Strategic Planning

1. Strategic Planning Social-Impact October 2006 Hyderabad, India

2. Strategic Planning Part 1: Intro Process Framework

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

4. 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.

5. Objectives Strategic Plan "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 Vision Strategic Goals Problem Identification

6. 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?

7. 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?"

8. Strategic planning Strategic decisions are fundamental and directional, and over-arching. Longer-term implications. Core strategies dictate how to employ the organization’s resources to best achieve its mission given a changing environment. Operational planning Operational decisions focus on the day-to-day implementation of strategic decisions. Immediate (one year or less) implications Details tactical plans to implement strategies and achieve goals and objectives Strategic vs. Operational Planning

9. 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.

10. 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

11. 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

12. Strategic Planning Process

13. Vision Values Mission SWOT Critical Issues Informs strategies Strategic Goal Problem Identification Objectives Strategies Internal Implications Action Plans Strategic Plan Framework

14. Strategic Goal = solve a problem Intermediate Objectives = causes of the problem Strategies = solutions Implementation = Actions Steps to Creating Strategies

15. Strategic Alignment

16. Steps to Develop a Strategic Plan • Clarify the problem – the social problem or market failure that your organization is trying to solve/overcome. • Identify Stakeholders – internal and external stakeholders • Assumptions – state the assumptions about external environment. • Vision statement - what the organization would like to be in the long-term and how it would like to be perceived.

17. Steps (cont. 2) • Discuss Values and Mission - outlines the organization’s purpose and core values. • Conduct a SWOT Analysis – review of internal factors (strengths & weaknesses) and external factors (opportunities & threats) • Identify Critical Issues – with the greatest strategic significance to the organization. • Set Strategic Goals- enduring statements of direction that amplify the mission statement and focus the organization’s efforts.

18. Steps (cont. 3) • Set Objectives – specific and quantifiable; performance is measured against them to ascertain progress. • 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. • Identify Internal Implications – the effects will your strategic scaling decisions will have on the internal operations of your organization.

19. Transparency International Example

20. 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

21. The Problem Corruption- the abuse of entrusted power for private gain Transparency International 2005 Strategic Plan

22. TI’s Vision TI’svision 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

23. TI’s Mission We work to create change towards a world free of corruption Fighting corruption: Brings transparency to international trade and commerce Contributes to sustainable development and a clean environment Reduces poverty and diminishes social injustice Builds democracy and open government Strengthens global security Transparency International 2005 Strategic Plan

24. Opportunities and Challenges OPPORTUNITIES THREATS • Higher attention given to corruption • More conventions and codes on corruption • Technological developments facilitating access to information • Concerns on costs of globalisation • Concerns about the transparency of NGOs Transparency International 2005 Strategic Plan

25. 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 Transparency International 2005 Strategic Plan

26. Critical Issues in Fighting Corruption • Ineffective democratic participation in many societies • Inadequately linked and poorly regulated institutions • Weak and malfunctioning political bodies • Influence of money and favours on political processes • Corruption in procurement and business • No anti-corruption legal framework • Persistent poverty and insecurity Transparency International 2005 Strategic Plan

27. 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 Transparency International 2005 Strategic Plan

28. Advocacy Example of One of TI‘s Key Strategies • 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 knowledgeandinformation products through the increasing range of on-line resources and print publications Transparency International 2005 Strategic Plan

29. 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