Component : Policy and Strategy Activity : Strategic Planning for NEPA, incl. Environmental Action Plans Manuals Prepared by: Martin Petrtýl, Ministry

Component : Policy and StrategyActivity : Strategic Planning for NEPA, incl. Environmental Action Plans ManualsPrepared by: Martin Petrtýl, Ministry of Environment of the Czech Republic

EU-Twinning Project RO2004/IB/EN-09 “Implementation and Enforcement of the Environmental Acquis

at National Level and Coordination of 8 Regional Twinning Projects”

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Mr. Martin Petrtýl, Twinning Project Short Term Expert (STE)

Ministry of Environment of the Czech Republic

Sinaia, Romania, 6. February 2007

STRATEGIC PLANNING PRESENTATION




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Structure of the Presentation• What to imagine under the term „Strategic

Planning“• Strategic Planning Diagram• Setting Up Priorities• Choosing What To Do• Setting Up Objectives, Measures, Sources• Company Example of Strategic Planning

– Mission & Vision– SWOT Analysis – what is it?– Strategic Planning Tools




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What to Imagine Under the Term?

• A process • Goal?

– You want to get • from today bad/not good/current/present situation/state • to tomorrow better/improved/desirable/future situation/state

• Why to plan strategically?– Everyone works under time pressure, has to decide quickly

(sometimes too quickly)– he/she may lose contact with more important needs than the

everyday needs are• Everyone should make plans. Why?

– it gives you a vision (goals) you want to achieve– Plan gives you an order to your everyday work

• This I do every time, so why so difficult way?– Not everything is achievable even though we wish so– It is reasonable to be realistic




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Strategic Planning in DiagramSet Up

Priorities

FindingAdequate Measures

Set Upa System of

Implementation

Implement asit is planned

Ex-AnteAnalysisActualStatus

Ex-postAssessment

New AchievedStatus

Set UpObjectives

- Goals

AllocateMoney

Approve theStrategy

Monitoring

Financial Sources?

FROM TODAY

TO TOMORROW

WE WANT TO GETVISION!

STRATEGY




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Priorities - 1• Your priorities show what you want to solve 1st,

2nd, 3rd etc.• They should correlate vertically ↕ and also

horizontally ↔ – Vertical correlation ↕ = Local, Regional, National

levels • not only downstream ↓ but mainly upstream ↑

– Horizontal correlation ↔ = other plans at the same level

• National/Regional/Local Development Plans, Health Plans, Transport Plans, Education Plans etc.




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Priorities - 2 • How to get them?

– FROM BOTTOM TO UP ↑ (UPSTREAM)• Ask the local level what they see, feel as their urgent problems

– Sum up them at regional level– find out if they see common problems– discuss with them at common meeting(s), what they would see as

their priority (democratically)

• Send the approved summarized list of regional priorities to national level

– The national level shall sum up the regional level priorities– find out if they see common problems– discuss with them at common meeting(s), what they would see as

their priority (again democratically)

• There will be a list of „BOTTOM-UP↑“ priorities




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Priorities - 3• Some problems may be identified as common to more

Locals– these should be discussed whether to solve them at Regional level– of course if it would be cheaper/easier then

• Some problems are specifically local, regional or national– solve them at the cheapest level – BUT do not omit the lower levels from decision making

• they should approve that the chosen solution is fine for them, too

• Do not forget to discuss the proposed solutions with people– People are able to criticize everything good if they are not involved

since the beginning– they like to be „participants“ because they want be winners, too




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Priorities - 4• How to get them?

– FROM UP TO BOTTOM ↓ DOWNSTREAM•EU priorities, requirements, standards

– Get the list of priorities, which the EU (European Commission) considers as the most important for Romania/EU

•UN, OECD, EEA et alia priorities, requirements, standards

– Get the list of priorities, which these international organizations consider as the most important for Romania/Europe/World




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Priorities - 5• Compare UP-BOTTOM ↓ priorities list with the

BOTTOM-UP ↑ priorities list– Are they similar? Great! You may ask for support

for those the same way percieved problems– Are they different? Why?

• There should be held a discussion in order to find a possibility to arrange supra-national priorities, respectively find out what BOTTOM-UP ↑ priorities are not so much relevant

• Find out how much the differences would affect the support of the supranational organizations? Especially the richest = EU funds support

• The EU funds are not forever, later you will maintain the results before achieved thanks to outside money




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Priorities - 6• How to get them?

– Vertical correlation (Development plans/programmes, Health plans, Transport plans etc.)

– Compare the horizontally defined priorities with relevant level (local, regional, national) plans, which may be affected and/or affecting mutually

• Are they doubling? It may not matter if it is kept in mind that the implementation shall be done just once and (ideally) in mutual coordination

– They are complementary and do not affect each other – Great!

– They are not complementary and do affect each other• Discussion of affecting between plans representatives in order

to achieve mutual correspondence of those plans




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Priorities - 7• RESULT?

– National priorities list, the basement of the plan• Now it is neccesary to decide what strategy

to take in order to achieve the expected results the most efficiently

• Recommendations– keep in mind to be maximum objective (fair-minded)– ranking criteria should be profoundly prepared and discussed

before being used • brainstorming is suitable – 4-6 people discussing even few days

– experts are necessary when prioritizing• Local, Regional and National specifics as seen before (Priorities)

– Rec: The examples from regional and national level should be presented, too




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What to Do 1st 2nd 3rd?• You have to choose, what should be done

1st, 2nd, 3rd in accordance with your priorities – If not? tomorrow you could be stressed of

what to do first• then you do it improperly, there is a lower quality

of your results → it will be later more expensive

• How to do it?• PLAN STRATEGICALLY!




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Setting Up Objectives, Measures, Sources 1• Imagine a football

match! – you are a coach – your team – Environment Cleaners – against another team – Environment

Threateners• PLAYERS

– air pollution– water pollution– soil pollution– Erosion– Waste– Deforestation– environmental innocence– global warming– floods etc.

LISTEN TO ME! I AM

YOUR COACH!




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Setting Up Objectives, Measures, Sources 2• In order to defeat the rival (polluted environment), you should:

– decide, how to fight with the rival (tools, actions)– realize, how many players you have (available sources, partners)– get know, how strong your players and sponsors (EU Funds) are etc.

• In order to save energy (money) and time, you should decide:– who is the most dangerous counter-player (main objective)– how to defeat him (cost-benefit analysis should help you to find it

out), – which counter-players are also easily vanquishable (defeatable) for low

cost (expensiveness),• Overestimating 1, 2, 3 main problems may hide other relatively smaller

problems BUT later they may become already non-resoluble (esp. Species extinction, irreversible water pollution etc.)

– who are your best players to play against which counter-players (tackle partners and problems)

– Will be the counter-player defeated so well that he/she will not become strong again? (sustainability)




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What Are the „Natural“ Limits?• There is only a limited time and money, so

– whom to defeat first? (Priority) – Are we enough rich to defeat him/her? (Financial resources)

• Be sure you cannot defeat all of them at once – it is often impossible

• If you decide – whom to defeat 1st, 2nd etc. (prioritisation) – how to do it the cheapest/easiest way

• Then you think strategically!!!• Other counter-players may be scared of your strong

ability to defeat similar players like him (image, respect, popularity)




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Company Example• How to find out your Mission and Vision? Look at

– your history: successes, losses– Clear capabilities– Environment (surroundings)

• You shouldn’t look at your particulate products, look at the whole area/field you work in

• You should find out:– What you are able to achieve– What motivates you– What you specifically achieve




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SWOT analysis – a Really Good Tool

• Internal specifics - (S) Strong and (W) Weak parts of the organization/ syste/process itself

– Strengths (+)• Where you are really good• Where your expertise is really high

– Weaknesses (-)• Where you feel you need to improve

yourself(ves)• What you missed and do not want

to be repeated

• External specifics - Specific social, political, legislative and economic environment around you - its level of stability gives you know where (O) Opportunities and (T) Threats come from – Oportunities (+)

• Where you could succeed• Where the market has gaps (in your

case people/voters ask for change) – Threats (-)

• What may cause you difficulties• Where are possible problems, which

may negatively influence you, your job, your vision

•Before you make SWOT analysis•make clear who/what you analyze, whether institution, system, process or anything else (your bank account?)•General level of the analysis should be sufficient – no details




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Strategic Planning• When you are aware about all those

things even thanks to SWOT analysis, you can realistically and responsibly think of your vision and mission

• the way you choose in order to achieve such goal(s)/objective(s) is YOUR STRATEGY

• Recommendation: – plan more now, then solve later in a hurry– Czech proverb: “Measure twice, cut once”




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Strategic Planning – Other Tools

• Time schedule • Thinking of what may happen in order to avoid it• Workshops to gain the above mentioned information• Questionnaires• Brainstorming

– only one thinker is not enough, – it attracts all relevant colleagues (partners)– discuss the problems– try to find realistic solutions– designate who should do what and how– Independent facilitator (even uninitiated wo/man) may be useful for

such “thinking”• Mutual will to improve, get better, be proud of your jobWarning: It is not a smooth and easy procedure, but it helps a lot




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Strategic Planning

QUESTIONS? COMMENTS?( By the way: I am not a good strategist,

my friend easily defeats me in chess)




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FOR YOUR ATTENTION AND COOPERATION!HAVE A NICE DAY!

• Martin Petrtýl, STE• Ministry of Environment of the Czech Republic• Prague, The Czech Republic • www.env.cz• Tel: Office +420 - 267 122 577• Mobile +420 – 608 176 370• Fax: +420 – 267 126 577• E-mails: Office [email protected]• Private [email protected]

THANK YOU

Documents

Component : Policy and Strategy Activity : Strategic Planning for NEPA, incl. Environmental Action Plans Manuals Prepared by: Martin Petrtýl, Ministry