FSC STRATEGIC WORK PLAN

Belgrade, April 2012

STRATEGIC PLAN• definition of the plan (starting points and

goals), • outline of FSC‘s history and activities, • organization scheme, • domain, values, mission and vision, • analysis of the environment and publics, and• defining strategic direction and special

goals

After the process of coordination and confirmation of the Plan, there will be added:

• chapter on operationalization,

• implementation,

• evaluation,

• and precise communication plan.

Starting points

• Preparation of the Strategic Plan was stimulated by FSC Chairperson Ms. Andreja Rihter in the summer of 2011.

• After the successful relaunch of the Foundation in 2010, there appeared the need more precisely to define the objectives for strategic and consistent development of the institution.

Aims of the Initiative• fresh articulation of the mission, familiarity with

the activities it successfully carries out, and comprehension of the environment,

• refreshing and deepening the extent support of the partakers and activities, in order to provide appropriate effectiveness in linking Slavic cultures,

• greater recognizability in a larger community, …

Aims of the Initiative

• planning equal and stable financial resources,

• fulfilment of the mission,

• look for possibilities to attract a considerable number of creators on a voluntary basis.

Strategic Planning is:

• systematic thinking, coordination of resources and endeavours, for a more accurate goal detection of the Foundation,

• for a successful accomplishment of the purposes set at its founding,

• for its responses to external developments

• and its further development.

• stimulates reflection and a more efficient use of resources,

• raises awareness of problems, opportunities and dangers,

• determines responsibilities, duties and the schedule,

• helps implementing and monitoring the goals of the strategy.

FSC Strategic Plan:

DOMAIN OF ACTIVITY

• encouraging throughput of information,

• implementation of common cultural, educative and research projects,

• mobility of artists and cultural workers of all the countries, whose populations speak Slavic languages.

This is accomplished by FSC through:

• receiving and financing initiatives for cultural projects,

• exchanges and hosting,

• searching for adequate partners,

• organizing festivals, exhibitions and other events that represent Slavic cultural creativity.

OUR VISION

NERVING THE CREATIVITY

OF SLAVIC CULTURES

VISION

To connect Slavic cultural milieu and actualize it in the modern global social context.

To link and present Slavic culture, science and arts, their creative charge and heritage, while also actively caring for a recognizable contribution of Slavic cultures to global dialogue.

OUR MISSION

TO BECOME A GLOBAL PLATFORM FOR INTERCULTURAL DIALOGUE OF

SLAVIC CULTURES

MISSION

1. To become a referential global platform of intercultural dialogue among Slavic cultures and a hub for Slavic arts and sciences.

2. In strong partnership with international organizations, national initiatives and economy, to present, support and develop innovativeness and creativity of Slavic cultural areas. …

3. To invigorate common cultural projects, mobility of artists and professionals, and also to boost data circulation in culture, science and arts. To become a strong partner and a key collocutor in the global debate on culture as a means of development.

MISSION

VALUES AND BELIEFS

• equal and democratic cooperation of all the Slavic countries in the global cultural dialogue,

• stimulating, supporting and strengthening of the expression of Slavic spiritual cultures, their creativity and innovativeness,

VALUES AND BELIEFS

• collaboration based on the principle of respect for difference, tolerance, openness, and mutuality,

• intercultural dialogue that promotes better mutual knowledge and understanding of each other and that respects and preserves cultural heterogeneity,

VALUES AND BELIEFS

• integrity of the Foundation’s work, which presupposes competence and autonomy, as well as financial stability and transparence,

• partnerships, multi-sectoral and socially responsible, making use of opportunities and advantages of partners and their resources and competences to effectively meet complex challenges.

METHODS OF ENVIRONMENT ANALYSIS

• PESTO for analysis of external environment,

• SWOT for identification of strengths, opportunities, weaknesses and threats of the organization,

• ISSUES for detection of key problems,

• GOAL for identification of goals, and

• detection of target groups, partners and rivals.

SWOT TABLE  DESIRED FUNCTIONING UNDESIRED FUNCTIONING

INTERNAL ENVIRONMENT

StrengthsCommunication and coordination of the main officeUnique organizational structurePeculiarity of Slavic Cultures Rich heritage   

WeaknessesUnsatisfactory involvementDemanding managementUnregulated cashflowAbsence of work strategyNarrow range of projects

EXTERNAL ENVIRONMENT

OpportunitiesStimulation of international cooperation and linkingSimilarity of culturesCommunication channelsCooperation in international foundations for implementing cultural projectsRecognizability of the topmost creativity and new projects 

ThreatsPolitical decisions on FSC’s existenceChange of legislatureLack of cooperation in some member-statesUnstable financial meansLack of ambition

GOAL TABLETo preserve

Work of the main office Good relationships and cooperationWorking meetingsLack of internal bureaucracyStimulation of NGOs for international collaboration and exchangeSupport of the existing projects

To achieveInvolvement of all the member-countries in the Forum’s activities Financial independence Efficacious coordination and communicationCultural platform for a broad publicPublic calls for granting financial support of artistic, research and development projects and for individual grantsHelp in search of partner organizationsInteresting and successful projectsStrategy and work plan

To Remove Slow and demanding decision-making Different economic strength of member-countriesNonfunctional webpageDifferent degree of awareness of Slavic culture

To Avoid Political declarations and influence Amateurish, unskilled activities Bureaucracy, rigidity, and privatization of the FoundationNarrow profile, inaccessibility, closeness, self-complacencyUnprofessional (unskilful) participantsPoor communicationVagueness in selection of projects that are going to be financially supported

STRATEGIC GOALS

1. To provide a stable system of financial support for linking Slavic cultures, either directly or through partnerships that refer to the mobility of creativity, persons and ideas, projects and residential support.

2. To define professional and clear criteria for co-financing mobility projects and cultural collaboration.

STRATEGIC GOALS3. To develop a stable, highly qualified and

motivated labour force that will actively carry out the mission of the organization.

4. To become a highly recognizable and esteemed non-profit organization that will attract a considerable number of partakers on a voluntary basis, as well as greater cooperation and contributions for its own functioning.

STRATEGIC GOALS

5. A successful implementation of the strategic plan will result in the greater support of and services for its partakers, their greater presence and activity in collaboration among Slavic cultures and a wider mobilization of resources.

STRATEGIC GOALS

The ultimate goal of the FSC Foundation is not only a quality support for Slavic collaboration, but primarily a change of social conditions that will enable an open and fruitful creativity of Slavic cultures.

SPECIFIC GOALS

In order to successfully pursue its strategic direction, the FSC Foundation will have to attain these specific goals:

1. Constitution of the action work group for achieving the set goals.

2. Launch of the webpage as a living platform of Slavic cultural area.

SPECIFIC GOALS

• 3. Appointment of key executives - persons/countries that will be responsible for a specific area and will start fulfilling objectives and become generators of aggregation of bases of Slavic culture.

• 4. Cooperation with international foundations for implementation of common projects.

SPECIFIC GOALS

• 5. Obtaining the status of a true international foundation (with intergovernmental contracts) with a stable source of financing.

• 6. Overview of all the former projects and definition of clear criteria for the future cooperation projects.

• 7. Defining and implementing the communication plan.

Thank you!