1. STRATEGY IMPLEMENTATION RESOURCE MOBILIZATION
AND
RESOURCE MOBILIZATION
Presented by:
VINCENT AREVALO
ZAIRA BARCOMA
JENIFER E. TOLANG
DOCTOR OF EDUCATION MAJOR IN
INNOVATIVE EDUCATIONAL MANAGEMENT

2. To design and deliver a strategy implementation plan.
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 .

3. Identify the major components of strategy implementation
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

4. MATCHING OF OUTPUTS AND OUTCOMES
MODERATE MATCH
PERFECT MATCH

5. 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.

6. 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'

7. Strategy mismatch with culture
(Cont. reasons)
Strategy mismatch with culture
Lack of resources for strategic planning
Lack of ongoing appropriate
communication
Organizational structure unsuitable for strategic planning

9. 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. 

10. 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. 

11. ☛ Dissemination, finalization, and ratification
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, and
ratification
☛ Implementation, review, revision, and utilization
☛ Resource identification, mobilization, and advocacy for the plan
☛ Monitoring, evaluation, and reporting

12. 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

13. The ‘Big 8’ Components of Implementation.
Build an organization
with the competencies,
capabilities, and resource
strengths needed for
successful strategy
execution.
Exercise the strategic
leadership needed to
drive implementation
forward.
Allocating ample
resources to
strategy-critical
activities.
The Strategy
Implementer’s
Action Agenda
what to do now
vs. later?
What requires much
time and personal attention?
What can be delegated to
others.
Shaping the work
environment and
corporate culture
to fit the strategy
Establish
strategy-supportive
policies.
Instituting best practices
and pushing for
continuous improvement.
Tying rewards and
incentives to the
achievement of key
strategic targets.
Installing information, operating
and operating systems that enable
company personnel to better carry
out their strategic roles proficiently.

14. 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.

15. 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.

16. 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.

17. 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

18. 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

19. 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

20. Use current resources and re-deploy existing resources.
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.

21. 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

22. 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

23. 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

24. 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

25. 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.

26. ✔ Strive to make your planning and implementation results-oriented.
Remember…
✔ Strive to make your planning and implementation
results-oriented.
✔ Use the plan effectively as a management and
marketing tool.
✔ Ensure synergy between the organization’s core mission
and values, and a dynamic process of growth and
change.
✔ Remember that change is often disconcerting and fear
of the unknown can derail the best plan.

27. ✔ Ensure that the plan’s proposed specific deliverables,
✔ Make implementation broadly participatory and report systematically on progress.
✔ Ensure that the plan’s proposed specific deliverables,
initiatives, indicators, changes, and improvements are
integrated into ongoing operational planning and
budgeting.
✔ Try to cost the plan and ensure that adequate resources
are available for its implementation.
✔ Staff contribute to success or failure. Use the plan’s
shared vision as a mechanism for staff development
and team building.

28. Pathfinder International
Sources:
.com/Plan
RESOURCE MOBILIZATION
November 22-24, 2004
St. Lucia WI
Presented by
Mr. Willie Anderson,CCD/CCS
American Recovery Management Strategies
Pathfinder International
Strategic Implementation:The Poor Cousin
Strategic Planning and Management
By: Eduardo A. Morato Jr.