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

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 .

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

MATCHING OF OUTPUTS AND OUTCOMES MODERATE MATCH PERFECT MATCH

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.

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'  

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

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. 

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. 

☛ 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

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. 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.

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.

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.

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.

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

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

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

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.

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

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

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

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

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.

✔ 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.

✔ 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.

Pathfinder International Sources: www.PalantirSolutions .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.