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

Part 1: Intro Process Framework 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.” Cheshire Cat in Alice in Wonderland, Lewis Caroll Objectives Vision 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 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 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.

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 In order to understand what is most important in the current and in the expected future, old assumptions about what is important must be challenged. It is possible to honor the past and still to make new decisions-don't allow new ideas to be characterized as inherent criticisms of the past. Whether an organization engages in an abbreviated process or an extensive strategic planning process, a planning document should be created. A useful strategic plan can be a few pages long. The document is a symbol of accomplishment, a guide for internal operations, and a marketing tool for current and future supporters. A critical test of a good strategic plan is that the operational implications are clear. Without a practical operating plan that articulates short-term priorities - and clearly identifies who is responsible for implementation, a strategic plan will rarely be implemented. Writing the first year's annual operating plan and supporting budget with the strategic plan in mind makes sure your strategic plan passes this test.

Planning the Plan When do you do it? How often? How long? 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 Goal Internal Implications Problem Identification Vision Values Mission Objectives Strategies Action Plans SWOT Critical Issues Informs strategies

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

Strategic Alignment

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.

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.

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.

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 The pernicious effects of corruption damage all aspects of life and society. 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 TI’s vision is of a different type of world TI’s core values will guide its work: Transparency Accountability Integrity Solidarity Courage Justice Democracy TI's definition of corruption is a wide one, embracing the private as well as the public sector, and explicitly focused on the exercise of power. Transparency International 2005 Strategic Plan

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 TI seeks changes towards the world described in its vision. It does not want just to oppose or highlight corruption: people throughout the TI Movement are seeking to create change. In doing so, TI’s work contributes to a wide range of positive outcomes. Builds democracy and open government Strengthens global security Transparency International 2005 Strategic Plan

Opportunities and Challenges 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 TRENDS Higher attention to the issue of corruption at the international level, with the development of legislation and the inclusion of anti-corruption initiatives within development and poverty reduction international frameworks/approaches. This is likely to be counterbalanced by increased emphasis, in certain governments, on anti-terrorism agendas that downgrade the corruption issue. Proliferation of conventions, codes and standards on corruption often without the resources for effective enforcement and monitoring. Rising concerns about the social and environmental costs of the globalisation agendas of governments, and multi national corporations. Increased public and media attention to the governance of businesses and the relationship between business and party politics. More public and media concern on transparency and accountability of NGOs. Technological developments, in particular in the area of telecommunications (internet, wireless) facilitating access to information. IMPLICATIONS FOR TI TI needs to face the challenges and seize the opportunities that this context creates: Keeping corruption on the top of the international and national agendas. Developing new programmes and strengthening existing anti-corruption initiatives relevant to the time, and evidencing impact on levels of corruption – that TI makes a difference. Managing the integrity, growth, development and openness of the TI Movement Effectively securing funds to sustaining TI’s leadership in the field of anti-corruption Maintaining and developing TI’s reputation. Transparency International 2005 Strategic Plan

Strengths and Weaknesses Clear focus Network of National Chapters Expertise Tools and knowledge development Coalition building Experienced individuals 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 PARTICULAR CAPABILITIES Clear focus on corruption National and international expertise through its extensive network of National Chapters, International Secretariat and individual collaborators Track record in developing tools and knowledge at a national and international level Coalition building ability/approach Ability to mobilise highly experienced individuals as volunteers AREAS TO IMPROVE Low awareness of TI within civil society TI as medium for information exchange has a limited reputation for original research Uneven level of National Chapters Administrative service to donors Historically slow annual financial reporting and accounts which are not always easy to understand Use of the media to leverage the strength of its brandname Organisational development lags the pace of TI’s growth. Transparency International 2005 Strategic Plan

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 TI has identified four Key Global Priorities on which it will focus especially. Each of the four regions also have identified priorities, examples of which are: In Africa & Middle East, TI aims to use the African Union Convention on Preventing and Combating Corruption and other strategies to give a new edge to the anti-corruption fight in the region In the Americas, TI aims for the application of standards for political financing in all countries and for reducing the corrupt influence of money in politics by introducing transparency and equity into the political finance systems and realities. In Asia Pacific, TI will support the implementation of the ADB/OECD Anti-Corruption Action Plan for the Asia-Pacific In Europe, TI chapters of old and new Europe will join in combating political corruption. 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 NO CORRUPTION To increase the focus and effectiveness of TI’s programmatic approach a selected group of Global Priorities have been identified. The first four are designated as “Key” Global Priorities The Global priorities reflect prioritisation based on: TI’s assessment of their importance and relevance in the fight against corruption, taken into account the current status and trends in corruption work currently being carried out within TI at an international, regional and national level, and TI’s ability to contribute to creating change. Reducing Corruption in Politics (e.g. Political Party and Campaign Financing): to reduce corruption in politics at the national and international levels, in particular to disclose and diminish the influence of money and favours on political processes Curbing Corruption in Public contracting: to create change towards corruption-free contracting systems and processes. The programme will promote the decrease of corruption in public contracting across the public and private sectors, apply TI’s Integrity Pacts, define minimum standards at the national level and evaluate the implementation of quality standards at the international and multilateral level. Enhancing Anti-corruption standards in the private sector (e.g. Business Principles): The Business Principles for Countering Bribery aims to reduce bribery involving the private sector and to improve global business standards of integrity, transparency and accountability. Advancing International Conventions against Corruption: To ensure that there is a functioning international anti-corruption legal framework that fosters international cooperation in law enforcement, and provides a foundation for technical cooperation; and sets standards for states to aspire to or adhere to in relation to their anti-corruption programmes. Transparency International 2005 Strategic Plan

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 knowledge and information products through the increasing range of on-line resources and print publications TI’s advocacy work will focus on: International agenda-setting on the issue of corruption and good governance, advocating and communicating clearly and consistently via key international media the case for reform, and promoting tools, instruments and initiatives to create change towards a world free of corruption. Overseeing media and public affairs campaigns on global priorities based on in-depth knowledge and original research, and communicating policy recommendations targeted at governments, professional organisations, intergovernmental organisations and relevant business sectors. Managing the flow and content of internal communications to ensure that the global TI movement has easy access to TI knowledge and expertise (including contacts), that an information-sharing culture is developed and sustained, and that communications between National Chapters and TI-S are strengthened An additional aspect of TI’s Advocacy activities will be the production of print publications and online resources which showcase and disseminate research and knowledge for TI’s global and national advocacy work. They also reflect the work and capacity of the organisation and the anti-corruption movement – and are an excellent means of conveying achievements, successes and challenges in the anti-corruption agenda. Together with TI’s publications, the International Anti-Corruption Conference (IACC) series provide TI, as its lead organiser, with a global platform for furthering its key goals and objectives. It highlights TI’s global and regional priorities by presenting TI research, tools and initiatives to an international audience. It also provides an opportunity for the TI movement to engage in constructive exchange and debate with other stakeholders. TI is currently evaluating and reviewing its role as lead organizer of the IACC. 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