Transcript Document

STRATEGY IMPLEMENTATION
AND
RESOURCE MOBILIZATION
Presented by:
VINCENT AREVALO
ZAIRA BARCOMA
JENIFER E. TOLANG
DOCTOR OF EDUCATION MAJOR IN
INNOVATIVE EDUCATIONAL MANAGEMENT
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Objectives and Goals
.
•Objectives:
 To design and deliver a strategy implementation
plan.
Drawn out action programs and activities
To develop a preliminary resource mobilization
strategy and action plan for the successful
implementation of substance abuse services
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Objectives and Goals
•Goals:
Identify the major components of strategy
implementation
 Define resource mobilization
 Identify tools and existing resources for effective
mobilization
 Provide practical steps for mobilizing resources
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MATCHING OF OUTPUTS AND
OUTCOMES
OUTPUTS
OUTCOMES
MODERATE MATCH
PERFECT MATCH
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After the strategist determines the right
product or service outputs, a Strategy
Implementation Plan can be designed and
delivered. Having the right output means that the
products or services possess the right quality,
carry the right cost and arrived at a right time.
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Strategy Implementation (What actions are
needed, how resources will be allocated)
It is not surprising that in many organizations the
strategy is developed but never implemented. This
'dusty binder' phenomenon can happen due to
many reasons some examples are:
Lack of top management commitment
Strategy developed by the 'planning department'
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(Cont. reasons)
Strategy mismatch with culture
Lack of resources for strategic planning
Lack of ongoing appropriate
communication
Organizational structure unsuitable for strategic
planning
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Notes on Implementing a good Strategic
Planning Process
Role of the Planning Department
Planning department does everything except
formulate the plan. The plan is created by the top
management.
The planning department must
undertake the type of activities that are listed in the
figure. The planning department's role is that of
facilitation and defining the process. Consultants
with experience in Strategic planning can be very
beneficial to the organization.
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This can also allow the planning staff to
learn new tools and techniques.
External
facilitators and strategic planning leaders can
actually be more economical than having internal
staff. Internal staff should not facilitate the
sessions as their rank in the organization would
be a hindrance in the open and frank dialog that
needs to be managed by the facilitators. Staff is
would still be needed for ongoing documentation
and CI activities and selecting external resources.
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A strategic planning exercise triggers a four-cycle
process to ensure use, review, and revision of the
plan for continuing efficacy. The four cycles are:
☛ Dissemination, finalization, and
ratification
☛ Implementation, review, revision, and utilization
☛ Resource identification, mobilization, and
advocacy for the plan
☛ Monitoring, evaluation, and reporting
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Major Components of Strategy
Implementation
PROJECTS
PRODUCTS
/SERVICES
FUNCTIONAL
STRATEGIES
•Factory Construction
or expansion
•New products and
services
•Marketing
•Branch selection,
development and
construction
•Product/service
extensions
•Operations
•Acquisition of
enterprises or assets
•Value added services
or product additives
•Organization and
administration
•Other projects
•Other product/service
variation
•Finance
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The ‘Big 8’ Components of
Implementation.
Exercise the strategic
leadership needed to
drive implementation
forward.
Shaping the work
environment and
corporate culture
to fit the strategy
Tying rewards and
incentives to the
achievement of key
strategic targets.
Build an organization
with the competencies,
capabilities, and resource
strengths needed for
successful strategy
execution.
The Strategy
Implementer’s
Action Agenda
• what to do now
vs. later?
• What requires much
time and personal attention?
• What can be delegated to
others.
Allocating ample
resources to
strategy-critical
activities.
Establish
strategy-supportive
policies.
Instituting best practices
and pushing for
continuous improvement.
Installing information, operating
and operating systems that enable
company personnel to better carry
out their strategic roles proficiently.
Strategic Implementation
“The heart of execution lies in the three
core processes: the people processes, the
strategy processes and the operations
processes.”
Larry Bossidy, Execution. The
Discipline of Getting Things Done.
Resource Mobilization
•A continuous process of identifying and using a wide range
of available resources to address identified problems.
•It involves action oriented resource gathering that provides a
means to take action to address problems.
•It requires a concrete strategy for achieving the outcomes
desired.
•It reflects coordinated, cooperated efforts of government and
non-governmental entitles to provide systematic and
sustainable change which revitalizes the community or
institution.
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Resource Mobilization is Necessary
•Governmental Ministries cannot act alone to bring about
meaningful change – You must establish linkages!
•Empowers the community/ institution to become proactive
instead of reactive.
•Community “buy-in” is necessary for a successful program
•Strengthens rehabilitation efforts and serves to reduce
overcrowding in the prisons.
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Benefits Who/ How
•Government Agencies
•Community At Large
•Greater cost benefit to the public purse
•Strengthens community awareness and support for the program.
•Provides the judiciary with an increased level of comfort with the
sentencing alternatives.
•Creates a mechanism for sustainability of the Community Service
Order programs.
•Delivers tangible community benefits
•Enhances public safety
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Barriers
•Thinking inside the box!!
-Lack of finances
-Lack of personnel
-Lack of space
-Over-extended staff
-Resistance to change- “It won’t work”
-Territorialism
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Requirements
•Effective resource mobilization planning requires:
-A statement of the problem
-Identification and availability of existing resources to address t
problem
-Process of collaboration, education, and communication
-Strategy for implementation
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Examples of “Out of the Box” Thinking
•Use current resources and re-deploy existing
resources.
•Revisit space and work sites within government and
outside government.
- Schools, Churches, Libraries, etc.
•New programming and tasks, ultimately provides
long
term relief to over worked staff.
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Potential Resources ( Examples Used In Belize)
•
SEL-Street Sweeping
•
Belize Audubon Society
•
Belize Waste Control
•
Ministry of Tourism-Hotel Industry/ Cruise Lines
•
Victim Impact Panels
•
Charitable Organizations and Foundations
•
Water Taxi Association
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Alternative Ways of Financing
•Also requires thinking out of the box.
•Government cannot do it alone.
•3 Levels of Funding
-District
-National
-International
•Foundation Contributions
•Grants
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Alternative Financing (continued)
•Examine private sector resources
-utilities
-tourism
-commerce
-church
•It is vital to identify an appropriate gatekeeper for funds
received-•The credibility of the gatekeeper of the funds must be
established on all levels-•Potential Gatekeepers
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Mobilization Strategy and Steps
•Create data base of existing resources
•Identify goals for each parish/district
•Link existing resources with goals
•Begin dialogue with organizations
•Draft MOUs
•Attend police roll call, schools, church and community
meetings
•Create forums and focus groups for community input
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Solidify
•Develop Memoranda of Understanding (MOUs) benefit
all participating parties.
•Define roles and responsibilities of the players.
•Benefits to the MOU process:
• Establishes a shared vision as well as concrete
expectations.
• Identifies measurable outcomes.
• Invokes discussion and identification of problems or issues
before work begins.
• Ensures line staff, program director, and agency/ministerial
leadership support.
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Remember…
✔ Strive to make your planning and implementation
results-oriented.
✔ Use the plan effectively as a management and
marketing tool.
✔ Ensure synergy between the organization’s core
mission
and values, and a dynamic process of growth and
change.
✔ Remember that change is often disconcerting and
fear
of the unknown can derail the best plan.
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✔ Make implementation broadly participatory and
report systematically on progress.
✔ Ensure that the plan’s proposed specific
deliverables,
initiatives, indicators, changes, and improvements are
integrated into ongoing operational planning and
budgeting.
✔ Try to cost the plan and ensure that adequate
resources
are available for its implementation.
✔ Staff contribute to success or failure. Use the plan’s
shared vision as a mechanism for staff development
and team building.
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Sources:
www.PalantirSolutions .com/Plan
RESOURCE MOBILIZATION
November 22-24, 2004
St. Lucia WI
Presented by
Mr. Willie Anderson,CCD/CCS
American Recovery Management Strategies
Pathfinder International
Strategic Implementation:The Poor Cousin
Strategic Planning and Management
By: Eduardo A. Morato Jr.
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