formulating%20 strategies milan
TRANSCRIPT
![Page 1: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/1.jpg)
Program Development: Formulating Strategies
Milan K.Dinda Ph.D
![Page 2: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/2.jpg)
What leads to success?
![Page 3: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/3.jpg)
Political science
Why are some princes successful and others are not? … Is it a matter of luck?...
Machiaveli
![Page 4: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/4.jpg)
Political science
Why are some princes successful and others are not? … Is it a matter of luck?...
For it is those princes who match their actions to circumstances that survive and other do not
Machiaveli
![Page 5: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/5.jpg)
Biology
It is not the strongest species that survives, nor the most intelligent, but the ones most responsive to change
Charles Darwin
![Page 6: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/6.jpg)
Why Strategies?
• What determines success?
– Match actions to circumstances: Users, service delivery system, technologies, social, political and economic context
– Use resources optimally to achieve goals
– Direct energies of the whole organization towards achieving goals
![Page 7: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/7.jpg)
Strategy
Match action to circumstances
![Page 8: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/8.jpg)
But what about implementation?
![Page 9: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/9.jpg)
Strategic Management
Strategy
Structure
Staff
Systems
Skills
Style
Shared values/vision?
![Page 10: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/10.jpg)
Strategic leadership
Goals
Objectives
Vision
Vision-reality gap
Inspire/
empower
Planning
organizing
Monitoring/Evaluating
Leadership
Management
Doing the right thing
And Doing them right
Focus on self
![Page 11: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/11.jpg)
USER
TECHNOLOGYSERVICES
Socio-economic Status,
User Perspectives
Gender
Policies, Programmes,Access, AvailabilityQuality of Service
Availability,Characteristics
Social, Cultural, Economic and Political
Context
![Page 12: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/12.jpg)
What is a strategy?
• Its is a fundamental choice affecting a mission, values, product or service level and mix, clients or users, cost, financing, organization or management of a program.
• What is fundamental?– Would make a significant difference– Is long term– Will affect the status of the program/organization
– Other
![Page 13: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/13.jpg)
Program strategy:
Which services/information to be provided to whom and in what sequence
Functional strategy:
How to mobilize demand?
How to mobilize services (access, availability, affordability,qualityofService)?
How to mobilize resources (financial, physical, others)?
![Page 14: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/14.jpg)
Program Development:Need for Strategic Approach
• A large number of problems need to be addressed
• Many interventions are possible• Need to ensure quality of service
Need to choose carefully
![Page 15: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/15.jpg)
Program Development:Need for Strategic Approach
• Any interventions need to be culturally sensitive, technologically appropriate and financially affordable
• One strategy may not work everywhere so district and local level strategies are needed
• Multiple disciplines need to be involved• some interventions need to be tested before
their large scale implementation
![Page 16: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/16.jpg)
Program Development:Need for Strategic Approach
• For success:– formulate right strategies– implement them right
– Involve implementers in formulating strategies
– Increase their skills in implementation– Monitor and evaluate
![Page 17: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/17.jpg)
Manual
• Situation analysis
• Response analysis
• Develop strategies
• Mobilize resources
![Page 18: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/18.jpg)
Common approach to strategy development
• 1. Where are we now?
• 2. Where do we want to go?
• 3. How do we get there?
• 1. Situation and response analysis
• 2. Strategic objectives
• 3. Strategy
![Page 19: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/19.jpg)
3. What are the different ways of developing visions and strategies?
• 1. Conventional way - Start with situational analysis.
• 2. The new way - Start with defining a shared vision.
![Page 20: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/20.jpg)
Disadvantages of common practice
• 1. Situation analysis is often more descriptive (indicators list) and less analytical.
• 2. “Visions” are set lower because reference point is the current situation (often depressing).
• 3. Encourages only incremental changes, not fundamental ones.
![Page 21: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/21.jpg)
Should visions be based on situation analysis?
• Should we want only what we can have given the current situation?
• Should we aim for what we truly want and change the current situation?
![Page 22: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/22.jpg)
An alternative way
• 1. Where do we want to go?
• 2. Where are we now?• 3. Why is there a difference?
• 4. What needs to change?
• 5. How do we get there?
![Page 23: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/23.jpg)
An alternative way - different wording
• 1. What do we want to happen?
• 2. What is happening now?• 3. Why is there a difference?
• 4. What needs to change?
• 5. How do we create the change?
![Page 24: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/24.jpg)
Comparison
• OLD WAY
• Situation
analysis• Strategic
objectives
• Strategy
• NEW WAY• Shared vision• Situation
statementRoot cause analysis
• Strategic objectives
• Strategy
![Page 25: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/25.jpg)
Formulating Strategies
Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis
Results based analysis
Strategic issues management
Stakeholder analysis
![Page 26: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/26.jpg)
SWOT Analysis
• Build on strengths
• Remedy weaknesses
• Exploit opportunities
• Protect against threats
![Page 27: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/27.jpg)
Results Chain or Pyramid
Resources
Staff
Funds
Facilities
Supplies
Training
INPUTS ACTIVITIES OUTPUTS/ OUTCOMES
IMPACT
IEC
Counseling
Treatment
Care/service
Other
OutputsTechnology availability
No. of persons trained
OutcomesBehavior changeAttitude changeChange in income,statusIncrease in social support/ social capital
Long-term changes in
HDI
Household Economic Sustainability
Social norms
Coping capacity in the community
Economic impact
![Page 28: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/28.jpg)
Reduce vulnerability
Reduce risk
Reduce impact
Where to Focus
![Page 29: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/29.jpg)
Types of Strategies
Focus on key factors of success
Build on strengths
Pursue new initiatives
Exploit where, when and how services are delivered
Improve operations
![Page 30: Formulating%20 Strategies Milan](https://reader034.vdocuments.us/reader034/viewer/2022052601/5597de721a28ab6e388b4697/html5/thumbnails/30.jpg)
Log Frame Matrix
Aims of the program
Objectively verifiable indicators
Means of verification
Risks and assumptions
Goal/Purpose
Outcomes
Outputs Activities
Inputs