reformcompass – ngos. the reformcompass: the reformcompass takes structures and processes into...

ReformCompass – NGOs

The ReformCompass:The ReformCompass takes structures and processes into account, systematizes central goals and tasks thus delivering an orientation framework for strategic action.

The dimensions:Three strategic dimensions in particular decide on the success or failure of a reform: competence for appropriate solutions, credible communication (internal and external) as well as the capability to implement solutions.

The phases:The challenge lies in working out these three "C's" equally over the entire process, i.e. from the creation of a strategic group, through to agenda setting, policy formulation and decision-making as well as implementation to (ongoing) impact evaluation.

Key factors

STRATEGY GROUPPHASE 1

COMPETENCE COMMUNICATION CAPABILITY TO IMPLEMENT

ONGOING IMPACT EVALUATION

PHASE 5

AGENDASETTINGPHASE 2

FORMULATING AND DECISION-MAKINGPHASE 3

IMPLEMENTATIONPHASE 4

Fostering a culture of innovation

COMPETENCE

Strengthening communication abilities

COMMUNICATION

Guaranteeing implementation

CAPABILITY TO IMPLEMENT


What must the composition of the core group be so that technical competence and across-the-board competence are represented?

What knowledge is required so that different perspectivesare included? Knowledge of the subject matter,administrative knowledge, knowledge of processes?

How can know-how internal to the system be included?

What access to external expertise is available?How can this be used and expanded?

How can an open culture of learning that allows new ideas come into being?


COMPETENCE


COMMUNICATION



GOALS TASKS

_ Exploit available competencies

_ Include external know-how

_ Develop management competencies


Does the strategic core group have sufficient resources for communication?

Have stable communication channels been set upthat ensure the flow of information?

Have the strategic core group and its alliance partners agreed on uniform core messages?

Are the content, configuration of actors andcommunication instruments plausible?

Are the instruments of communication in line with each other in terms of content and scheduling?


COMPETENCE


COMMUNICATION



GOALS TASKS

_ Adjust communication resources and competencies

_ Coordinate communication


Which actors strengthen the implementation of the change process and enhance cooperation in the core group?

Which cooperations and networks with other influential actors and committees are helpful?

How can a permanent sounding out of thesentiment be ensured?

How can it be ensured that the sentiments ofthe different relevant actors are perceivedearly on?


COMPETENCE


COMMUNICATION



GOALS TASKS

_ Network actors across the board

_ Develop a conflict early warning system


Picking up on future-related issues

COMPETENCE

Fostering a desire for reform

COMMUNICATION

Calculating the chances of success


DEFINITION OF THE PROBLEM

AND ANALYSISPHASE 2

What is the status quo with respect to the organization and its strategic direction?

What internal and expert knowledge is already available on the theme/problem? What trends areforecast by academia?

How are the environment, the needsand interests of affected persons and the marketchanging in the working environment? (»Competitors«, financiers)

What potential conflicting interests and competing objectives are there?

What are the opportunities and risks and how much time does the strategic realignment require?

Can the problems be clearly defined and can the goals be broadly formulated for strategic realignment?


COMPETENCE


COMMUNICATION



GOALS TASKS

_ Identify the need for reform early on

_ Analyze the specific problem

_ Clarify the direction of the strategic realignment

DEFINITION OF THE PROBLEM AND ANALYSIS

PHASE 2

How is the work evaluated by the (technical) public? How is it evaluated by the employees? Is there already an awareness of the problem?

How are management and employees kept informed and included in the strategic realignment?

How are affected parties, beneficiaries, media and multipliers, where applicable, included?

Is the benefit evident or must core argumentsbe scientifically supported? What happens if the realignment is not carried out?

Does the realignment refer to social discussions and overarching values?

Is the realignment discussed internally andexternally using positive language?Is a communication plan available?


COMPETENCE


COMMUNICATION



GOALS TASKS

_ Create awareness of the problem

_ Establish interpretive paradigms

_ Communicate the central ideas


PHASE 2

At the current time, is there are window of opportunity for a strategic realignment?

Does the realignment have enoughprofiling potential for decision-makersfrom one's own organization?

Which relevant actors from the environment are potential proponents? Which actors are potential opponents and cannegatively influence the realignment?

Which interests and positions represent the relevant actors with respect to the realignment?

How can proponents be motivated and alliance partners be gained? Can "veto players" be "neutralized"?

How broad are the negotiation corridors and which potentials for compromise are there between the individual actors?


COMPETENCE


COMMUNICATION



GOALS TASKS

_ Identify windows of opportunity

_ Determine profiling opportunities

_ Define negotiation corridors


PHASE 2

Formulating reform plans

COMPETENCE

Building trust

COMMUNICATION

Obtaining majority support


FORMULATING AND DECISION-MAKING

PHASE 3

What are the options for action and alternative solutions, for example in other regions and other organizations?

Can the most favored solution be underpinned by expert knowledge and reliable data?

Can effectiveness tests be carried out in the form of pilot projects?

What is the advantage of "grand scale" and what is the advantage of undertaking a realignment in small steps?

How could the strategic realignmentbe divided into individual steps and phases?

How could implementation actors be includedin the concrete implementation and timeframe planning?


COMPETENCE

Building trust

COMMUNICATION



GOALS TASKS

_ Sound out options for action

_ Evaluate alternative solutions

_ Draft a reform plan

FORMULATING ANDDECISION-MAKING

PHASE 3

What are suitable times for communicating internally and externally?

How can dialog be realizedwithin one's own organization?

How can dialog be developed and establishedwith the beneficiaries or target groups?

Are the winners and gains emphasized,overall goals and milestones communicated and is a positive language used?

Are the strategic plans presented and justified as the most viable solution?

Is it made clear what changes,what stays the same and what is possible and what not?


COMPETENCE

Building trust

COMMUNICATION



GOALS TASKS

_ Communicate credibility

_ Use clear and positive reform language

_ Generate realistic expectations

_ Establish dialog


PHASE 3


COMPETENCE

Building trust

COMMUNICATION



GOALS TASKS

_ Choose negotiation strategies

_ Win alliance partners

_ Ensure the best possible support

Are the proposals of participants and affected parties taken into account?

Can relevant actors be brought on board?

Have the key decision-makers been madeoffers for profiling? Is the involvement ofresponsible parties ensured for the implementationof the change process?

Has it been decided whether negotiationswill be carried out conflict– or consensus–orientated?

Can relevant opponents be removed andbrought around by compromises and incentivesfrom the group of opponents?

Can quick successes be realizedfrom the realignment and can the public be mobilized?


PHASE 3

Ensuring quality results

COMPETENCE

Connecting with citizens

COMMUNICATION

Mobilizing implementation actors



Has the key goal of the change process been concretely determined?

What concrete effects are intended, and how can these be achieved?

How can the measures and performances bealigned to the needs of the beneficiariesand the effect multiplied?

Have financial and personnel resourcesbeen made available for the strategic process?

Have schedules and decision-making criteria for the implementation been prepared?

How is the realignment process supported and managed?


COMPETENCE

Establishing openness

COMMUNICATION



GOALS TASKS

_ Ensure effectiveness

_ Determine implementation steps

_ Choose suitable management instruments


How appropriate are the people who implement the change processes in terms of technical expertise and communication?

Are the participants and affected parties communicated with in simple and easy to understand language early on?

Are problems in implementation, suggestions and criticism openly discussed with those responsible for implementation?

Are suggestions for improvement actively collected and implemented at an early stage?

Are changes and successes communicatedto the (technical) public?


COMPETENCEEstablishing openness

COMMUNICATION



GOALS TASKS

_ Ensure communication between all participants and affected parties

_ Ensure that processes are transparent


Is there a regular exchange of information and experiences between the relevant actors?

Are the expertise and needs of relevantactors (internal and external) taken into account?

Are all the relevant decision-makers in one's own organization included in the realignment process?

Have implementation actors or partners being gained from outside?

Have responsible officers been nominated, implementation actorsincluded and responsibilities been clearly regulated?

Have schedules, budgets and content been determined with binding effect?


COMPETENCE

Establishing openness

COMMUNICATION



GOALS TASKS

_ Clarify interactions with relevant actors

_ Include implementation actors

_ Create clear responsibilities


Improving monitoring tools

COMPETENCE

Guaranteeing responsiveness

COMMUNICATION

Keeping options open


ONGOINGIMPACT EVALUATION

PHASE 5

Are the goals so clearly formulated that they can be reviewed and results and effects be measured?

How is the change process evaluated?Are good instruments already available or must new ones be developed?

Has a systematic exchange between the implementation actors been established?

Are simple processes used to evaluatethe degree of goal achievement, results, cost and efficiency?

Are the effects continuously reviewed and adjustments made if needed?

Do the evaluation methods serve their purpose and are they accepted?


COMPETENCE


COMMUNICATION



GOALS TASKS

_ Choose suitable evaluation methods

_ Evaluate these methods as part of the process

_ Evaluate the cost and benefit


PHASE 5

Are the opinions of participants and affected parties actively obtained and analyzed?

Are public opinion and the mediamonitored and are the reports activelycollected and analyzed?

Are assessments based on one's own organization obtained?

Are regular discussions held withimplementation actors?

Are successes disseminated specific to the target group?

Are negative results communicated together withsuggestions for improvement?


COMPETENCE


COMMUNICATION



GOALS TASKS

_ Analyze feedback

_ Maintain dialog with affected parties and participants

_ Disseminate evaluation results according to the target group


PHASE 5


COMPETENCE


COMMUNICATION



GOALS TASKS

_ Make adjustments flexibly

_ Take into account changed configurations of actors

Has care been taken to ensure that relevant actors are continuously informed of results and effects?

Are milestones and review deadlinesdetermined in advance? According to which criteria shouldchanges be made?

Are potential conflicts between the relevant actors continuously sounded out

Does the composition of the strategic core group need to be adjusted?

Must new actors be integrated in the proponents coalition?

Is it necessary to adjust the implementation strategy?


PHASE 5

Thank you very much

reformcompass – ngos. the reformcompass: the reformcompass takes structures and processes into...

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