1. THE STRATEGIC PLANNING PROCESS Chris Sidoti ppt 4

2. The process and the plan the planning process is important –to secure ownership by those who will have responsibilities for implementation –to provide partnership opportunities with the institution’s external stakeholders –to enable institutional accountability to those to whom it provides services –to make clear internal accountability of staff for implementation –to ensure that the plan is an accurate reflection of the situation the institution faces –to ensure that the plan is the best possible response to that situation but the strategic plan is the thing!

3. What do you need for strategic planning? “intellectual process” –information (data) –understanding (analysis) –ideas (creativity) “social process” –organisational endorsement –leadership –people Compass Partnerships (UK)

4. Planning: a social process Compass Partnerships (UK)

5. Inclusive process “An inclusive process means that people who have a stake in the work of your organization participate in the planning process in an appropriate way. This does not mean that every client, funder, volunteer and staff member must come to a joint consensus about what to do. It does mean that these interested individuals have a chance to be heard by the decision makers.” Compass Partnerships (UK)

6. Some key decisions the role of the institution’s leaders the role of the institution’s staff who should drive the process? the participation of outside stakeholders

7. The role of the institution’s leaders to explain to staff the nature and importance of strategic planning to endorse the process as an institutional priority to require the full cooperation of all staff to add their authority to the demands the process will place on all staff to direct those steering the process so that the plan receives leadership support to make the final decisions

8. The role of the institution’s staff the process should involve all staff at critical points –need to access staff expertise –need to build staff ownership staff should –be briefed on the planning process –contribute to the situation analysis –join in defining the institution’s vision and mission –participate in developing strategies

9. Who should drive the process? designated staff need to be given specific responsibility for the planning process the planning process is time consuming and demanding picking the right staff to do it is important and difficult requires not only analytical ability but good people skills possible need to access external expertise in support

10. Outside stakeholders: who? victims and potential victims of violations the State –the parliament –the government –the civil service –the courts civil society organisations –human rights non-government organisations –social welfare non-government organisations –academics –business and trade unions –faith groups and organisations the broader community

11. Outside stakeholders: how? opportunities to contribute formally –general invitation to make written submissions –targeted invitations to key organisations and individuals targeted consultations –focus groups –individual meetings with key groups and individuals –general consultative meetings open opportunities for comment –phone-ins –media discussion

12. Planning: an intellectual process Compass Partnerships (UK)

13. How to do it? written contributions interviews group discussions brainstorming drafting groups circulation and comment on drafts

14. Situation analysis planning must start with understanding the context in which the plan will be implemented situation analysis has an external focus: –what is the human rights situation in the country? and an internal focus –how is the institution equipped to deal with the external human rights situation?

15. Many situation analysis tools positives and negatives SWOT and variations PESTLE and variations

16. SWOT analysis strengths –where are we strong and effective? what are we good at? weaknesses –where are we weak or less effective? what do we do less well? opportunities –what possibilities does the external environment offer us? threats –where are we at risk from the external environment?

17. SWOT analysis positive (helpful) negative (harmful) internalstrengthsweaknesses externalopportunitiesthreats

18. Developing the plan itself start from the top and work down vision mission objectives strategies activities

19. Developing performance indicators not an easy task! should enable assessment of achievement of the core objectives critical tool for evaluation of implementation of the strategic plan (and therefore of the institution) remember –indicators of quantity and quality? –measuring products or results?

20. Quantity and quality quantitative –many training programs did we conduct? –did we conduct as many as we planned to conduct? qualitative –how did the trainees rate the program? –did they rate it as highly as we had planned?

21. Products and results indicators of products (outputs) –how many publications did we produce and distribute? indicators of results (outcomes) –how much did our publications increase public awareness of and support for human rights?

22. Good performance indicators finding good and valid performance indicators is very difficult far easier to measure quantity than quality –but quality is more important far easier to measure product (output) than result (outcome) –but results are more important best approach is to have a small number of well selected, critical indicators –capable of measurement and –truly informative and helpful

23. Successful strategic planning leads to action builds a shared vision that is values-based is an inclusive, participatory process in which board and staff take on a shared ownership accepts accountability to the community is externally focused and sensitive to the organisation's environment is based on quality data requires an openness to questioning the status quo is a key part of effective management Alliance for Nonprofit Management