1 strategy implementation and resource mobilization presented by: vincent arevalo zaira barcoma...
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STRATEGY IMPLEMENTATION AND
RESOURCE MOBILIZATION
Presented by:VINCENT AREVALO ZAIRA BARCOMA
JENIFER E. TOLANG
DOCTOR OF EDUCATION MAJOR ININNOVATIVE 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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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, andratification
☛ 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
•Branch selection, development and construction
•Acquisition of enterprises or assets
•Other projects
•New products and services
•Product/service extensions
•Value added services or product additives
•Other product/service variation
•Marketing
•Operations
•Organization and administration
•Finance
The ‘Big 8’ Components of Implementation.
The StrategyImplementer’sAction Agenda
• what to do now vs. later?
• What requires muchtime and personal attention?• What can be delegated to
others.
Build an organizationwith the competencies,
capabilities, and resourcestrengths needed forsuccessful strategy
execution.
Allocating ampleresources to
strategy-criticalactivities.
Establishstrategy-supportive
policies.
Instituting best practicesand pushing for
continuous improvement.
Installing information, operatingand operating systems that enablecompany personnel to better carry
out their strategic roles proficiently.
Tying rewards andincentives to the
achievement of keystrategic targets.
Shaping the workenvironment andcorporate cultureto fit the strategy
Exercise the strategicleadership needed todrive implementation
forward.
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.
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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 the 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 implementationresults-oriented.
✔ Use the plan effectively as a management andmarketing tool.
✔ Ensure synergy between the organization’s core mission
and values, and a dynamic process of growth andchange.
✔ 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 areintegrated into ongoing operational planning and
budgeting. ✔ Try to cost the plan and ensure that adequate
resourcesare available for its implementation.
✔ Staff contribute to success or failure. Use the plan’s
shared vision as a mechanism for staff developmentand team building.
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RESOURCE MOBILIZATIONNovember 22-24, 2004St. Lucia WIPresented by Mr. Willie Anderson,CCD/CCSAmerican Recovery Management Strategies
Sources:
www.PalantirSolutions .com/Plan
Pathfinder International
Strategic Implementation:The Poor CousinStrategic Planning and ManagementBy: Eduardo A. Morato Jr.
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