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

2. Part 1: Intro Process Framework
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. 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

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 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.

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
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.

11. 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

12. Strategic Planning Process

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

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

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
The pernicious effects of corruption damage all aspects of life and society.
Transparency International 2005 Strategic Plan

22. 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

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
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

24. 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

25. 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

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
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

27. 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

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 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

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