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PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations
STRATEGY © World Scout Bureau Inc. Scouting Development May 2019
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4 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations KEYWORDS 6 Introduction 8
Why do you need a strategic plan? 9 WOSM’s Strategy for Scouting 11 A step-by-step guide to strategic planning, implementation, monitoring, and evaluation 13
STEP 1: Choosing the right time 16 STEP 2: Building the team 18 STEP 3: Reviewing your mission and vision 22 STEP 4: Analysing the current situation 30 STEP 5: Developing your strategic plan 36 STEP 6: Aligning with the new strategic plan 40 STEP 7: Creating an operational plan 46 STEP 8: Risk management assessment 56 STEP 9: Collecting the right information for effective monitoring 60 STEP 10: Monitoring and evaluation 68 STEP 11: Reporting on your performance 76
ANNEXES Annex 1: Examples of vision and mission statements 76 Annex 2: The strategic plan monitor/champion 83 Annex 3: Operational plan – template 84 Annex 4: Implementing a strategic plan – cheat sheet 86 Annex 5: Guidance for conducting interviews 87
References 89
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 5 Keywords
Chief Executive Officer (CEO) – also known Global Support Assessment Tool (GSAT) – as the Secretary General, the Chief Scout the World Organization of the Scout Movement Executive, is the top manager of the National (WOSM) has developed its own quality Scout Organization (NSO) who is ultimately standard called the Global Support Assessment responsible for making most important Tool (GSAT) that assesses compliance of an managerial decisions NSO towards international best practices in Good Governance and Quality Scouting Change management – creating a structured approach to managing and implementing Key Performance Indicators (KPI) – they changes, while ensuring a smooth transition are measurable values that clearly show how from the previous situation to where you want an organisation is performing against their to be strategic priorities
Failure Mode and Effect Analysis (FMEA) – Key Performance Questions (KPQ) – this type of analysis looks for potential failures these are used to help identify and capture in an organisation’s established systems and important information regarding organisational processes, to analyse them in advance and performance against the organisation’s prepare for their potential positive and/or strategic priorities negative deviations Mission – the overall purpose of an Formative evaluation – an evaluation that organisation, it provides the guiding principles can be done midway through a strategy and of an organisation can potentially raise awareness about strategic priorities that need to be reconsidered, Operational plan – an operational plan or Key Performance Questions (KPQ) and outlines the concrete activities and projects Key Performance Indicators (KPI) that no through which your NSO plans to reach its longer reflect the measurement needs of the goal (vision). These can be broken down by organisation strategic priority and are typically of a shorter time frame than your overall strategic plan. General Assembly – also known as National However, they can also have cross-cutting Assembly, is the overarching governing body of projects and initiatives that tackle more than the NSO one strategic priority.
6 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Participative process – aims at Strategic plan – a strategic plan is a long- encompassing a broad range of stakeholders in term plan which highlights priorities of the the strategic planning process organisation and broad actions to take in reaching the organisational vision Performance-driven culture – a culture that is achieved by ensuring a visionary, Strategic priorities – the broad areas of focus performance-driven leadership is present which are based on the information you have throughout the organisation, ultimately putting collected through your analysis of internal and constant learning at its core external factors affecting your organisation’s work and the inputs received through your stakeholders PESTEL analysis – looks at the surroundings and society in which your NSO operates by covering Political, Economic, Social, Summative evaluation – an evaluation that Technological, Environmental, and Legal factors takes place at the end of a strategic plan cycle, in preparation for building a new strategic plan President – also known as the chairperson, who is the presiding person of the National SWOT analysis – a Strengths-Weaknesses- Board Opportunities-Threats (SWOT) analysis is a way to present data gathered through other internal and external analyses exercises Risk management assessment – involves understanding, analysing, and addressing risk to make sure organisations achieve their Vision – the vision statement describes the objectives desired future state of your organisation and desired state of your organisation’s impact within a given time frame Root cause analysis – this type of analysis has a specific focus on the challenges/problems your organisation faces
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 7 Introduction
This toolkit is designed to support NSOs in Therefore, this toolkit focuses not only on developing, implementing, and evaluating their the practical aspects of strategic planning, national strategies. implementation, monitoring, and evaluation, Strategic planning has long been a topic of but also goes beyond and inspires NSOs discussion in Scouting – and there are probably to incorporate elements of the World level as many ways of doing it as there are NSOs. Strategy for Scouting into their national level So, why bother with developing a toolkit? strategy. The toolkit contains a step-by- step guidance on developing, implementing, The answer to this is two-fold: Firstly, although monitoring, and evaluating a strategic plan. there are many approaches to strategic planning among NSOs, WOSM has identified through GSAT that many NSOs still require support in this area. Outcomes show that currently, less than 60% of assessed NSOs reach the WOSM average in terms of best practice criteria related to operating within their strategic framework. Secondly, the success of WOSM’s Strategy for Scouting (Vision 2023), largely depends on NSOs aligning their strategies to it.
8 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Disclaimer: The models for planning, monitoring, and evaluating strategic plans that are presented in this toolkit are a result of research on available models applicable to a Scouting context. The ones mostly referred to come from Bernard Marr’s “Managing and Delivering Performance” (A guide on how government, public sector, and not-for-profit organisations can measure and manage what really matters). However, they should not be considered as the only way of doing strategic planning, implementation, monitoring, and evaluation. Rather, they aim at giving a starting point, which can be further built upon based on the needs and specific national contexts of each NSO.
Why do you need a strategic plan?
A goal without a plan is just a wish.
– Antoine de Saint-Exupéry
Developing a strategic plan is only the • identify what is the actual meaning of success first part. What follows is a process of for you implementation, monitoring, and evaluation • determine how you are going to measure your according to the goals set out in the progress towards achieving it plan. Unfortunately, even though lots of organisations develop elaborate strategic plans, • determine how you are going to continually they often end up collecting dust on a shelf in improve yourselves to reach it the office. Implementation is considered “same old business” and monitoring happens only when donors request to see a progress report. There are several reasons why strategic planning is necessary: Often organisations manage to survive like this – maintaining status quo, without much • It forms the direction in which the effort invested in strategically progressing and organisation is heading growing. On the other hand, organisations that have • It gets everyone in the organisation on the strategic plans strive towards achieving success same page, working towards the same vision in their area of work by means of constant and goals improvement. To achieve success, you first • It helps to prioritise the organisation’s work must: • It creates synergy across the organisation (cross-team collaboration) • It helps to “tell the story” – within and outside of the organisation
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 9 Introduction
IMAGINE THE FOLLOWING SCENARIO:
You are a member of the National Board of a small NSO. Your NSO has had a strategy, but has not actually devoted time and effort to implement it. You created the document with your National Board (it may have been a requirement to get some funding) and left it to collect dust on the shelf.
You kept on doing things the same way as you always have. Eventually, your General Assembly asks you to report on the progress you have made towards achieving the strategy. Then, as you have not followed it, you quickly scramble to collect some data, compile a report and deliver a presentation to the assembly.
Someone in the back has read and followed it all carefully, and sees through your attempt to cover up the fact that you had a plan, but did not follow it. The person is asking all the right (or in your case, painful) questions: Have we reached our strategic objective of growing 5% in the last five years? Why not? Where do we stand right now? The whole assembly gets involved, more questions are pouring in, and you are stuck with admitting that the plan was not followed.
Now, let’s look at a reverse scenario:
You are a member of the board of a small NSO. Two years ago, your National Board worked hard on analysing your NSO’s situation and at the time, and developed a strategic plan which included action points for improving weak areas. You identified your indicators of success, and found the most suitable methods for measuring your progress. When it is time for the General Assembly, you are not only able to show progress towards your goals, but you are also able to point out what more needs to be done to reach your targets. Additionally, you can give clear guidance on your plan for the next period, based on a common vision of where your organisation wants to be in the foreseeable future.
Which position would you rather be in?
10 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Introduction
WOSM’s Strategy for Scouting
The development of a Strategy for Scouting started in 1988, when the key challenge of helping young people to respond to the rapid changes taking place in society was identified. WOSM’s mission statement, which reaffirms Scouting’s role in today’s world, provides a common starting point for the implementation of the strategy in NSOs. The current Strategy for Scouting – Vision The Mission of Scouting is to 2023 was adopted at the 40th World Scout contribute to the education of Conference in Slovenia, in 2014. As part of this young people, through a value strategy, the conference adopted a new vision system based on the Scout statement: Promise and Law, to help build a better world where people By 2023 Scouting will be the world’s are self-fulfilled as individuals leading educational youth movement, and play a constructive role in enabling 100 million young people to be society” active citizens creating positive change in their communities and in the world based on shared values.
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 11 Introduction
Additionally, the Strategy for Scouting – Vision In WOSM, this meant involving the following 2023 outlined six strategic priorities: stakeholders: NSO representatives, WOSM 1. Youth Engagement World and regional volunteers as well as World and Regional Scout Committee members, and 2. Educational Methods World Scout Bureau (WSB) staff. The aim of 3. Diversity and Inclusion the participative process was to ensure that 4. Social Impact the strategic planning was not done in a top- 5. Communications and Relations down manner. Rather, it aimed at assuring agreement and a feeling of ownership among 6. Governance all stakeholders, particularly the NSOs. It reflects the belief that Vision 2023 describes The Strategy for Scouting – Vision 2023 was where most NSOs would like to see Scouting in prepared through a participative process. 2023. The process aimed at involving all key The next chapters offer you a detailed insight stakeholders, to ensure widespread agreement into the steps that are necessary to prepare and ownership on the priorities listed in the your strategic plan, decide on how to monitor strategy. This process is not unique to WOSM. your progress in achieving the goals set out, As a concept it aims at encompassing a broad and improve your work based on your findings. range of stakeholders in the strategic planning process.
The practice of shared vision involves the skills of unearthing shared “pictures of the future” that foster genuine commitment and enrolment rather than compliance. In mastering this discipline, leaders learn the counter productiveness of trying to dictate a vision, no matter how heartfelt.
Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organisation
12 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Introduction
A step-by-step guide to strategic planning, implementation, monitoring, and evaluation
The time and effort needed to develop a strategic plan will depend on the size of your NSO and the experience you have in developing strategic plans. Overall, the toolkit proposes a similar process as the one followed by WOSM leading up to the adoption of Vision 2023 at the 40th World Scout Conference. The steps involved in developing a strategic plan are as follows:
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 13 Introduction
1. Choose the right time to begin the 7. Align your organisation with the new process of developing a strategic plan for strategic plan (especially in terms of its your organisation organisational structure and human and financial resources). Create the necessary 2. Build a team of knowledgeable people working groups and support structures to both develop and support the for the various strategic priorities. implementation of the new strategic plan 8. Create an Operational Plan to put the 3. Review the relevance of your NSO’s strategic plan into action, actively working mission and vision for your organisation towards the organisational vision for today and the years ahead 9. Conduct a Risk management 4. Analyse the current situation of the assessment to understand how best to NSO, considering internal capacities, carry out the operational plan challenges faced, identifying stakeholders, and the (future) environment in which it 10. Collect the right monitoring information operates to prepare for the continuing work of assessing performance against the 5. Build on these learnings and develop strategic plan your NSO’s strategic plan. Roll out a comprehensive consultation process with 11. Carry out a quality monitoring and different stakeholders to ensure ownership evaluation process for following the of the new strategy and getting feedback progress your NSO makes towards on your analysis from step 4. achieving the goals set out in your strategic 6. Adopt the strategic plan at your General plan and to adapt direction where needed Assembly 12. Setup a reporting process for your General Assembly and share` with other stakeholders
14 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Introduction
As mentioned, the time it takes to implement these steps will vary from NSO to NSO. What is important is that you leave sufficient time before the official adoption by your General Assembly for a consultation process, to ensure that everyone in your NSO has had the time and been informed about the opportunity to influence the future direction of Scouting in your country. It is recommended that you begin developing your NSO’s strategic plan at least six months before your General Assembly.
TIPS Explore how other NSOs around you have shaped their strategic plans and aligned it to Vision 2023! Reach out to them, learn from their experience – it may save you a lot of time in the analysis phase!
Please refer to Annex 1 for examples of vision and mission statements from various NSOs.
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 15 1
Step 1: Choosing the right time
Choosing the right time to begin this journey Note that the last reason listed is a potentially is an important factor to be considered. The dangerous one: NSOs should work towards development of a new strategy for an NSO can strategic plans that surpass the mandate of the occur for a few different reasons: national leadership teams. When well prepared, they should correspond to the actual needs of 1. The NSO is close to completing a strategic the NSO, and not cater towards the opinions of plan, and is now looking forward to the national leadership. developing a new one for the upcoming period
2. Although the NSO has a strategic plan in place, it has yet to be implemented, and it does not correspond to the (future) needs of the organisation. Therefore, a new one is necessary. 3. The NSO has never had a strategy, and is looking forward to creating one.
4. The leadership of the NSO has changed and insists on creating a new strategic plan.
16 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 1: Choosing the right time
Time frame
A well-considered schedule for strategic Generally speaking, a thorough strategic planning, aligned with milestones, will keep planning process will take at least six months, you on track and will help you achieve your but ideally not more than 12 months. Any target. When you set the schedule, consider process longer than 12 months may cause various preparations and processes such as the a change of the members involved, loss of formal appointment of your team members, interest of the members, or any change of or communication with the key stakeholders. environment. You must also check the dates of your board meeting and the General Assembly before scheduling your strategic planning process, to ensure an effective and efficient feedback loop and adoption process.
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 17 2
Step 2: Building the team
Choosing the right team of people to develop your national strategy is a critical step towards ensuring the success of the process. The people involved in your team should:
• be a small group of five to seven • be able to compile input from different dedicated volunteers and professionals. stakeholders and negotiate priorities This can be flexible and may vary • have a commitment to not only depending on the size of the NSO. For developing the strategy, but also following some NSOs, a larger group may be it through to the implementation and needed although the group, ideally, should the monitoring of the successes (and not exceed 15 members. challenges) your NSO achieves throughout • have at least a basic knowledge of the implementation strategic planning, implementation, and/ • represent the diversity of the NSO and or monitoring and evaluation (which this provide a good balance to ensure a well- toolkit can help with) rounded representation is brought to the • have a strong understanding of the team (regional, gender, age, or any other organisational needs of your NSO criteria important for your NSO) • have strong links with Scouting in all parts of your country (i.e. people with a good network)
18 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 2: Building the team
Role of the President and Chief Executive Officer
Since Scouting is a youth movement, it is It is strongly recommended to include the recommended that NSOs include at least President (Chairperson of the National Board) one young person as part of the team. This and Chief Executive Officer (CEO) of your NSO is important to help ensure the strategic in the strategic planning process. The president plan meets the needs of those whom it and the board must be closely informed as will impact the most, and they will enrich their support is immensely important when your conversations based on their current adopting the strategic plan and ensuring the experience and help you to stay focused on organisational alignment as described in Step 6 who you are doing all of this for. and beyond.
The team can be composed of the national board members, staff support, and representatives from regional/local Scout groups. The importance of buy-in during the process as well as of the end result (e.g. the strategic plan) should not be underestimated.
The group of people that you choose to lead the strategy development process may have a challenge to overcome in this respect. Hence, the importance of involving people with a broad network and formal or informal authority within the organisation. Naturally, they should be followed and supported in these efforts by your National Board/Council as at least ambassadors of the process as well as the implementation of the strategic plan. The CEO could be a member or an observer in the strategic planning team, as she or he will be the key person in the development of an operational plan and in the monitoring process. Neither the President nor the CEO should be in a facilitator role in the process, as the strategic planning requires an objective third-party analysis.
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 19 2
External facilitator
It may be valuable to consider engaging A strategic planning session requires a skilled an external consultant for the process of facilitator/consultant who ideally should not be developing your new strategic plan. An external a member of the NSO as you want someone view can be very beneficial in pointing out who is unbiased and will not steer the group issues that your team may not recognise at in one particular direction. While this is a first as challenges or opportunities. However, recommendation, we realise that in certain this often carries additional cost. Therefore, it is cases this may be unavoidable. If you are understandable that this is not an option for all unable to identify a strategic plan facilitator/ NSOs. consultant, WOSM can help you by providing further direction and support.
• keep the meeting on track and share ideas in terms of process and approach
• remain objective by focusing on the process, not the product, which should aim to bring together the ideas and reflections of the group
The role of the • make sure participants feel comfortable by creating an open atmosphere, ensuring Strategic Plan that all participate in the process
Facilitator/ • build consensus Consultant is to: • capture all major ideas, thoughts, and reflections and produce a comprehensive strategic planning document
20 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 2: Building the team
Introducing a strategic plan monitor/champion
In order to get the most out of your strategic The plan monitor/champion reports regularly to plan, it is important to appoint a strategic the membership and Board of Directors on the plan monitor or champion towards the end of overall progress of putting the strategic plan the strategic plan development process. This into action. During each board meeting, there person will be the internal point-of-contact and should be a strategic plan agenda item and the will be championing the implementation and plan monitor/champion should provide regular process monitoring of the plan. updates. This ensures that the individual components of the work plan are organised and completed. Ideally, the plan monitor should be a strategic planning committee member but should not be the Secretary General or the President, In order to do this, the monitor/champion although that may be unavoidable for some works closely with the leadership and staff NSOs. However, the plan monitor/champion will in assigning committees, task forces, or work closely with the Secretary General and key members to develop the work plan and the President, and keep them updated regularly determine a timeline for completing each on the status of the plan. item. Lastly, the plan monitor/champion communicates periodically with each committee or task force to ensure they are making adequate progress on their work plan.
YOU CAN FIND MORE INFORMATION ABOUT THE ROLE, PROFILE, AND DUTIES OF THE PLAN MONITOR/ CHAMPION IN ANNEX 2.
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 21 3
Step 3: Reviewing your NSO’s mission and vision
As a first step in developing a strategic plan, there needs to be consensus on the core values Strategy without and purpose of each NSO . The basis for this tactics is the slowest work are the purpose and principles of Scouting route to victory. (as defined in WOSM’s constitution). However, Tactics without strategy is WOSM acknowledges that each NSO operates the noise before defeat. in a different national context and, therefore, each NSO is encouraged to work on defining Sun Tzu their own mission statement, while reflecting upon WOSM’s mission.
22 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 3: Reviewing your NSO’s mission and vision
Identifying and agreeing on the essentials
When developing a strategic plan, it is important for an organisation to first agree on the essentials – the overall purpose everyone in the organisation strives towards achieving, i.e. the mission of the organisation.
The following model shows how Mission (overall the mission of an purpose) organisation relates to the outcomes and outputs of Outcomes an organisation’s (Specific aims that activities: will make an impact)
Outputs (Specific deliverables the organisation will produce to achieve its aims)
Enablers (The resources, competencies, and core activities necessary to deliver the outputs and outcomes)
Note: Model taken from Bernard Marr’s “Managing and Delivering Performance”
The mission is the overall purpose: all outcomes and outputs (tiers 2 and 3 of the pyramid) need to be in line with this purpose. Finally, achieving the mission is possible thanks to the resources, competences, and the core activities that are organised daily.
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 23 3
The Mission of Scouting is to contribute to the education of young people, through a value When it comes to Scouting, the mission system based on the Scout statement was adopted in 1999, at the 35th World Scout Conference: Promise and Law, to help build a better world where people are self-fulfilled as individuals and play a constructive role in society”
To translate the above model into WOSM’s language:
WOSM’s Mission
Vision 2023 Strategy for Scouting
Triennial Plans 2014-2017, 2017-20, 2020-23
WSB and NSOs joint efforts (core activities)
24 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 3: Reviewing your NSO’s mission and vision
An interesting analogy presented in Bernard Marr’s book is that of a tree, where:
The leaves are how an organisation presents itself to the external world.
The fruits are the services it offers to its customers and stakeholders.
The major tree branches represent the set of main service units within an organisation.
The trunk represents the core activities that enable the organisation to deliver its services.
The roots are the “enablers of performance” (the resources necessary to deliver its services).
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 25 3
In Scouting terms, for an NSO, this would mean that:
The leaves are the Mission, which has the role of being the guiding principles (and helps NSOs present themselves to the external world).
The fruits are the activities each NSO delivers through their national Youth Programme, whose core remains guided by the principles of Scouting, but which changes over time to cater for the needs of young people in the country and the context in which you operate.
The major tree branches re- late to the strategic priorities of the NSO – these will also change over time.
The trunk represents the core activities – in the case of Scouting: delivering a quality Youth Programme.
The roots are the enabling factors – including the adult volunteers that devote time to the organisation, financial resources an NSO gathers, and other tangible and intangible resources that enable the NSO to go about its work.
26 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 3: Reviewing your NSO’s mission and vision
Reflecting on your mission
Most NSOs already have defined mission and When working on mission statements, try to vision statements. If this is your case, consider keep them down to one simple sentence that taking time at the beginning of your strategic is easy to understand and with which your planning process to do a “reality check” of your membership can easily identify. Remember mission and vision statements and see if they that the mission statement is your guidance still apply to your NSO’s current context. Note in developing your strategic and operational that it is not advisable to change mission and plans, and therefore, it should stand up to a vision statements every three years. These test against a couple of simple questions: should be easily carried over several strategic plans. 1. Is it relevant to your membership? Do you see it being relevant over a long period of time? When working on your NSO’s mission statement, take time to see how it reflects WOSM’s mission. Note that while strategic 2. Is it realistic? Can it provide guidance for plans may differ significantly across the developing achievable goals? Movement, the mission statement is something all NSOs share. Still, there is space to 3. Is it understandable to your membership? accommodate WOSM’s mission statement in Do they support it through their regular your national contexts. activities?
A few questions may help with defining Once you have developed or reviewed your (or reviewing) the mission: mission statement and have identified or reviewed your core values through that 1. What are the core values your exercise, you will have essentially set the NSO stands for? framework for developing your strategic plan.
2. What is your NSO’s core purpose? But before defining your strategic priorities, you will also need to be knowledgeable of your surroundings. The next chapter gives you guidance on analysing your NSO from the inside as well as identifying your stakeholders and their needs.
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 27 3
Reflecting on your vision
While a mission statement captures your Your vision statement should ideally specify organisation’s purpose and core values, the that time frame as well as outlining a clear and vision statement describes the desired future comprehensible goal for that time period, with state of your organisation and desired state of a measurable outcome. your organisation’s impact within a given time frame. A vision usually lasts around ten years and should span over several strategic plans. In starting your strategic planning process, it is worth reflecting on your current vision and checking it is still relevant.
As an example, let’s use WOSM’s Vision 2023: TIME FRAME CLEAR AND COMPREHENSIBLE GOAL By 2023 Scouting will be the world’s leading educational youth movement,
MEASURABLE OUTCOME enabling 100 million young people to be active citizens creating positive change in their communities and in the world based on shared values.
28 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 3: Reviewing your NSO’s mission and vision
If you need a new vision statement, it is often easier to write these after you have completed your stakeholder analysis which is covered in the following chapter.
To create your vision statement, first identify the time frame for your vision (e.g. ten years), and think about what success will look like for your organisation in that time period. Identify a clear goal and measurable outcome you want to achieve in that time. This could be growth or outcome related, either for your members or society in general. Try to keep your vision statement to one sentence if possible.
As an example, let’s use WOSM’s Vision 2023: PLEASE REFER TO ANNEX 1 TIME FRAME FOR EXAMPLES OF VISION CLEAR AND COMPREHENSIBLE GOAL AND MISSION STATEMENTS By 2023 Scouting will be the world’s leading educational youth movement, FROM VARIOUS NSOS.
MEASURABLE OUTCOME enabling 100 million young people to be active citizens creating positive change in their communities and in the world based on shared values.
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 29 4
Step 4: Analysing the current situation
Getting a comprehensive understanding If your NSO has not yet used GSAT, it is highly of the current state of your NSO, and the recommended that you consider using, at context in which you operate, is crucial the very least, the GSAT self-assessment tool in terms of developing a meaningful and prior to developing your strategy. Think of relevant strategic plan. Meaningful both for GSAT as a medical check-up: it will highlight your (potential) members, your internal and your strength and areas for improvement, and external stakeholders, and your organisation. additionally, offer you a “remedy” for the areas There are several steps involved in this analysis for improvement, i.e. possibilities for improving looking both internally and externally, including through WOSM’s Capacity Strengthening assessing internal capacities, challenges your Approach. NSO faces, identifying stakeholders, and looking at your NSO’s surroundings. GSAT will give you a good indication of the areas where your NSO needs improvement to reach global standards of best practice across Internal capacities ten different dimensions:
You will need to assess your NSO’s internal 1. NSO – WOSM institutional requirements capacities. WOSM has developed its own 2. Governance framework quality standard called the Global Support Assessment Tool (GSAT) that assesses the 3. Strategic framework compliance of an NSO towards international 4. Integrity management best practices in Good Governance and Quality 5. Communication, advocacy, Scouting. and public image 6. Adults in Scouting 7. Resource allocation and financial controls More information about GSAT and 8. Youth Programme the different formats in which it can 9. Growth potential be done can be found at services. scout.org/service/9. 10. Continuous improvement
30 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 4: Analysing the current situation
Challenges
Another useful exercise to be completed at this The benefit of using the Root Cause Analysis stage is the Root Cause Analysis. This type of method is that it helps you to identify structural analysis has a specific focus on the challenges/ issues, which are the cause of a whole host problems your organisation faces, with the aim of other, maybe more visible and seemingly of examining them in detail and understanding more urgent but actually, secondary issues. why they occur. It can be done by following Addressing those secondary issues might solve three simple steps: your urgent problems, but won’t address your more fundamental, structural issues. 1. Identify the challenge/problem 2. Understand why it happened or is Root Cause Analysis helps to identify the origin happening of the challenge/problem using specific steps 3. Find ways to reduce the possibility of it and tools to find the primary cause. occurring again in the future
ROOT CAUSE ANALYSIS
USE THE FIVE WHYS TECHNIQUE TO IDENTIFY THE PROBLEM. FOR INSTANCE,
YOUR NSO DID NOT HAVE THE 1 EQUIPMENT NEEDED TO ORGANISE THE ACTIVITY WHY IS THAT?
EQUIPMENT REQUIRED IS 2 SOMETIMES HARD TO FIND WHY IS THAT?
NOT ENOUGH SPECIALISED 3 EQUIPMENT TO ORGANISE ACTIVITIES FOR SCOUTS WITH SPECIAL NEEDS
THE ANTICIPATED NUMBER OF WHY IS THAT? 4 SCOUTS WITH SPECIAL NEEDS AND THEIR EQUIPMENT REQUIREMENTS ARE NOT KNOWN
Such questioning is WHY IS THAT? continued until all the THE STRATEGIC PLANNING AND root causes are found. 5 BUDGETING PROCESS OF YOUR NSO Remember there are three DOES NOT INCLUDE THE PROJECTION basic types of causes: OF EQUIPMENT NEEDS OF SCOUTS Physical, Human, and WITH SPECIAL NEEDS Organisational.
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 31 4
Identifying stakeholders
As part of this analysis process, it is important After coming up with a list, you should “grade” to identify your NSO’s key stakeholders the influence and interest each of these – groups of people, organisations, and stakeholders may have on the success of your institutions who have an interest in your NSO (you may want to use a numeric scale, organisation and can impact the organisation. or simply grade with “low,” “medium,” or “high”). If you end up with a rather long list of By simple brainstorming, you may come up stakeholders, try to single out those with the with a long list which would typically include: most influence. You should end up with four to six key stakeholders, whose opinions and needs • Scouts (youth members, including youth you will explicitly consider when developing consultative platforms such as youth your strategy. forums, etc.) • Parents of youth members One way of classifying your stakeholders is by using the graph below: • Alumni Scouts and their parents • Adult volunteers • National, regional, or local governments • Partner organisations STAKEHOLDER ANALYSIS • WOSM governance bodies and the WSB • Others (depending on your national context)
High
Keep Manage Satisfied Closely Power
Monitor Keep (Minimum Effort) Informed
Low
Low Interest High
32 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 4: Analysing the current situation
The graph will help you understand what For example, the expectation of the parents kind of action you should take towards each of your youth members would need to stakeholder. For example, the parents of your be considered as this will directly affect youth members may have high interest (want membership retention. Moreover, educational to know what their children are learning) organisations, whether governmental or non- and high power (as they can affect the governmental may bring to your attention new number of your members by either keeping policies or newly-available resources to be or withdrawing their children from Scouting). taken advantage of by the NSO. The action required from you towards these stakeholders is to fully engage them and make great efforts to keep them satisfied. After the strategic plan is drafted, the internal stakeholder consultation would be to gather feedback from various stakeholders. Based on Depending on the position they take in the grid, those inputs, you can make some adjustments stakeholders require different types of action: to ensure that the plan will be accepted by all High power, interested people: This is the the key players. group of people you must fully engage and make the greatest efforts to satisfy. Finally, after the plan is adopted, the various High power, less interested people: put stakeholders should be informed on the enough work in with this group to keep them progress towards achieving the goals set in satisfied, but not so much that they become the plan to ensure continued ownership and bored with your message. a united effort to reach those goals. Also, Low power, interested people: keep this external stakeholders should be kept informed group adequately informed and talk to them to in order to ensure continued trust and support ensure that no major issues are arising. They for your NSO. can often be very helpful with the detail of your project. For the situation analysis stage, there are Low power, less interested people: again, a number of ways to solicit input from the monitor this group, but do not bore them with stakeholders. Some examples are: excessive communication. • Surveys or poll Guidance for conducting • Online forum stakeholder consultation • Interviews • Focus group discussion While stakeholders, both internal and external, • Workshops should be consulted throughout the whole strategic planning process, the purpose and level of participation must be clear for each Selecting the most appropriate channel for stakeholder and at each stage of the process. each stakeholder group and having a clear In the situation analysis stage, different purpose are crucial to successful consultation. stakeholders may provide insights on their expectation towards the NSO as well as share information on external factors (current and future) that may help to inform the planning process.
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 33 4
A survey could be used to collect information aware of the results of their participation and from a large number of people. For example, be informed on the next step of the process. an online survey sent to parents of youth members to ask about their expectations Some of the key questions you should ask of the NSO. Focus group discussions or when gathering their opinions are: interviews would offer a more in-depth approach such as a focus group discussion • What are the key benefits you receive with youth members and leaders from Scout from our organisation? groups in various regions to understand their needs, or interviewing relevant government • What is really important to you? representatives to obtain insights on • What should be really important to us? (upcoming) policies or resources that are available to be utilised by the NSO. • What do we do well? • What do we need to do better and why is There is also merit in surveying or interviewing it important? young people who are not members (yet) and/or their parents to develop a better • What are your needs? understanding of their needs and expectations. • Does our organisation currently cater for those needs? One of the most efficient tools of stakeholder • How can you contribute to our consultation is through a workshop where organisation? representatives of various stakeholders can participate at the same time. While a level of expertise, planning, and organisation is required for a successful workshop, the potentially rich information gained could be worth the effort. Various methodologies can be utilised to facilitate the discussion such as:
• ranking exercise – for prioritising opportunities and challenges • mapping – for geographical/demographic analysis of member density and growth PLEASE REFER TO ANNEX 5 FOR potential A GUIDELINES ON CONDUCTING AN INTERVIEW. • flow diagrams – for discussing cause and effect or logical pathways • Venn diagrams – to show relationships and memberships of organizations or institutions
It is crucial that after each stage of stakeholder consultation, a feedback mechanism is implemented, so that the stakeholders are
34 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 4: Analysing the current situation
Looking at your surroundings Consolidating the analysis
Finally, as a last step towards analysing the To further support your thinking process current situation in your NSO, you need to towards a strategy, we will use a Strengths- look at your surroundings and the society in Weaknesses-Opportunities-Threats (SWOT) which you operate. This can be done through a analysis to capture, consolidate, and present PESTEL analysis, which looks at the following all the data we have gathered so far from factors: the three sources mentioned above (key • Political, e.g. government support for stakeholders’ analysis, internal assessment, volunteer organisations and external assessment). • Economic, e.g. parents’ income status A SWOT analysis can be done by using the • Social, e.g. demographic situation in following table: country (number of young people, emigration rate, etc.) • Technological, e.g. prevalence of social POSITIVE NEGATIVE media among young people • Environmental, e.g. threat of natural STRENGTHS WEAKNESSES disasters, and climate change • Legal, e.g. insurance laws and safety INTERNAL regulations
OPPORTUNITIES THREATS Identifying all external factors that influence your NSO’s work helps in understanding the context in which you operate. Additionally to EXTERNAL these, there are two elements you may want to explore further:
1. The needs of young people in your country, and assess to what extent you The GSAT internal analysis focuses clearly address those needs through the Youth on strengths and weaknesses, whereas the Programme. It is important here to not Root Cause Analysis provides insights for the just focus on identifying the needs of your weaknesses. The Stakeholder analysis will existing members, but equally if not more contribute to both the internal and external important, the needs of young people in factors, and the PESTEL analysis focuses on the general, as this will later help you to make opportunities and threats. the Youth Programme more relevant and more attractive to new members. With your findings structured through this model, you can proceed to use them to inform 2. Your competition: what do other youth the development of your strategic plan. organisations offer and what are your advantage points over them?
PESTEL ANALYSIS SWOT ANALYSIS
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 35 5
Step 5: Developing your strategic plan
Now that you have done your analysis, it is To identify what should be your four to six time to develop your strategic plan. First, strategic priorities, look at the common themes confirm or write your NSO’s mission and vision across your SWOT analysis. At this stage, it is statements (please refer to Step 2). important to think on a broad, abstract level, and to not get stuck on details. Some examples might be membership growth, governance, Setting strategic priorities youth involvement, programme, volunteers, communication, or operations.
The next step is to identify and develop four to six priorities you need to devote attention A number of NSOs are incorporating WOSM’s to in order to reach your NSO’s vision. These Vision 2023 long-term strategy as a foundation strategic priorities will become the broad areas for their strategic plans. Depending on your of focus which are based on the information analysis, you could use WOSM’s six strategic you have collected through your analysis of priorities as a framework for the structure internal and external factors affecting your of your strategic plan. As growth is a key organisation’s work and the inputs received priority for our Movement (Vision 2023), we through your stakeholders. recommend you include it as a key part of your plan.
36 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 5: Developing your strategic plan
Youth Engagement Scouting should give young people the opportunity to develop the skills and knowledge empowering them to take an active part in the Movement and in their communities. Involvement, recognition and intergenerational exchange are key in providing a framework for our youth members.
Educational Methods The Youth Programme should provide a non-formal learning environment strengthening the capacity of young people to face the challenges of tomorrow. Scouting should attract, train, and retain quality adult volunteers to deliver the Youth Programme.
Diversity and Inclusion Scouting should reflect the societies in which it exists and actively work to welcome all individuals without distinction. This diversity should not only be reflected in the membership, but also the methods and programmes used within the Movement.
Social Impact Every Scout should be involved in community service, and share their experiences to inspire others. Through activities and projects, Scouts contribute to their communities and become leaders of positive change.
Communications and External Relations Scouting’s profile should accurately portray what we do and why we do it, reflecting our shared values. By using the most impactful methods of communication, and engaging in strategically relevant partnerships, Scouting should be recognised as the world’s leading youth movement.
Governance The governance of WOSM should be transparent, accountable, efficient, and clearly linked to its overall strategy, focused on achieving the mission and vision of the Movement. The roles and responsibilities of the different levels in the organisation should be clearly defined and understood, ensuring a customer- focused approach. In doing so, we ensure high synergy across all levels of WOSM with a high “return on investment.”
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 37 5
The Strategy for Scouting – Vision 2023 was prepared using a participative process, involving the following stakeholders: NSO representatives, WOSM Regional representatives, World Scout Committee members, and WSB staff. It reflects the belief that Vision 2023 describes where most NSOs would like to see Scouting in 2023. PLEASE REFER TO ANNEX 1 FOR EXAMPLES OF VARIOUS NSO’S STRATEGIC PRIORITIES.
Identifying objectives
Once you have identified your strategic priorities, write an objective for each one based on the issue identified in the SWOT analysis. Then, write any suggested actions that will help you reach that objective.
For example:
STRATEGIC PRIORITY 1: OBJECTIVE B MEMBERSHIP GROWTH – TRIPLE THE DIVERSITY OF OUR MEMBERS OBJECTIVE A – INCREASE MEMBERSHIP BY 10% Actions:
Actions: 1. Identify new communities where Scouting could be introduced 1. Introduce the national Bring a Friend 2. Introduce an accessibility fund initiative 3. Collaborate with a wide range of partner 2. Train volunteers to recruit more members organisations, to reach diverse groups of locally young people 3. Work with regions with waiting lists to 4. Identify new ways to grow a more diverse provide additional volunteer support leader base 4. Understand the barriers to joining, and develop actions that make Scouting available to all
38 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 5: Developing your strategic plan
These priorities will later be translated to These are suggested actions that you can take your operational plans, as they will point the to ensure a thorough consultation process with direction in which you need to focus your your NSO’s key stakeholders: resources and energy. It may help if you prioritise the objectives within each theme. • Open information sessions • Surveys Now that you have agreed on your strategic • Focus groups priorities, your mission, and your vision, you have completed the bulk of your strategic • Invitations for feedback plan! You may also wish to consider including • Regular updates towards your General elements like your organisation’s values, or Assembly success measures. The time has come to share your plan with the rest of the Movement • Informal discussions and networking to ensure a good buy-in, before creating the operational plan to bring it to life. Continual consultation Consultation process Presenting multiple draft versions of the plan as it is being developed to different stakeholders For a strategy to even stand a chance at throughout the process is a good practice: being successfully adopted and actually be inviting questions and feedback from them implemented at all levels, it needs to be widely continuously, rather than just at the end. accepted in the organisation. Ensuring this ownership by internal stakeholders should not be underestimated in the process. One of This helps ensure you are on the right track the key reasons why strategies fail to become and allows you to make adjustments, and reality is the lack of understanding and support provides an opportunity to start familiarising at the various levels of your organisation. your members with the plan so they feel connected to both its development and its content which will make them more likely to WOSM has been implementing a participative buy into it when launched. Make the most of strategy development process, which includes existing gatherings such as annual meetings, widespread consultation processes with various regional gatherings, and even youth events stakeholders. Having enough time to do an such as local or national jamborees to share in-depth consultation allows for any needed the plan throughout its development and seek adjustments to be made to the strategic plan feedback. before adoption and to ensure sufficient buy-in of your NSO’s membership for a successful adoption and implementation of the new strategic plan.
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 39 6
Step 6: Aligning with the new strategic plan
Adopting your strategic plan
It has now been at least six to nine months It is, therefore, good practice to clearly since you started the development of your articulate your NSO’s new strategic plan to NSOs strategic plan. After an in-depth internal your members prior to the formal adoption, and external analysis, and a few rounds of through a presentation which will walk them consultation with key stakeholders, your through the entire strategic plan. This is also a NSO’s strategic plan is nearing completion and good opportunity for members to ask questions reaching a major milestone: formal approval before they make their final decision on and adoption by your membership at your adopting the strategic plan. Note that the way General Assembly. you communicate the plan differs according to your target audience (e.g. you will not communicate the same way to your national While this might look like a formality, the leaders as you would towards your youth adoption of your strategic plan is a crucial membership). phase in the success of your new strategy. This is the moment the ownership of your plan changes from the team to the whole NSO. This presentation and the formal adoption of the new strategic plan will assist with membership buy-in, increases ownership across the Movement, and builds the foundation for the next phase of alignment and implementation.
40 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 6: Aligning with the new strategic plan
Launching your strategic plan
After your new strategic plan is formally Remember that after the launch and initial adopted, you have a big opportunity to bring announcement, it is important to continue your membership and other internal and the communication of the plan as it is not external stakeholders onboard. Don’t assume just a one-time event but needs to be done that the strategic plan itself will be picked up on a regular, consistent basis, to include and read. Creating a launch event(s) and a updating the membership on key milestones, solid communication plan is really important to achievements, etc. explain to your members what the plan is all about, and more importantly, what it means for them, in particular if there are big changes involved or required.
Getting your national leadership team from across the NSO together (the key audience) is vital for the launch. They need to receive the information in advance of others, and in a way that allows them to clearly understand it and be able to communicate it to their constituencies. Use interactive and practical activities to help them understand the strategic priorities; have discussions with them around what it means for their role going forward and what changes they might need to make to ensure their work aligns with the new plan.
THE MOST IMPORTANT MESSAGES TO GET ACROSS ARE:
Why: 1. Explain why we have a new strategy
How: 2. Explain how the strategy was created and by whom
What: 3. Explain what is in the strategy
4. Explain what the strategy means for your members
5. Allow them to brainstorm what the strategy means for them/their role, using some key questions to prompt their thinking
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 41 6
Offer them resources to take back with them to You could also think about what other help share the information with their members/ resources you might create to help share the stakeholders. For example a one-pager, an new strategy with your wider membership and infographic, or a PowerPoint presentation, and external stakeholders. For example a brochure, any other tools such as activities you used at information sheet, or even a video of your the national launch. You will get even better team (or youth members!) explaining the new buy-in and engagement if you include young strategy is a good way to get engagement. people in the launch and communication of the When possible, create a strategic plan plan. infographic to help “paint the picture and create a visual representation” of what you are trying If time and resources allow, it is worthwhile to accomplish. using this team to run a similar launch in their own regions to help ensure the message is spread and is clearly communicated to all members. Use all other existing communication channels to announce the strategy as well, for example newsletters and social media.
Implementing your strategic plan
Now that you have agreed upon a new strategic To begin the alignment exercise, it is advised plan for your NSO, and your General Assembly that your NSO maps out all the different has officially adopted it, the actual work on activities it conducts on a regular basis, and implementation begins. Your NSO now needs identifies whether each of those activities to align itself according to the priorities and actually still contributes to achieving your objectives of the strategic plan. overall goals in one of your strategic priorities.
This means that your Scout NSO needs to Using the Start, Stop, Continue exercise ensure that all its teams, structures, people, can help with this mapping activity of your projects, and activities are working towards organisation. If an activity does not fall under achieving the goals set out in the strategy, any of your strategic priorities, you are faced rather than outside of it. Additionally to that, with two options. Either you deem this activity it means aligning your human resources to be too important to be left out, and you (volunteer and professional) as well as your tweak your activity so that it works towards budget allocation to your strategic plan. achieving one or more of your strategic priorities, or you may consider stopping this activity (as it does not contribute to your overall goal).
42 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 6: Aligning with the new strategic plan
One example might be an annual event for It might be the case that a number of your your national level volunteers, aimed at activities might no longer be the most effective networking and showing appreciation for the or efficient way of achieving your goals and work they do. And while it might not actually should, therefore, be changed, adjusted, or cut. contribute to any of the objectives of your Note that introducing new activities, which are strategic priorities, it does contribute to the important to achieve your new strategic goals, overall well-being and satisfaction of your will most likely mean cut-backs on already volunteers and thus, increase the motivation existing activities. and retention rate of your volunteers. This is something you might actually wish to include in your strategic priorities.
Once you have mapped out your activities against your strategic plan, it is time to review their usefulness for achieving the goals set out in your new strategy. “A new strategy wouldn’t be new if nothing needs changing” . This exercise will point out the gaps that need to be addressed in the list of activities you are currently conducting, to progress forward towards achieving your goals. This would also be a good time to evaluate the impact of each activity in terms of contributing to your goals, keeping in mind that a project or activity might contribute to more than one strategic priority.
Therefore, the alignment of your NSO’s activities goes hand in hand with aligning your budget. After activities are prioritised, and new ones are introduced, you will need to deal with some potentially difficult choices in terms of adapting your NSO’s spending on each activity. If an activity is no longer a priority for your organisation, because it no longer contributes to your strategic priorities or objectives, you should consider stopping it, and reallocating its resources towards other activities which have more impact on achieving your strategic plan.
START, STOP, CONTINIUE EXERCISE
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 43 6
Aligning your structure and working groups
The same exercise needs to be repeated when it comes to governance and organisational structure (i.e. your current structures need to be reviewed considering the new strategic plan). For example, if one of your NSO’s new priorities is achieving greater diversity in the organisation in general, this means that a cross-departmental cooperation is necessary – from the Youth Programme team, Adults in Scouting team and to your Communications team.
You may need to create new working groups and recruit volunteer or professional positions to cater for this new need. Once these groups or positions have been created, ensure that they are sufficiently trained for this new role and responsibility.
Change management
Critical to the success of the implementation It is normal to experience resistance at all of your strategic plan is effective “change levels in your organisation when you start management.” This means that your introducing changes. Changes are inherently organisation is investing effort into creating uncomfortable; they bring us out of our a strategic approach to managing and comfort zones, and push us into the unknown. implementing changes, while ensuring a Therefore, it is crucial to prepare yourself and smooth transition from the previous situation to others before implementing a change: where you want to be.
There is a structural dimension to change management, as explained in the points above, but also, and more importantly, a human side to change management.
44 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 6: Aligning with the new strategic plan
• Know your reasons for the change and As you will come to discover when you are substantiate them with strong arguments. implementing your strategy, a number of our This can be informed by the outcomes members are traditionalists, and these will of your SWOT exercise and stakeholder likely be your most challenging audience for big mapping. changes. It is important that their views are acknowledged. • Prepare a description of the change process, to be able to easily explain to different audiences how you will get from However, to bring them on the journey forward, A to B and what B looks like it is often helpful to remind them that this is a youth-led movement and if we cease to move • Aim at ensuring ownership among all forward we stop being a movement. In order groups affected by the change before to remain relevant, grow our movement, and rolling it out provide the best possible Scouting programme • Recruit champions at all levels of the to new and future generations of young people organisation who understand the plan and we must also innovate our Movement. can communicate it well • Communicate the change well ahead of time and widely – the last thing you need is people being misinformed (or even worse, totally uninformed!). Use different methods to communicate the plan. For example, face-to-face meetings, videos, posters, pamphlets, emails, competitions, and using the volunteer leadership team to sell it in to their local members. • Be willing to listen to and actually hear the concerns of your units, volunteers, staff, Baden-Powell was a visionary or other stakeholders. Show that you take – he was years ahead of his the issues raised, serious, and address those issues or take their ideas on board time, and if he were alive in the further implementation process. today he would likely be • As you will be rolling out changes or shocked if his movement was introducing new initiatives, policies, and stuck in the past and had practices over the next few years, make not moved with the times. sure that you link all of those changes (organisational, programme, etc.) back to the strategy in communications with your volunteers, members, parents, or other stakeholders, in order to explain the “why.”
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 45 7
Step 7: Creating an operational plan
As mentioned, the strategic priorities are the The operational plan outlines the: key items that will inform the development of your operational plan. An operational plan • activities your NSO plans to conduct to outlines the concrete activities and projects achieve your vision your NSO plans, to reach its vision. These • time and place where they will be can be broken down by strategic priority and conducted are typically of a shorter timeframe than your overall strategic plan. • person (or team) responsible for the completion of each activity However, they can also have cross-cutting • KPIs for knowing how you are doing projects and initiatives that tackle more against your strategic plan than one strategic priority. For example, (Please refer to Step 9) WOSM works on a triennial basis, i.e. a new operational plan is established every three years, based on the overall strategy and the We have developed an operational plan successes and challenges of the previous plan. template, which you can use as is or adapt to the realities and needs of your organisation, to help you to translate your strategic priorities and objectives into concrete operational activities, create a timeline, identify responsible persons, and allow you to keep track of the status of each activity.
46 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 7: Creating an operational plan
YOU MAY REFER TO THE OPERATIONAL PLAN TEMPLATE IN ANNEX 3.
Examples of operational plans
Scouts New Zealand 2019 workplan
PROGRAMME AND CHANGE
Purpose: This team coordinates the Projects include developing a revised Youth implementation of the Youth Programme Programme and implementing an Adult and Adult Development of the organisation. Development framework, introducing Te Reo Additionally, this team manages Maori into their publications and culture, communication within the Movement and publishing the annual report, and refreshing externally within the sector and community. their members’ website.
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 47 7
1st quarter 2nd quarter 3rd quarter 4th quarter Task Outcome October-December January-March April-June July-September
Review Refreshed Review succession deliverables National leader Review roles and team with clear plans of leads and support warrants succession plan assistants/advisors Review roles and and deliverables warrants
National Publish 2019 National Programme 2 Relevant National National Programme programmes Programme Programmes and planning aligned with the development National renewed template workshop 1 Programmes Youth Programme available
Regional and Regional and Regional and Regional and national news national news national news – national news – Informed and – three each three each – three each three each connected Internal movement (young people and communication Share best practice Share best practice Share best practice Share best practice adult volunteers) stories (what good stories (what good stories (what good stories (what good looks like) looks like) looks like) looks like)
Scout Scout and About – 1 Scout Scout and About – 1 and About – 1 and About – 1 Finalise and publish Annual Media release of Better informed Design and draft Media release of Annual Report Report key events: parents, alumni, External key events: ANZAC and community communication Scarf Day Media release Media release of and Bravo stakeholders of key events: key events: Venture create Founder’s Day Create good Create good good news stories news stories news stories Create good news stories
Maintain currency Maintain currency and information and information Informed and Websites/ Maintain currency Maintain currency resourced social media and information and information movement and Review members’ Update members community website website
48 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 7: Creating an operational plan
1st quarter 2nd quarter 3rd quarter 4th quarter Task Outcome October-December January-March April-June July-September
Review documentation for Te Reo Maori Board sign-off Supports the Bicultural Continue inclusion The national of Commitment Inclusive Growth and Diversity Kaumatua training room is to Maori and the priority of Better inclusion partnership blessed as Marae Develop Treaty Policy Prepared Commitment to Maori and the Treaty Policy
Leader Handbook design and Better World content. Pilot Programme Youth Badges section of Engage movement begins Movement is Development awards Core Programme prepared for new Policy Youth Programme development and Youth Programme Youth Programme implementation workshop adventure Youth Programme workshop workshop skills
Partnership with Whitireia/ Develop section WelTec Develop Section Adult volunteers specific content specific content are engaged and collateral Complete section Adult and and able to Implement two specific content Development training team support the online modules collateral Policy development new Youth implementation Adult Development Development Adult Development workshop Programme Finalise Getting Adult Development workshop Connected and workshop Essentials
Support Adult Support Adult Support Adult Adult volunteers Development Development Development are well aware of Call for service programme and programme and programme and the change and Change to lead change Youth Programme Youth Programme Youth Programme feel equipped communications communication development development development to support a function project teams project teams project teams great youth-led with internal with internal with internal programme communications communications communications
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 49 7
RESOURCING PROFILE
FY17 18 Staffing level FY18 19 Staffing level Team budget Notes
2.8 FTE 0.8 FTE through Internship 2.8 FTE arrangement which means we engage, induct, create a work programme for 2-3 interns every quarter. Stratégie
FÉDÉRATION DES SCOUTS DE LA RDC PLAN STRATEGIQUE TRIENNAL DE LA FESCO
50 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 7: Creating an operational plan
PLAN D’ACTION 6 2015 Axe 1
N° Activité Période Résultats Lieu Responsable 1 Création des nouveaux groupes surtout dans les Année Le nombre des scouts augmente de 5 % d’ici la fin de l’année 2015. 11 provinces Communication provinces de Bandundu, Equateur et Maniema 2015 & Expansion Une base des données a été créée et partagé avec les Parties pre- Idem Idem nantes de l’Association. Les organes des Associations provinciales de Bandundu et de Bandundu, Idem l’Equateur sont remises en place avant la fin du mois d’août 2015. Mbandaka Le Scoutisme dans le Maniema est redynamisé. 2 Renforcement et/ou création des groupes Idem Au moins un groupe spécial par province a été créé d’ici la fin de 11 provinces Communication & spéciaux (sourds, enfants vivant avec handicap l’année 2015. Expansion Un programme éducatif adapté est mise en place avec l’appui du Programme des Bureau Mondial du Scoutisme avant la fin de l’année 2015. Jeunes & DEVECOM Un soutien d’accompagnement pédagogique et matériel est mobili- Relation Publique sé auprès des partenaires sociaux. 3 Renforcement de partenariat avec les Idem Des Aumôniers nationaux ont été désignés d’ici juillet Kinshasa Relations Publiques Eglises, les écoles et les entreprises 2015 Au moins 60 nouveaux groupes scouts ont été créés avant fin septembre 2015 Au moins 60 nouveaux groupes scouts ont été créés 11 provinces Relations publiques avant fin septembre 2015 Comm. & Expansion 4 Production et octroie des cartes des membres Mai 2015 Une version digitale est conçue et partagée avec Kinshasa Communication à tous les membres adhérents et effectifs de la FESCO les Equipes provinciales & Expansion Juin 2015 Une circulaire qui fixe le mode d’enregistrement et Kinshasa Finances le coût de la carte ainsi que les frais de cotisation a été transmise aux Associations 5 Elaboration et distribution des supports Les premiers drafts ont été partagées avec les Programme des Pédagogiques : Associations provinciales en août 2015 et jeunes adoptés en Equipe Nationale en octobre 2015. Carnet de progression Octobre Kinshasa Programme des jeunes Cérémoniales de passage entre branches. Idem Kinshasa
13
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Step 8: Risk management assessment
Risk is part of our daily lives – Scouting is no The easiest way of identifying potential risks exception. According to international standards, is by returning to the internal and external risk is defined as the “effect of uncertainty on analysis you have conducted in preparation for objectives,” where the effect is considered as developing your strategic plan, and analyse “a deviation from the expected, positive and/or those for potential risks. See below for an negative.” example.
To be prepared for both positive and negative One method of conducting a risk assessment deviations from the expected, organisations is through a “Failure Mode and Effect undertake risk management assessments. Analysis” (FMEA). This type of analysis Risk management “involves understanding, looks for potential failures in an organisation’s analysing, and addressing risk to make sure established systems and processes, to analyse organisations achieve their objectives.” them in advance and prepare for their potential positive and/or negative deviations. To prepare for meaningful risk management, your NSO must first identify all the potential risks it faces (internally and externally), and then prioritise them on the basis of impact and likelihood.
52 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Step 8: Risk management assessment
• Identify the steps/places in the process where things might go wrong
• Describe some of the potential “failures”
• Describe the impact of those “failures” on your organisation’s work and achieving your strategic plan
• What caused these “failures”?
• How much warning time do you have before these “failures” potentially occur? i.e. how much in advance is it possible to predict these “failures” happening)? The FMEA analysis asks a set of questions, which help you • What solutions can you come up with to analyse better the risks that mitigate or fix these “failures”? may impact your work:
FAILURE MODE & EFFECTS ANALYSIS
• Use risks identified from the FMEA exercise • Rank the level of their potential impact The following simplified model (consequences) on your NSO by using a of a risk log frame helps you simple scale from one to four (one being determine the risks you need to the lowest to four being the highest) focus most on: • Determine the likelihood of such a risk occurring (using the same scale) • Assigning a person/team responsible for monitoring the risk • Determining the frequency of risk monitoring
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Once all your risks are listed with the grades, simply add up the numbers from the two categories (likelihood and impact) and the risks with the highest score are the ones you need focus on the most. Below is a sample table with examples:
TOTAL ACCOUNTABILITY RISK DESCRIPTION IMPACT LIKELIHOOD SCORE REVIEW FREQUENCY
FALL IN INTEREST in the Youth Programme Youth Programme team/ 4 3 7 AMONG YOUTH annually MEMBERS
LOW RETENTION Adults in Scouting team/ RATES among ADULT 4 2 6 annually VOLUNTEERS
LACK OF FINANCIAL RESOURCES FOR 3 2 5 Chief executive/biannually ACTIVITIES
COMPETITION Chief executive and OFFERING SIMILAR 2 2 4 communications team/ ACTIVITIES quarterly
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Note that this does not mean that you can neglect the risks that scored lower – they still need to be monitored, but will, however, receive less of your constant attention as compared to the top ones.
Typically, after completing a risk assessment and determining the people responsible for monitoring the different elements on a regular basis, an organisation should also develop plans for mitigating risks (where scenario planning techniques may be of assistance, especially for emergency situations), at least for the ones that could potentially have the most impact and are most likely to occur. ^
ONE WAY OF LESSENING THESE RISKS IS BY INTRODUCING APPROPRIATE MONITORING MEASURES – WHICH IS THE TOPIC OF THE NEXT CHAPTER.
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Step 9: Collecting the right information for effective monitoring
Not everything that can The need for measurement is intrinsic to be counted counts, human beings – they measure and assess their surroundings daily, to inform our decisions. and not everything that Similarly, to progress with achieving the goals counts can be counted. set out in the strategic plan, you need to make Albert Einstein informed decisions about each step you take along the way. However, if you do not measure “what counts,” you may end up with a mass of data that cannot provide direction. Therefore, the next chapters provide guidance on how to develop meaningful measurement tools for your NSO.
Understanding why we measure progress
Measures are “indicators of how [an organisation] is performing relative to its goals and whether the overall strategy has been accomplished.”
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According to Bernard Marr, measurement happens for different reasons, which can be summed up in the following categories:
• Ensuring conformity control Often, measuring is done in organisations as a method of providing the leadership data by which they may assess the progress an organisation is achieving, and control for conformity among the different bodies in the organisation. This reasoning is more visible in businesses than the NGO sector. However, it is still relevant in this context, since NSOs may have similar motives for monitoring for implementation quality across all units.
• Reporting to external audiences (mainly donors)
• This reason is very common among NGOs, as funding from external sources may even come conditioned to measuring progress. Additionally, NGOs often use measurement figures to draw attention of external audiences to their success in achieving certain goals.
• Constant learning This should be the key reason for measuring progress. Data gathered through this process enables us to understand where we have been lacking progress, and where improvements are needed. Additionally, measuring for constant improvement also empowers our membership (and especially adult leaders), as they will feel their work will not go unnoticed, and they will have a constructive environment for further development.
It is important that your NSO considers The challenges of measuring progress are two- carefully the reasons why it is measuring its fold. You first need to identify what it is that progress. Ideally, your focus should be on you NEED to measure, and then HOW you are constant improvement and learning. However, going to measure it. it is understandable that for compliance with your funding sources, you may need to conduct some measurement directed towards external audiences. It is recommended that you avoid measurement as a top-down control method, as there are better ways of inspiring your units to strive towards a common goal than having them feel as if they are “being tested.”
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Naturally, not all the things you would want to Also, these measurements come with measure can be expressed in numbers (such as limitations: perfect metrics are very rare hours of service, amount of financial resources in the NGO world, and therefore it is also spent, numbers of participants, etc.). However, important to understand that they should this does not mean that progress cannot be rather be considered as indicators of a measured for those indicators that you still find level of performance or progress towards necessary for making informed decisions, but achieving your goals (and not solid, completely you cannot quite express in numbers, such as trustworthy measurements). social impact (for Scouting, social impact is considered as the effect of a Scouting activity The next sections provide guidance on how on individuals and families within a community to develop your own indicators of progress, as well as the Scouting members involved in by focusing on what matters – even though it planning and implementing this activity). cannot always be counted.
Introduction
Designing key performance questions
Before deciding on what your indicators The following are guidelines on how to design of success will be, it is important to ask your KPQs, according to Bernard Marr: yourselves – what is it that you really need to know to measure your progress towards Choose one to three KPQs achieving your vision? This kind of attitude per strategic priority towards measurement is much like taking a The fewer KPQs you have, the better, as scientific research approach to it: you first naturally, it is expected that each of them will need to establish the research question, then trigger a KPI, and with too many of them, you a hypothesis, and then collect data to test the risk ending up again with a sea of unwanted hypothesis. information.
An advantage of clearly defining research Ensure that they are performance related questions before establishing indicators of success is the amount of time and energy This means that they should enable you to that will be saved in collecting data. With understand how well you are doing at any point established Key Performance Questions in time towards achieving your goals. Note that (KPQs), you are cutting down on collecting KPQs should not be about strategy clarification. unnecessary data (that often clouds your For example, you should not ask at this stage vision). “How should we do this?” (this is a question you should ask during the development of the strategy) but rather “How well are we doing this?”.
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Engage people in the They should be refined creation of the questions and improved along the way Much like you have engaged them through the KPQs are not set in stone – on the contrary, building of your strategy, designing the KPQs is once they are put to use, you may notice that another important buy-in opportunity, as KPQs there is a need for some refinement. This is a are supposed to communicate to everyone in natural process of trial and error, and one that an organisation what it is that matters when it we should not shy away from. comes to your overall performance. They should form the basis Create short and clear questions of developing your KPIs KPQs need to be understandable, with no Your KPIs are essentially your hypotheses – double meanings. No jargon or internal answers to your research questions. In this language should be used, as the KPQs need sense, they provide your estimated (assumed) to be as comfortable as possible to use for answer to your KPQs. everyone in your organisation. Use KPQs to report KPQs should be open-ended questions and communicate progress This means that they should not be yes- If you present the question you are answering no questions, but rather focus on how your through your KPI, it makes things a lot more activities are done. For example, instead of understandable to your external audiences, asking “Have we increased our membership?”, rather than only including the KPI. The you could ask “How well have we reached KPQs give a more thorough background out to our targeted communities for growing understanding, as they link your measurement Scouting?”. KPQs should inspire discussion, method and targets to the specific objectives of rather than provide simplified answers. your strategic plan.
KPQs should focus on the present and future Instead of asking questions related to the past such as “How well did we satisfy our members’ requests for more outdoors activities?”, simply refocus towards the future by asking “To what extent are we satisfying our members’ request for more outdoor activities?”. By doing this, we are keeping the dialogue open for the future, and putting a focus of using the information gathered in future decision-making.
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Designing key performance indicators
To help you with developing your own KPQs, The role of KPIs is to collect information that below is a list with potential KPQs you could will ultimately help us in: consider: • learning about the status of progress • How well are we delivering our new Youth we’re making towards achieving our Programme? strategy, and based on this knowledge • How likely are our members to • making well-informed decisions that will recommend Scouting to their friends? lead towards improvement and better performance in our organisation • How do our local communities see Scouting? • How well are we performing in developing Note that KPIs need to be relevant and partnerships with other NGOs? meaningful for your organisation, and do not necessarily have to be quantifiable • How effective is our new communications with a number. They can be answered with strategy? descriptions or qualitative data as well. • To what extent are we reaching out to marginalised communities in our country? As a checklist for testing each of your indicators, we recommend that you ask the • To what extent have we improved our following questions: decision-making processes on national level? • Do we have a KPQ to which this indicator • To what extent are we collaborating is associated? between units? • Are there decisions this indicator would • To what extent are we impacting the lives support? of others in the local communities where • Can we collect meaningful data for this Scouting exists? indicator? • Does this indicator help us to answer our KPQ? • Does this indicator help us to make better decisions? • Are the assessment costs and efforts justified?
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If the answer to these questions is “yes,” To align and streamline your measurement you are on the right path for developing a process with your strategic plan, it is meaningful and relevant indicator. An indicator recommended that you use a simple template is relevant if it can be clearly linked to a for all your KPIs, to ensure that you are clear strategic objective, and it is meaningful if it from the start on the elements of each. The helps in answering one of your previously table below gives an example of the factors identified KPQs. you need to keep in mind when preparing your KPIs, and a couple of hypothetical examples of how this can be done: If the answer to any of the questions above is “no,” you should carefully reconsider the need for such an indicator or try to see whether it can be adapted to better respond to your need for meaningful and relevant KPIs.
Data collection Person/team Strategic priority KPQ it helps KPI method/frequency responsible for it corresponds to answer of collection collection
By 2023, our NSO How well are will have increased we reaching Census data from our Membership Growth membership in Membership Growth out to local units/annual Task Force marginalised marginalised basis communities by 10%. communities?
To what By 2023, 90% of extend are our units will be we delivering implementing our new Annual survey with Membership a programme Youth Programme Youth Programme, that local unit leaders/ Diversity that caters for Team has a strong focus on biannual basis the diverse catering for diverse needs of our needs of our members. membership?
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Deciding on an appropriate data collection method may not always be obvious. Below are a few examples of how you may want to collect data in an efficient and cost-effective manner:
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• ANNUAL OR BIANNUAL MEMBERSHIP SURVEYS • CENSUS/MEMBERSHIP DATA
Membership surveys can provide a good This data is normally collected on an annual “pulse-check” of how you are performing on basis in each NSO, and it gives the most implementing your Youth Programme in all its accurate answer to membership growth different aspects. These can be either sent to indicators, but it can also be expanded further the full membership online, or to a selected to help collect data for indicators related to representative sample of membership. To membership diversity and inclusion. select a representative sample, you would need to pay attention to have it reflect:
• INTERVIEWS AND FOCUS GROUPS Your geographic spread (e.g. if most your These methods require more skill and membership comes from the south of the knowledge (and can be more time-consuming country, your sample should also have more than surveys) but can provide much more members from that part, rather than being reliable and in-depth data, especially if equally distributed throughout the country) your KPIs are qualitative (i.e. require a
descriptive measurement). These methods Your age balance (e.g. if most your can be especially useful in cases when you membership is in the Scout section, your need to reach out to external audiences (e.g. sample should also be skewed in favour of the local community representatives) to collect Scout section, rather than equally distributed their input on how they see Scouting in your across all age groups) country.
Your gender balance (e.g. if 70% of your NSO’s membership are boys, then 70% of your KPIs should be constantly reviewed. If an sample should also be boys) indicator has become irrelevant to your NSO,
and no longer informs your decision-making, you should reconsider the need for measuring • SURVEYS OF ADULTS IN SCOUTING it further.
These can be an excellent way of cross- checking the data you receive from membership surveys, as they give you two different perspectives. Additionally, such surveys can help you understand how well you perform in terms of organisational management, trust levels, and internal NOTE THAT YOU DO NOT communication. NEED TO DEVELOP “PERFECT” INDICATORS – THEY SHOULD BE USED TO IMPROVE OUR LEARNING AND AIDING OUR DECISION-MAKING, AND SHOULD NOT BECOME THE SOLE FOCUS OF OUR STRATEGIC PLANNING WORK.
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Step 10: Monitoring and evaluation
There is nothing noble in being superior to your fellow man; true nobility is being superior to your former self. Ernest Hemingway As part of the monitoring and evaluation of the NSO’s strategic plan, it is highly recommended that each time the NSO conducts a board meeting, that there is a strategic planning report on the board agenda. The plan monitor/ champion, who was identified during the strategic planning session, will provide an update to the board on the status of the plan including what has been accomplished and implemented, what is outstanding and what challenges exist.
Measuring progress and achievements is only The strategic plan is not a document set in one part of the puzzle. The real purpose of stone, so changes periodically may have to be measuring is to learn about yourselves as an made. It is important to bear in mind though organisation, your challenges and successes, that if any part of the strategy is altered, then and to improve and develop even further. If the board should vote on this change since this last step is not done, efforts invested in there may be a change in policy. measurement are largely futile.
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The following subchapters provide guidance on how to ensure that what you have measured actually has impact on your NSO’s work.
To understand the difference between monitoring and evaluation, we refer to the simple table below:
Monitoring Evaluation
Periodic review at a significant point in Continual collection of information, Timeline the project. End of project, Midterm and throughout programme/project Change of Phase
Focus Measures activity (outputs) Evaluates success (outcomes)
Reflection and correction – Progress tracker Asks whether the activities (outputs) Asks whether the project is being have resulted in achieving the objectives Purpose implemented as planned – Are we on (outcomes) and contributed to the goal, the right track? whether the project is successful
Uses a mix of people involved and not Often uses people involved involved in the project, including those Stakeholders in the project who (should) have been impacted by the project
May result in minor action to correct Results May result in major strategy change the situation
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Monitoring your performance on a regular basis
Monitoring, along with evaluation, supports your NSO in tracking the achievements you make towards your strategic plan, and helps you in making decisions related to the implementation of the plan.
Monitoring can be defined as “a continuing function that aims primarily to provide the management and main stakeholders of an ongoing intervention with early indications of progress, or lack thereof, in the achievement of results.” (Note that here “an ongoing intervention” may refer to an activity, project, • timeline – monitoring happens or programme that falls under the scope of throughout a programme/project, while your strategic plan). an evaluation is usually reserved for mid- term and final stages (formative and Deciding on the timing for monitoring your summative evaluation) performance will largely depend on the goals • focus – monitoring focuses on immediate you have set out in your strategic plan, the outputs (e.g. the number of participants time frame of your plan, as well as the time at an activity or the number of activities frame for measuring each of your KPIs. organised). Evaluation focuses more on However, it is important that you establish the outcomes although it includes the a first measurement for all indicators once outputs (e.g. because of activity X, the your strategy is adopted, in order to set up a number of new Scouts who joined the baseline. Movement) • Purpose – monitoring is there for Afterwards, you may want to conduct a tracking the progress made on a regular measurement on an annual (or even biannual basis, and flagging any concerning issues. basis) for all indicators. For some, you may Evaluation reflects on the “how” and decide to measure even more frequently, “why” things were done as they were, especially if they relate to communications. and whether there is a possibility for For example, reaching out to your membership improvement in the future. through social media.
What is important in this process is that In conclusion, while monitoring is more you establish a framework and plan for interested in ensuring progress is made and measurement, and clearly define the timeline challenges are spotted early enough in the for measurement. This way your whole implementation of a strategy, an evaluation organisation can be informed of when to expect focuses on the reasons behind the occurrence updates on progress achieved. This will, in of those challenges, or the reasons for the turn, help all bodies in your organisation better achieved success. plan their decision-making processes around the given timeline, as the data collected will have an impact on the decisions they take.
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If at a certain measurement point you see that Here is an example of a potentially there are areas with “red flags,” where progress challenging situation which was identified is stalling, or you are having challenges with through measuring a KPI and how it could collecting data, it is a good time to think about be addressed: the following questions:
1. Did you perform well on aligning your activities? • KPI: By 2020, our NSO will open ten new Scout groups in the northern district. 2. Is the lack of progress on this KPI a result of miscommunication? • Current situation (2019): There has been only one group open, and the 3. Are you facing challenges in collecting the leaders in the district are facing great data you intended to collect? difficulties in starting new groups, due to a lack of interest among local children 4. Are those responsible for monitoring the and young people for Scouting. They KPI doing their job? have tried going to schools and promoting Scouting there, but had little success. 5. Are you interpreting the data correctly? • Potential solution: Firstly, the board should consider if the KPI and goal of 6. Is the objective corresponding to this KPI opening ten new groups is still relevant still relevant and/or realistic in your NSO? and/or realistic for this district. In this hypothetical case, the board considers it These questions are intended to start a is still relevant, and that the KPI is still dialogue about the aspect of your work that achievable. The board reaches out to the this KPI is monitoring. Each of them raises west district for support in developing some potential challenges you may be facing – more attractive methods for recruiting and the purpose of them is not only to inspire membership. They invest in a meeting constructive discussions among your strategy between leaders of the west and north team, but also the team responsible for the districts, to enable them to exchange area of work in question, and the National ideas and best practices. Board. As a follow-up, the board decides also to monitor more closely the progress, and notes that closer communication and support to the north district is necessary. They decide that they will hold several national gatherings in the north district to raise the popularity and visibility of Scouting there and hopefully gather more members.
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Evaluating your performance
Another example refers more to the An evaluation should be done at least nature of the KPI and how it had been midway through a strategy, this is a so- communicated to the team in charge: called “formative” evaluation. This type of evaluation can raise awareness about strategic priorities that potentially need to be • KPI: By 2021, our NSO will measure its reconsidered, or KPQs and KPIs that no longer social impact in local communities. reflect the measurement needs of the NSO. • Current situation (2019): The NSO’s social impact volunteer team has reached If your NSO decides to conduct a formative a standstill. Even after numerous evaluation, it should focus on the following consultations with experts, they are tasks: still undecided as to how to approach measuring Scouting’s social impact. 1. Review the full strategy considering data They reach out to the National Board for collected through monitoring up to the guidance. selected point in time (for conducting the • Potential solution: The National evaluation) Board reviews the work done so far by the social impact volunteer team, 2. Discuss the relevance of the strategic and notices that the reason for their priorities with various stakeholders, confusion was the actual wording of both internal and external (are they still the KPI and a miscommunication of answering their needs?) expectations: the volunteer team saw “social impact in local communities” as 3. Discuss the relevance of the activities purely a result of community service, in your operational plans with staff and whereas the methodologies suggested volunteers. Are the activities you are by experts referred strongly on the providing still yielding the expected results personal progression element of social and contributing to achieving your strategic impact (which also largely impacts local objectives? communities).
After the board explained that both 4. Discuss the relevance of your KPQs and elements should be examined (personal KPIs for measuring your progress (is the impact and community service), it became data collected still relevant and useful for easier for the volunteer team to choose making informed decisions?) an appropriate methodology and proceed with rolling out a measurement process. A formative evaluation is conducted to prevent an organisation from going down a wrong direction, by reflecting on the progress achieved from a distance, and realising the need for changes if the outcomes and impact are not in line with your strategic objectives. At times, your activities should be adjusted, and at times, you will realise that the plan did not correspond to the actual needs of your membership.
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Both scenarios are possible, and an You may want to conduct in-depth interviews organisation should not stick blindly to a or focus groups with certain groups of plan if it is obvious that it is not resulting in stakeholders (for example, your youth improvements. members, adult leaders, National Board, parents, other civil society actors or separate volunteer/professional teams in your A “summative” evaluation is one that takes organisation). It is important to note that this place at the end of a strategic plan cycle, in type of evaluation can already form the basis of preparation for creating a new strategic plan. your stakeholder analysis for the next strategy This kind of evaluation reflects on the following cycle. questions:
1. Are you satisfied with the process we Measuring the strategic plan followed in developing and implementing this strategy? If not, what would you like to vs the operational plan change? The strategic plan serves as the road map 2. Did the outcomes and/or impact of and long-term guide for the NSO and should the strategy meet your needs and regularly be reviewed and followed. That is expectations? If not, how did the mismatch why it is a recurring item on board meeting occur? agendas. A plan champion/monitor is selected and the board works to ensure everyone 3. Did you conduct an adequate analysis of understands their role and responsibility in the your internal and external situation? If not, strategic planning and implementation process where were the gaps? What knowledge did as it relates to the organisation. you not gather, and what information will be useful for building the next strategic The operational plan or work plan, as discussed plan? in chapter 7, provides a “translation” of the strategic priorities and goals to more 4. What was left unachieved in this strategic concrete objectives and operational tasks and plan, and do you still consider it important identifies the time frame of implementation enough to incorporate in the next plan? and determines who they are assigned to. The operational plan tends to be measured more by the national volunteers and senior staff. The summative evaluation may expand further into more detail, depending on what information you consider important for your The success of the strategic plan as a whole future planning process. The way in which you is dependent upon the implementation collect data during evaluations will vary on the of its individual components. Once key extent to which you would like to involve your policies, initiatives, and objectives have been stakeholders in providing feedback. implemented and achieved, the plan champion/ monitor reports those to the board, so they can celebrate successes, determine what still remains to be implemented, and shift focus and resources to those areas.
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Step 11: Reporting on your performance
Look wide, beyond your immediate surroundings and limits,
and you see things in Reporting on your performance and the their right proportion. progress you are making towards achieving Look above the level of your goals to your stakeholders is very important. By periodically sharing your things around you progress, you ensure transparency and and see a higher aim and accountability and strengthen the trust possibility to your work. and relationship with your stakeholders. Additionally, it enables you to benefit from the Lord Baden-Powell pool of knowledge and resources that your stakeholders have, which may help you reach your plan’s objectives.
The reporting framework and plan should be established at the development phase of a strategic plan: you should inform your stakeholders in advance about the time periods in which they will be receiving report from you.
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The reports should contain an accurate Likewise, showcasing successes in the roll-out assessment of your progress towards achieving of your strategic plan is a good way to convince the objectives of your strategic plan – you may the more sceptical and conservative members choose to present your monitoring findings in of your organisation. But more importantly as detail (including details of the measurement a Movement that thrives thanks to the support methods description), or simply share the of millions of volunteers, it is important to conclusion of your measurement, with an recognise their contributions in the success of explanation of how you intend to move forward your strategic plan and of your organisation. on each objective. Typically, your report should show not just your successes, but also any challenges you may have faced in implementing the objectives.
You should also make time to recognise achievements and celebrate successes when reaching milestones in the implementation of your strategic plan. Using both your internal and external communications such as board meetings, newsletters, website, and social media in doing so.
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 71 Annexes
Annex 1: Examples of vision and mission statements
BHUTAN SCOUTS ASOCIACIÓN DE GUÍAS ASSOCIATION Y SCOUTS DE COSTA RICA Vision: Bhutan Scouts Association will be Vision: En el año 2021, 21000 niños y a dynamic nationwide youth organisation jóvenes serán protagonistas del programa Guía by 2007 with 50,000 members contributing y Scout; programa que será referencia por su towards the all-round development of youth for atractivo y su ajuste a las necesidades de la the betterment of society. juventud y de la sociedad costarricense
Strategic Priorities: Youth Programme, Mission: Somos una organización de Adult Resources, Financial Resources, Material educación no formal con el propósito de Resources, Image of Scouting, and Membership contribuir, por medio del método Guía y Scout, en la formación de la niñez y la juventud para el desarrollo de su pleno potencial como UNIÃO DOS ESCOTEIROS DO BRASIL individuos y ciudadanos comprometidos con la Nossa visão : Até 2023, o Escotismo no Brasil Sociedad. será o mais relevante movimento de educação juvenil, possibilitando que 200 mil jovens sejam cidadãos e cidadãs ativos que inspirem FÉDÉRATION DES SCOUTS DE LA RÉPUBLIQUE mudanças positivas em suas comunidades e no DÉMOCRATIQUE DU CONGO mundo. Vision : En tenant compte de la mission du scoutisme, de la situation de la FESCO; Nossa missão : Contribuir para a educação consciente que le jeune est considéré comme de jovens, por meio de um sistema de valores un individu vivant dans une communauté, la baseado na Promessa e na Lei Escoteira, FESCO se propose d’être guidé dans son travail para ajudar a construir um mundo melhor par la vision suivante : En 2020, la FESCO sera onde as pessoas se realizem como indivíduos une organisation forte, leader de l’éducation e desempenhem um papel construtivo na non formelle dans un pays où la jeunesse agit sociedade. comme agent de développement, respectueux de l’environnement, de la vie et de la dignité humaine et s’attachant à l’unité et la cohésion NATIONAL ASSOCIATION OF CAMBODIAN nationale. SCOUTS (NACS) Vision: By NACS, with 150,000 school and Mission : La FESCO a adopté de demeurer community-based membership, providing fidèle de manière soutenue à la mission du value based, interesting Youth Programme to scoutisme.(cfr article 3.4 de sa constitution). young people, maintaining quality, quantity, Le Scoutisme a pour mission - en partant des and sustainability with adequate financial and valeurs énoncées dans la Promesse et la Loi competent human resources, will be a well- scoutes - de contribuer à l’éducation des jeunes managed organisation that in cooperation with afin de participer à la construction d’un monde the government, NGOs, and the private sector, meilleur peuplé de personnes épanouies, is involved in youth development and nation prêtes à jouer un rôle constructif dans la building. société
Strategic Priorities: Membership Growth, Youth Programme, Adult Resources, Financial Resources, Management, and Communication
72 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Annex 1: Examples of vision and mission statements
FIJI SCOUTS SCOUTING ASSOCIATION IRELAND Vision: By 2020, Fiji Scouts Association, with Mission: Scouting Ireland is dedicated to a membership of 10,000, will be a self-reliant, enabling and empowering young people to well-managed, coeducation organisation realise their potential, through its core values providing a challenging and attractive based on the Scout Promise and Law, fostering Youth Programme, through the guidance of active citizenship and helping create a better competent and committed leaders, maximising community; society and world. the use of modern technology, creating partnerships locally and internationally, to Our Mission will be achieved by: develop young people to become responsible • facilitating young people in their own citizens and creating a positive image of personal development Scouting in the society. • providing them with the opportunities to lead Mission: The mission of Scouting is to contribute to the education of young people, • and fostering the core values of the Scout through a value system based on the Scout Promise and Law and active citizenship Promise and Law to help build a better world among our young people where people are self-filled as individuals and play a constructive role in society. Vision: Scouting Ireland to be Ireland’s leading educational youth organisation and be seen as Strategic Priorities: Youth Programme, Adults innovative, influential, dynamic, and making in Scouting, Management, Finance, Public a real contribution to local communities, Relations, and Membership across the island of Ireland. With an inclusive and progressive culture (based on Scout Law and Promise) young people are fulfilling their BHARAT SCOUTS A potential, facilitated by adult volunteers who ND GUIDE ASSOCIATION (INDIA): are committed to the young person’s education Vision: By 2024, the Bharat Scouts and Guides and personal development. will be a globally visible, consistently growing, • Empowering young people to reach their self-reliant, premium youth movement that full potential is gender balanced, vibrant, and responsive • Community-based organisation to trends. Providing young people with value- based, attractive and challenging Youth • Faith respectful and values-based Programme, through competent leaders, organisation effective communication, optimum use of • Improving the world technology and efficient management. • Equality, diversity, and inclusivity Strategic Priorities: Youth Programme, Adult Resources, Management, Finance, Strategic Aims: Scouting in Action, Scouting Communication and Public Relations, and for the Future, Business Effectiveness, and Growth Building capacity and capability
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 73 Annex 1: Examples of vision and mission statements
THE SCOUT ASSOCIATION OF MACAU PERSEKUTUAN PENGAKAP MALAYSIA Vision: By 2013 the Scout Association of (THE SCOUTS ASSOCIATION OF MALAYSIA) Macau will become a WOSM member that is Mission: The mission of Scouting is to well organised and continues to be the leading contribute to the education of young people, youth organisation with 10,000 members through a value system based on the Scout and enjoying government and public support, Promise and Law to help build a better world offering attractive Youth Programme supported where people are self-fulfilled as individuals by well-trained leaders and sufficient resources and play a constructive role in society. which provide young people great opportunities
to join local and international events. Strategic Priorities: Organisation, Youth
Involvement, Adults in Scouting, and Scouting Strategic Priorities: Membership Growth, Profile Youth Programme, Adult Resources, Financial Resources, Organisational Development, Public Relations and Communications, and WOSM SCOUT ASSOCIATION OF MALDIVES Membership Mission: The mission of Scouting is to contribute to the education of young people, SOJUZ NA IZVIDNICI NA MAKEDONIJA through a value system based on the Scout Promise and Law to help build a better world Mission: The mission of the Scout Association where people are self-fulfilled as individuals of Macedonia is to contribute to the education and play a constructive role in society. of young people, through a value system-based
on the Scout Law and Promise, to help build a better world where people are self-fulfilled as Vision: By 2025, the Scout Association individuals and play a constructive role in the of Maldives with good governance will be society a leading youth organisation with 15,000 members, in the country that is self-reliant,
community centred learning organisation, Vision: Scout Association of Macedonia providing an attractive, challenging, and is relevant, attractive and self-sustaining progressive educational programme extending organisation that unites young people through opportunities to all. modern progressive program that meets the social needs of young people in Macedonia and builds their character based on positive values Strategic Priorities: Governance in Scouting, and Scout principle. Youth Programme, Adults in Scouting, Resources, and Image
Strategic Priority areas: Youth program, Training and Education, Development and Growth, and Image and Public Relations
74 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Annex 1: Examples of vision and mission statements
THE SCOUT ASSOCIATION OF MONGOLIA NEPAL SCOUTS Mission: The mission of Scouting is to Vision: Nepal Scouts, by 2020, with 60,000 contribute to the education of young people, members is self-reliant, well-managed through a value system based on the Scout premier youth movement, with positive image promise and law to help build a better world nationally and internationally, contributing to where people are self-fulfilled as individuals society through the development of young and play a constructive role in society. people supported by competent leaders.
Vision: By 2023, the Scout Association of Strategic Priorities: Youth Programme, Mongolia, with 40,000 youth members guided Volunteers (Adults) in Scouting, Finance, by competent leaders; will be recognised as a Scouting Profile, Management, and Membership premier youth organisation that is transparent Growth and has good governance, providing non- formal education for all round development of young people through a value system; and has an attractive and challenging Youth Programme; which will contribute in building a better Mongolia.
Strategic Priorities: Youth Programme, Adult Resources Management, Management, Finance, PR and Marketing, and Membership
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 75 Annex 1: Examples of vision and mission statements
OUR STRATEGY AT A GLANCE
OUR PURPOSE We empower youth through adventurous experiences to lead lives that make a positive difference.
OUR VISION In 2025 more than 25,000 youth will enjoy scouting adventures. They will come from every background, with a place for all, shape their own experiences, and make a positive difference for New Zealand.
OUR VALUES Have respect Do what is right Be positive
OUR PRIORITIES
Youth at the Centre Quality and Relevant Inclusive Growth Prepared Volunteers Organisational Strength To ensure youth are empowered Programme To broaden our community reach To become a learning To strengthen the foundations to lead and shape scouting. To ensure our programmes and increase our membership. organisation that supports for being a valued, smart and are driven by considering our and continues to develop sustainable Movement Key Outcomes purpose and what is best for Key Outcomes its volunteers – Creating better youth experiences today’s youth. – 25,000 youth members Key Outcomes drives all our decisions Key Outcomes – Places to meet and go – Our diversity is tripled Key Outcomes – We have a positive culture of – Youth work together with adults – Strengthen our Adventure – No youth is left behind because being One Team to shape their scouting – Scouting experiences are consistently for Life brand of affordability, availability or relevant and highly valued by youth – We have an Adult Development Policy – Youth are empowered to lead and inclusiveness issues – Encourage youth advocacy and their families that supports continuous development contribute to all our decision making – We are widely seen as – Build on our positive culture – Programmes and activities are – Volunteers feel supported and valued – All youth are safe from harm open to all driven by considering our purpose and from the time they join – Effective governance – Our values are relevant for all ages what makes the most difference for – Digital technology today’s youth – Our expectations of volunteers are clear and feedback is provided – National and international – Our Award Scheme fully reflects partnerships our purpose and vision – We have effective approaches for managing volunteer recruitment – Sustainable finances – All members are open to different and departure ways of learning and working
SCOUTS NEW ZEALAND 2025. PAKISTAN BOY SCOUTS ASSOCIATION
Mission: To contribute to the education of Strategic Priorities: Youth Programme, youth through a value system based on Scout Adult Support, Family Scouting, Management, Promise and Law for their character building to Finance, Public Relations and Marketing, make them responsible members of the society.
Vision: Pakistan Boy Scouts Association will be recognised as a dynamic, self-reliant, and leading youth organisation offering stimulating programmes for all segments of the society by
76 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Annex 1: Examples of vision and mission statements
Growth of Scouting, and Communications
BOY SCOUTS OF THE PHILIPPINES
Strategic Priorities: Educational Quality, Management, and Sustainability CERCETASII ROMÂNIEI (THE NATIONAL SCOUT ORGANIZATION OF ROMANIA) ASDE-SCOUTS DE ESPAÑA Vision: In 2023, Scouting will be the most Vision/Mission: WOSM important educational movement for children and the young in Romania, having authentic and upright leaders, making a positive change in the community, through a sustainable organisation, with an organic, effective, and efficient management system
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 77 Annex 1: Examples of vision and mission statements
Strategic Priorities: Growth, Visibility, Security, Self-sustainability, and Quality
SRI LANKA SCOUT ASSOCIATION THE SCOUT ASSOCIATION - UNITED KINGDOM Mission: WOSM Mission: Scouting actively engages and Vision: By 2023, Sri Lanka Scout Association supports young people in their personal will be recognised as a dynamic youth development, empowering them to make a organisation for developing leadership positive contribution to society. qualities through a value based non-formal coeducational system attending to the needs Vision: By 2023 we will have prepared more and aspirations of young people consolidation young people with skills for life, supported the national unity of Sri Lanka with a by amazing leaders delivering an inspiring membership of 100,000. programme. We will be growing, more inclusive, shaped by young people and making Strategic Priorities: Youth Programme, Adults a bigger impact in our communities. in Scouting, Finance, Management, and Public Relations Strategic Objectives: Growth, Inclusivity, Youth Shaped, and Community Impact
LES SCOUTS TUNISIANS Vision: By 2025, Tunisian Scouts will be leading organisation at national and regional level in improving children and youth capacities from both genders, based on participatory approach in governance and management, ensuring the sufficient financial resources, effectiveness in creating positive change in every family and in society, widely spread, based on shared educational values.
Strategic Priorities:Scout programme, Training/Adult in Scouting, Governance, Scout image, Partnership, and Self-financing
78 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Annex 2: The strategic plan monitor/champion
Annex 2: The strategic plan monitor/champion
Why appoint a plan monitor/champion? Job description Unfortunately, too often organisations spend The plan monitor/champion oversees and a great deal of time and energy creating a reports the implementation and execution strategic plan only to shelve it for the next few of the organization’s strategic plan. The plan years. One proven method of getting the most monitor/champion ensures that the individual out of your plan is to appoint a plan monitor/ components of the work plan are completed in champion at the end of the strategic planning a timely fashion. process. The plan monitor/champion should be a strategic planning committee member, The plan monitor/champion is appointed but ideally she/he should not be the CEO or during the final stages of the strategic planning President. process. There should only be one appointed plan monitor/champion chosen from the What duties does the plan monitor/ planning group, and it should not be the CEO or champion have? the current President. The job of the plan monitor/champion is simple. She/he reports regularly to the The plan monitor/champion reports on the membership and the Board of Directors on the progress of the strategic plan at each board overall progress of putting the strategic plan and/or general membership meeting. into action. This involves ensuring that the individual components of the work plan are organised and completed.
In order to do this, the monitor/champion works with the volunteer leadership and staff in assigning committees, task forces, and members to develop the work plan and determine a timeline for completing each plan strategy. Lastly, the plan monitor/champion communicates periodically with each committee or task force to ensure they are making adequate progress on their work plan.
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 79 Annex 3: Operational plan – template
Annex 3: Operational plan – template
OPERATIONAL PLAN TEMPLATE
STRATEGIC PRIORITY OBJECTIVE ACTION/STRATEGIES DEADLINE STATUS COMMENTS WHO WILL LEAD IT WHO WILL SUPPORT THEM 1. Write your first action here Month-Year Green = Complete PRIORITY 1: OBJECTIVE A: 2. Write your second action here Month-Year Orange = In Progress Name your strategic prioirty Write your first objective here here 3. Write your third action here Month-Year Red = Not Started 4. Write your fourth action here Month-Year Red = Not Started 1. Write your first action here Month-Year Green = Complete PRIORITY 1: OBJECTIVE B: 2. Write your second action here Month-Year Orange = In Progress Write your strategic priority here Write your second objective here 3. Write your third action here Month-Year Red = Not Started 4. Write your fourth action here Month-Year Red = Not Started 1. Write your first action here Month-Year Green = Complete PRIORITY 2: OBJECTIVE A: 2. Write your second action here Month-Year Orange = In Progress Write your strategic priority here Write your first objective here 3. Write your third action here Month-Year Red = Not Started 4. Write your fourth action here Month-Year Red = Not Started 1. Write your first action here Month-Year Green = Complete PRIORITY 2: OBJECTIVE B: 2. Write your second action here Month-Year Orange = In Progress Write your strategic priority here Write your second objective here 3. Write your third action here Month-Year Red = Not Started 4. Write your fourth action here Month-Year Red = Not Started 1. Write your first action here Month-Year Green = Complete PRIORITY 3: OBJECTIVE A: 2. Write your second action here Month-Year Orange = In Progress Write your strategic priority here Write your first objective here 3. Write your third action here Month-Year Red = Not Started 4. Write your fourth action here Month-Year Red = Not Started 1. Write your first action here Month-Year Green = Complete PRIORITY 3: OBJECTIVE B: 2. Write your second action here Month-Year Orange = In Progress Write your strategic priority here Write your second objective here 3. Write your third action here Month-Year Red = Not Started 4. Write your fourth action here Month-Year Red = Not Started 1. Write your first action here Month-Year Green = Complete PRIORITY 4: OBJECTIVE A: 2. Write your second action here Month-Year Orange = In Progress Write your strategic priority here Write your first objective here 3. Write your third action here Month-Year Red = Not Started 4. Write your fourth action here Month-Year Red = Not Started 1. Write your first action here Month-Year Green = Complete PRIORITY 4: OBJECTIVE B: 2. Write your second action here Month-Year Orange = In Progress Write your strategic priority Write your second objective here here 3. Write your third action here Month-Year Red = Not Started 4. Write your fourth action here Month-Year Red = Not Started
80 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Annex 3: Operational plan – template
OPERATIONAL PLAN TEMPLATE
STRATEGIC PRIORITY OBJECTIVE ACTION/STRATEGIES DEADLINE STATUS COMMENTS WHO WILL LEAD IT WHO WILL SUPPORT THEM 1. Write your first action here Month-Year Green = Complete PRIORITY 1: OBJECTIVE A: 2. Write your second action here Month-Year Orange = In Progress Name your strategic prioirty Write your first objective here here 3. Write your third action here Month-Year Red = Not Started 4. Write your fourth action here Month-Year Red = Not Started 1. Write your first action here Month-Year Green = Complete PRIORITY 1: OBJECTIVE B: 2. Write your second action here Month-Year Orange = In Progress Write your strategic priority here Write your second objective here 3. Write your third action here Month-Year Red = Not Started 4. Write your fourth action here Month-Year Red = Not Started 1. Write your first action here Month-Year Green = Complete PRIORITY 2: OBJECTIVE A: 2. Write your second action here Month-Year Orange = In Progress Write your strategic priority here Write your first objective here 3. Write your third action here Month-Year Red = Not Started 4. Write your fourth action here Month-Year Red = Not Started 1. Write your first action here Month-Year Green = Complete PRIORITY 2: OBJECTIVE B: 2. Write your second action here Month-Year Orange = In Progress Write your strategic priority here Write your second objective here 3. Write your third action here Month-Year Red = Not Started 4. Write your fourth action here Month-Year Red = Not Started 1. Write your first action here Month-Year Green = Complete PRIORITY 3: OBJECTIVE A: 2. Write your second action here Month-Year Orange = In Progress Write your strategic priority here Write your first objective here 3. Write your third action here Month-Year Red = Not Started 4. Write your fourth action here Month-Year Red = Not Started 1. Write your first action here Month-Year Green = Complete PRIORITY 3: OBJECTIVE B: 2. Write your second action here Month-Year Orange = In Progress Write your strategic priority here Write your second objective here 3. Write your third action here Month-Year Red = Not Started 4. Write your fourth action here Month-Year Red = Not Started 1. Write your first action here Month-Year Green = Complete PRIORITY 4: OBJECTIVE A: 2. Write your second action here Month-Year Orange = In Progress Write your strategic priority here Write your first objective here 3. Write your third action here Month-Year Red = Not Started 4. Write your fourth action here Month-Year Red = Not Started 1. Write your first action here Month-Year Green = Complete PRIORITY 4: OBJECTIVE B: 2. Write your second action here Month-Year Orange = In Progress Write your strategic priority Write your second objective here here 3. Write your third action here Month-Year Red = Not Started 4. Write your fourth action here Month-Year Red = Not Started
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 81 Annex 4: Implementing a strategic plan – cheat sheet
Annex 4: Implementing a strategic plan – cheat sheet
Write an operational plan and use it to align Refer to the strategic plan regularly everyone’s work towards the same goal Keep the strategic plan top of their mind and Determine exactly what your strategic plan ensure it does not sit on a shelf. Design it, so means in practice, and turn them into real, it looks good, print out copies, and have them tangible actions using clear language. List on employees’ walls, in regional offices, and these actions with set time frames and attach made available to all volunteers. Talk about resource (people and money) to each one. the strategic plan at staff meetings, board meetings, and senior volunteer meetings. This new operational plan should guide all of the organisation’s business going forward – if it Review any new opportunities or work is not on the list, you should not be doing it. It programmes against the plan and only conduct may help your team if you identify the activities them if they align with the plan. Create an that will no longer be conducted under the new infographic that provides an overview of your operational plan. strategic plan. Utilise your plan monitor/ champion to ensure that the operational plan is completed in a timely fashion. Have buy-in from all the leadership team Ensure all members of the organisation’s leadership team understand the strategy and Talk about the plan often to your members understand their role in its success and realign When introducing new initiatives or changes their own business planning and goals to reflect to your members, link it back to the strategic the strategic plan. plan so that members understand the bigger picture, and keeping the plan on the top of people’s mind.
82 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Annex 5: Guidance for conducting interviews
Annex 5: Guidance for conducting interviews
1. Know your interviewees 5. Structure your interview Understand why they are an important For each of your interviewees, make stakeholder for the organisation, their sure that you have a list of key topics interests in your NSO, as well as how you would like to discuss (not more than they can contribute to your future five). For each topic, aim at developing strategic plan. a few main questions and one to two follow-up questions.
2. Ask if being quoted is ok 6. Start with factual questions and Make sure to ask at the beginning of the follow with opinions and judgement conversation if the interviewee is fine questions with being quoted, or if they prefer to For example, if you are talking with stay anonymous. a parent of a Cub Scout, you would ideally first ask them to describe their experience of Scouting, the impressions 3. Ask if being recorded is ok they have about the benefits of Scouting If you intend to record the interviews for their child, the amount of time they which you conduct (which is have invested in enabling their child to be recommended), make sure that your part of Scouting, etc. Then you would ask interviewee is fine with it. Ask at the them how useful the regular programme beginning of the interview, and explain activities are for their child, the impact of that the recordings will only be used for Scouting on them as individuals, and the the purpose of writing your notes about impact they perceive it has on their kid, the interview afterwards. etc.
4. Enable “off-the-record” statements 7. Be careful with the wording of your If your interviewee wishes to state questions something that would not be recorded, Make sure you use understandable but can help you in better understanding words. Additionally, try to avoid questions the context, you should allow this. Make that provide only yes/no answers, aim for sure not to take any notes about it either, more open-ended responses. as this may give the interviewee the wrong impression that you will be using the information in your report anyway. 8. Push (gently) for responses You can note it down after you finish an At times interviewees will need interview, with a note to yourself that it encouragement. You can ask questions is confidential such as “Could you please explain that . a bit more?”, “Can you give me some specific examples?”, etc.
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 83 Annex 5: Guidance for conducting interviews
9. Stay neutral 12. Take notes Don’t take sides in a story. Try to always Even if your interviewee is fine with show equal interest in all aspects of an being recorded (which you should check issue, rather than drilling into one more prior to starting a conversation), it is than another. recommended that you take notes, in order to make the analysis process easier. Note taking differs from person to 10. Listen carefully person: while some prefer to note down This not only shows respect to your lots of phrases and sentences, some keep interviewee, but also saves both of you it short, and only note the essentials. precious time. Both have down sides: in the first case, you may take much more time 11. Don’t ask questions to which you in reviewing your notes due to their already know answers quantity, whereas in the second case, Try to avoid asking about things you you may end up missing out on some already know (e.g. as a result of important pieces of information, previous conversations with the given forgotten due to the amount of stakeholder). If there are issues that information processed. Finding a balance need clarification, or you are uncertain between the two is key. about the validity of the information obtained previously, then it is fine to 13. Summarise your thoughts at the end proceed. Otherwise, it may become of each interview a waste of time for both you and the Make sure that you note down your interviewee. thoughts from each interview, in order to keep them all organised and prevent mixing up interviewees.
84 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations References
References
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PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 85 Notes
86 PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations Notes
PLANNING FOR 2023 AND BEYOND: a strategic planning, monitoring, and evaluation toolkit for National Scout Organizations 87 © World Scout Bureau Inc. Scouting Development May 2019
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