles Social Changes: Entry of women into labour market Exit of child labour from labour market Quality of life issues Age distribution of population
Technological Trends
Consider the developments in ICT and the extent of usage of ICT, Internet connectivity in the constituency. Number of cyber cafes, institutions with internet facilities and IT training programmes. Availability of electricity, usage of alternative energy sources (solar power). Types of industries in the constituency and what they produce. Also consider the type of materials the constituency produces.
Environmental Factors
Environmental factors include: Effects of global warming and climate change, air pollution and water pollution in the constitution. The extent of environment degradation, and the role of the environmental management committees in controlling the degradation
Legal Factors
These define legal and regulatory parameters within which organizations must operate e.g. various Acts of Parliament and regulations governing the constituency committees, and devolved funds;
SWOT Analysis
SWOT is the acronym for Strengths, Weaknesses, Opportunities and Threats. The SWOT analysis provides insights into the Constituency’s operational environment that need to be moulded appropriately. Strengths and Weaknesses relate to the internal environment of the constituency while Opportunities and Threats relate to the external environment. The Constituency must identify strategies that build on Strengths, resolve weaknesses, exploit Opportunities and avoid Threats. The format below should be used.
Constituency SWOT Analysis
1. Strengths
-
3. Opportunities
-
2 Weaknesses
-
4 Threats
-
Stakeholders Analysis
2 3
.
No Stakeholder
1
Roles/responsibilities
CHAPTER 3: STRATEGIC ANALYSIS
Introduction Strategic Issues and objectives Strategic Issues Strategic issues are identified after analysis of both internal and external factors that affect the constituency.
Objectives Outcomes and Outputs
CHAPTER 4: STRATEGIC PLAN IMPLEMENTATION
Introduction The Implementation Approach Implementation Matrix (For each strategic issue identified in chapter 3, prepare a matrix as shown below)
Strategic Issue: Objective: Activities Output Expected outco me/ Impa ct Performance Indicato rs Time Frame (Date: From To) Implementation Agency Source of Fun ds Budgetary Requirem ents (Kshs)
• Resource Mobilization • Organization Structure
CHAPTER 5: MONITORING AND EVALUATION
Introduction Monitoring and Evaluation Indicators Develop a Martix of monitoring indicators and what you hope to achieve in doing monitoring and evaluation.
APPENDIX I: THE STRATEGIC PLANNING PROCESS FLOW
APPENDIX II: STRATEGIC LEADERSHIP AND DELEGATION Strategic Leadership
Strong leaders
“walk-the-talk”
; Strong leaders are genuine and real in what they do Strong leaders lead by example. Willingness to Delegate and Empower Good leaders have superior delegation skills; They recognize the benefits of delegation; They know that empowered subordinates are motivated employees; Strong leaders know
“what not to delegate”
; and Strong leaders maintain control over
key decisions
; They are able to engender cohesiveness and team spirit
Delegation
Implementation of the strategic plan begins when management delegates overall strategic objectives, program objectives, and action steps to work units and individuals with the skill, power, resources, and authority to act Delegation takes place at several levels: Overall strategic objectives , or parts of them, become the responsibility of the units and individuals in the organization most capable of carrying them out.
Responsibility for program action plans or key action steps goes to functional departments, teams or individuals.
Every key objective and step in a strategic action plan becomes part of someone’s personal objectives.
A key responsibility of management is to identify the handful of “leverage” units and individuals who will be charged with achieving strategic objectives and implementing programmes.
APPENDIX III: ROUGH ESTIMATE (COST) FOR PRODUCING CDFC STRATEGIC PLAN COST ELEMENT
1. Development of Terms of Reference for a Consultant to assist the CDFC do the following: Literature review on the constituency Facilitate 4No. Stakeholders’ Participation Workshops Facilitate 2No. Stakeholders’ Validation Workshops Compile and Write the report after consultations The consultancy services will effectively be needed for 60 days @ 12,000/= per day.
1.
Stakeholders Participation Workshops (Hire of training halls, transport refund, meals and allowances for participants) – 4No. Workshops @ 150,000/=
AMOUNT (KSHS.)
720,000.00
600,000.00
1.
Stakeholders Validation Workshops (Hire of training halls, transport refund, meals and allowances for participants) – 2No. Workshops @ 150,000/= 4. CDFC Members’ participation besides attending the workshops Above (transport refund, meals and allowances for members) 5. Printing costs for the Strategic Plan (2,000 copies @ 25/=) 6. Public Launch of the Strategic Plan (Entertainment, Refreshment, Hire of Venue complete with PA System, Printing and distribution of Invitation Cards) CDFC officials to be the MCs at no cost to the CDFC 7. Contigencies Sum (10%)
TOTAL
300,000.00
150,000.00
45,000.00
250,000.00
206,500.00
2,271,500.00
NOTE:
Budget Item No. 1 can be competitively sourced to bring down the cost to KShs. 500,000/= or thereabout. This is the only cost that should be paid to the consultant. The rest of the expenditure should be done directly by the CDFC. No. of copies to be printed may be varied by the CDFC provided the Plan is widely distributed among the stakeholders in the constituency.