Mary Agnes Onyinye Iyizoba

THE AB HASKE FOUNDATION STRATEGIC PLAN 1 Table of Content 1 Strategy…………………………………………………………………………………………………..………03 1.1 Strategic alignment………..…………………………………………..……………………………………04 1.2 Strategic themes, goals and initiatives...…………………………………………………………………05 1.3 Measuring and driving success………..………………………………………………………………….13 2 Implementation……………………………………...…………………………………………………………..23 2.1 Associated risks………....................................................................................................................24 2.1 Implementation timelines…..............................................................................................................28 2.2 Tracking tools……….…………………………………..………………………………….……….…...….38 2 STRATEGY ` 3 1 STRATEGY Aligning AB HASKE’s vision to its goals Vision To accelerate the socio-economic growth of the Adamawa people. Mission Empower, educate and enlighten Adamawa state through initiatives that ultimately improve the quality of life and boost socio-economic development Strategic Theme Superior Program Delivery Exemplary Organization Health Strategic Results We offer initiatives that are relevant and impactful to the socio-economic wellbeing of our beneficiaries We cultivate a conducive and safe environment which encourages personnel satisfaction with their work environment, organizational growth and performance Strategic Partnerships We have binding partnerships that provide mutual benefit and advance our mission and vision 4 1 STRATEGY Superior Program Delivery (1/2) AB Haske aims to build stronger communities through solution-based initiatives which will provide value to our stakeholders with work that is impactful and utilitarian. ● Why? Adamawa state is the second most affected state in the conflict that is prevalent in northern nigeria. The major challenge that the people of Adamawa face due to the constant conflict is the increasing level of poverty. The AB Haske Foundation will be providing vulnerable people with socio-economic developmental programs. AB Haske believes that its humanitarian programs will be relevant and impactful, by aligning the foundation’s strengths with the community’s needs. Our work must be solution-driven; which will be measured by the level of welfare development we aim to achieve through our programs. We believe that when our service is the most impactful, it reflects the level of empathy we have for our beneficiaries, as well as showcases our work ethic to stakeholders. ● How? The foundation will be introducing welfare initiatives which will be guided by the 3 Es of the foundation: Empowerment, Education & Enlightenment. These initiatives will include the awarding of scholarships/prizes to students, awarding of grants and seed capital to small business owners and farmers, sensitization on technological advancements,etc. And additional services like subsidized housing for NYSC corpers and distribution of reliefs. ● Who? The foundation will focus on the internal staff and potential volunteers in order to improve the necessary technical and soft skills to manage the proposed initiatives like data collection, project management, creativity, organizational and teamwork skills. ● Measure of Success? Regular assessments such as performance surveys that involve getting direct feedback from donors and beneficiaries. Other measures include the number of donors we retain every year, changes in donor assessment scores, days of project backlogs, and number of projects we deliver on time; where we have met the project milestones. 5 1 STRATEGY Superior Program Delivery (2/2) AB HAske aims to build stronger communities through solution-based initiatives which will provide value to our stakeholders with work that is impactful and utilitarian. Initiatives of the theme • Conduct monthly stakeholder feedback session to ensure that stakeholders are participants of the decision making, and that their expectations are accurately captured • Quarterly technical skill training to equip personnel and volunteers with research & data-collection skills • Bi annual soft skill training to equip personnel with soft skills to enable them better manage stakeholders and teammates • Annual leadership training to foster a leadership mind-set and encourage initiatives • Conduct survey in area of focus to identify the needs of the beneficiaries and align the foundations projects with their needs • Develop an M&E framework that tracks projects along specified milestones Strategic Result Outcomes • Delivery of relevant and effective projects • Equip AB Haske personnel with soft and hard skills needed to provide welfare initiatives and meet stakeholder expectations • Provide services and solutions that solve the challenges of our beneficiaries • Ensure stakeholders are engaged and understand the value of AB Haske services Our initiatives are relevant and impactful 6 1 STRATEGY Exemplary organizational health (1/4) AB Haske aims to build an organizational structure with internal capabilities that enhances performance which in turn will provide effective initiatives to our beneficiaries • Why? There is a direct correlation between non-profit organizations that prioritize their health and those that stay successful. Research reveals that non-profit organizations who take concrete actions to align around a clear vision, strategy, and culture often see a marked improvement in overall performance. To improve its organizational health, AB Haske would need to harness internal strengths and capabilities. This is even more important as earlier identified brand awareness initiatives would see an increase in new staff that fills out an organizational structure. It is therefore pertinent that employees have an in-depth understanding of the Foundation’s goal. Furthermore, there is a need to set the platform that enhances cohesiveness between the various departments for purposes of improved emotional intelligence, communication adherence to policies and procedures and increased affinity to the association. • How? In order to achieve this, we need to define our culture, develop policies, processes and procedures that will guide behaviour. These policies will be focused on how AB Haske should operate and communicate (Standard Operating Procedures), reporting lines, mechanisms for career growth, and alignment of staff skills (both soft and technical) to the new culture. Appropriate IT tools will also be required to help staff carry out these processes while communicating better. • Who? AB Haske will focus on internal staff that are affected by institutional processes and procedures. • Measure of Success? We will cultivate a culture of internal evaluations. These evaluations will include record keeping, surveys and assessments related to staff turnover, grievances filed by staff, staff exit surveys and staff engagement surveys. 7 1 STRATEGY Exemplary organizational health (2/4) AB Haske aims to build an organizational structure with internal capabilities that enhances performance which in turn will provide effective initiatives to our beneficiaries Initiatives of the theme • Document and institutionalize Work Culture Handbook in order to guide behaviours and culture in AB Haske. The handbook will provide guidelines for effective and respectful communication, work tools and space, motivation, career growth, cohesiveness, empowerment, etc. • Annual Organizational Health assessments which will evaluate actual behaviours and culture against the guidelines as specified in the Handbook. This will be carried out by the AB Haske HR team. • Annual staff skills evaluation and needs assessment which will be carried out by the HR team to ensure that staff skills are sufficient to meet the growing requirements of AB Haske. • Evaluate and optimize AB Haske’s hiring process to ensure that personnel with interest or/and experience in healthcare, as well as those who are a good fit with AB Haske’s culture, are hired Strategic Result Outcomes • Goal Focus - the ability of persons, groups, or organizations to have clarity, acceptance, support, and advocacy of school-wide goals and objectives • Communication Adequacy - that state when information is relatively distortion free and travels both vertically and horizontally across the boundaries of an organization. • Optimal Power Equalization - the ability to maintain a relatively equitable distribution of influence between the leader and members of his/her work unit. Conducive and safe environment that encourages growth and performance 8 1 STRATEGY Exemplary organizational health (3/4) AB Haske aims to build an organizational structure with internal capabilities that enhances performance which in turn will provide effective initiatives to our beneficiaries Initiatives of the theme • Design and institutionalize policies and procedures to guide processes and foster quality and standardization. Documents to be designed include Standard Operating Procedures (SOP), HR manual, Terms of References for staff, Succession policy, Communication policy, Confidentiality policy, and any other as required. Punitive and reward measures should be clearly defined in institutionalized in AB Haske’s new policies( e.g., FlexTime policy) • Evaluate IT tools requirements and institutionalize recommendations to enable AB Haske to have the technology tools to make work efficient and effective. Tools to consider include software for HR management, financial management, strategy monitoring, performance management, document management, project management • Institutionalize weekly feedback sessions to promote guidance on work tasks, and mentorship from senior personnel. This will be carried out semi-formally by line managers • Annual performance evaluation to promote a culture of good work ethics and quality performance. This will be coordinated by the HR department Strategic Result Outcomes • Resource Utilization - the ability to coordinate and maintain inputs, particularly personnel, effectively with a minimal sense of strain. • Cohesiveness - the state when persons or groups have a clear sense of identify, are attracted to membership, want to stay, and are willing to influence and to be influenced • Morale - that state in which a person, group, or organization have feelings of security, satisfaction, well-being, and pleasure. • Innovativeness - that ability to be and allow others to be inventive, diverse, creative, and risk-taking. Conducive and safe environment that encourages growth and performance 9 1 STRATEGY Exemplary organizational health (4/4) AB Haske aims to build an organizational structure with internal capabilities that enhances performance which in turn will provide effective initiatives to our beneficiaries Initiatives of the theme • Agree on overhead reduction initiatives and implement accordingly in order to reduce wastage of resources • Develop annual overhead budget and set-up account which will guide financial planning, provide a well-rounded view of funding requirements, and appropriately match funding to project and administrative activities Outcomes • Autonomy - that state in which a person, group, or organization have the freedom to fulfil their roles and responsibilities • Adaptation - that ability to tolerate stress and maintain stability while changing to meet the unique needs of their stakeholders • Problem-Solving Adequacy - an organization’s ability to perceive problems and to solve them with minimal energy. Problems get solved, stay solved Strategic Result Conducive and safe environment that encourages growth and performance 10 1 STRATEGY Strategic partnerships (1/2) Establishing strategic partnerships will ensure that AB Haske continues to have opportunities and platforms to render its services to the humanitarian sector • Why? Fostering sustainable strategic partnerships will enable us to have long-term project and administrative support to deliver quality services while ensuring a healthy organization. This is necessary as AB Haske aims to ensure continuity of human resources and long-lasting impacts from delivered initiatives. These are factors that affect the sustainability of AB Haske as well as grow the brand positively. • How? In order to achieve this, we will evaluate current partnerships and identify potential partners who have the capability and willingness to support our activities for the long term. We will also leverage on our Board of Directors and likewise, identify potential trustees that have the influence to foster long-term relationships with supporting organizations. • Who? We will focus on potential partnerships with government agencies, similar NGOs, international humanitarian organizations and grant-funding organizations who wish to establish long-lasting working relationships. • Measure of Success? At the end of the year, we will carry out an assessment of partner contributions to the projects/programmes and overall mission of AB Haske, in order to identify tangible benefits provided by each partner. In addition, we will keep and assess a Shared Alliance Scorecard, in collaboration with our partners, to measure the performance of the partnership. The content of the scorecard will be agreed and finalized with each partner. 11 1 STRATEGY Strategic partnerships (2/2) Establishing strategic partnerships will ensure that AB Haske continues to have opportunities and platforms to render its services to the humanitarian sector Initiatives of the theme • Evaluate and optimize partnership criteria & sourcing model to guide AB Haske’s partner selection process (e.g. influence, reputation, experience, etc.). The criteria and sourcing model will specify AB Haske’s partnership objectives, expected partnership benefits, as well as how partners are approached and required documentation, etc. This will ensure that appropriate partners with interests in long-term sustainable partnerships are identified and approached Outcomes • Highly networked organization, with connections to key stakeholders in the humanitarian sector • Strong positive reputation within the sector • Identify and partner with similar NGOs(international & local) in order to align goals and objectives while working towards social responsibility • Perception of AB Haske as being an organisation committed to impactful quality service delivery • Partnerships with grant-funding organizations which will provide AB Haske with grants to help sustain our initiatives without having to drain our initiatives • Commitment from internal and external stakeholders to grow with AB Haske and contribute for the long-term • Partner with state government agencies to be provided with a platform to spread awareness about the foundation and its projects to the general public. Partnering with govt. agencies like IDMC will also give the foundation access to important information about the area of services. Strategic Result Binding partnerships that enable mutual benefit and service delivery support 12 1 STRATEGY Community Participation and Awareness (1/2) • Why? Fostering sustainable strategic partnerships will enable us to have long-term project and administrative support to deliver quality services while ensuring a healthy organization. This is necessary as AB Haske aims to ensure continuity of human resources and long-lasting impacts from delivered initiatives. These are factors that affect the sustainability of AB Haske as well as grow the brand positively. • How? In order to achieve this, we will evaluate current partnerships and identify potential partners who have the capability and willingness to support our activities for the long term. We will also leverage on our Board of Directors and likewise, identify potential trustees that have the influence to foster long-term relationships with supporting organizations. • Who? We will focus on potential partnerships with government agencies, similar NGOs, international humanitarian organizations and grant-funding organizations who wish to establish long-lasting working relationships. • Measure of Success? At the end of the year, we will carry out an assessment of partner contributions to the projects/programmes and overall mission of AB Haske, in order to identify tangible benefits provided by each partner. In addition, we will keep and assess a Shared Alliance Scorecard, in collaboration with our partners, to measure the performance of the partnership. The content of the scorecard will be agreed and finalized with each partner. 13 MEASUREMENT 14 1 STRATEGY The initiatives have been categorized according to their potential impact and resources for implementation… Initiatives* High 10 9 9 8 14 2 18 10 8 Objectives Impacted 6 7 8 -. 5 9 11 6 7 6 5 4 8. 9. 19 20 8 7 7 6 5 4 10. 11. 3 3 7 1 6 5 5 Low 6 5 5 4 -. 13 4 12 4 3 2 16. 15 16 4 3 17 3 2 1 2 1 0 Financial Effort Manpower Effort Input from AB Haske HR and consultant Resources Required -. Conduct stakeholder feedback sessions Quarterly technical skill training Bi annual soft skill training Annual leadership training Conduct survey in area of focus Develop an M&E framework Document and institutionalize Work Culture Handbook Annual Organizational Health assessments Annual staff skills evaluation and needs assessment Evaluate and optimize AB Haske’s hiring process Design and institutionalize policies and procedures Evaluate IT tools requirements Institutionalize weekly feedback sessions Annual performance evaluation Develop annual overhead budget and set-up account Agree on overhead reduction initiatives and implement accordingly Evaluate and optimize partnerships Identify and partner with similar NGOs Partnerships with grant-funding organizations Partner with government agencies High 15 1 STRATEGY … and prioritized based on their determined percentage contribution to the overall strategy SN INITIATIVE WEIGHT % 1 Conduct monthly stakeholder feedback sessions 7 - 2 Quarterly technical skill training 8 - 3 Bi-annual soft skill training 5 - 4 Annual leadership training 5 - 5 Conduct survey in area of focus 8 - 6 Develop M&E Framework 9 - 7 Document and institutionalize Work Culture Handbook 8 - 8 Annual Organizational Health assessments 7 - 9 Annual staff skills evaluation and needs assessment 6 - 10 Evaluate and optimize AB Haske’s hiring process 8 - 11 Design and institutionalize policies and procedures 7 - 12 Evaluate IT tools requirements and institutionalize recommendations 5 - 13 Institutionalize weekly feedback sessions 6 - 14 Annual performance evaluation 9 - 15 Develop annual overhead budget and set up accounts 4 - 16 Agree on overhead reduction initiatives and implement accordingly 3 - 17 Evaluate and optimize partnerships 5 - 18 Identify and partner with similar NGOs 8 - 19 Partnerships with grant-funding organizations 8 - 20 Partner with government agencies 8 - 134 100% TOTAL High priority Medium priority Low priority 16 s 1 STRATEGY Implementing these initiatives implies several associated costs as shown (in Naira) below ~2.9m ~2.5m ~1.94m ~1.92m ~1.44m ~1.44m 0 Annual Staff Skills Evaluation and Needs Assessment Register a sister company Conduct & Publish Research Findings Design & Institutionalize Policies & Procedures Annual Leadership Training Annual Organizational Health Assessments Acquire office property ~1.05m ~0.96m Social media educational content Design & Implement Work Culture Handbook ~0.83m Diversify donor portfolio ~0.8m Partner with media houses ~0.8m ~0.55m ~0.46m Partner with universities Quality Control Procedures ~0.43m ~0.41m ~0.41m ~0.41m ~0.33m ~0.31m Evaluate IT Tools Requirements Evaluate & Optimize Partnership Criteria Quarterly Technical Skills Trainings ~0.2m ~0m ~0m Bi-Annual Soft Skills Training ~0m Evaluate & Optimize Hiring Process ~0m Online award ceremonies Develop Overhead Budget & Set Up Accounts Agree on Overhead Reduction Initiatives Conduct Stakeholder Feedback Sessions Carry out Cost Comparison on Invoices Annual Performance Evaluation Institutionalize Weekly Feedback Sessions 17 1 STRATEGY The following will be used to measure the success of each initiative under the impactful services theme Initiative Driver Measurements for success Frequency of measurement Deliverable Conduct monthly stakeholder feedback session Project team leads • Availability of feedback templates • Feedback is collected and documented from 100% of stakeholders on a quarterly basis Quarterly Comprehensive Training Reports Quarterly technical skill training HR Manager • Two technical skill trainings within one year, organized for groups of staff • 90% of staff perceive training to be effective Bi-annually Comprehensive Training Reports Bi-annual soft skill training Team Leads • Two soft skill trainings in one year for all staff • 90% of staff perceive training to be effective Bi-annually Comprehensive Training Reports Annual leadership training CEO • One leadership training in one year for all staff • Training feedback/assessment from 80% of staff show lessons learned Annually Comprehensive Training Reports Design and institutionalize quality control procedures HR Director • Quality control procedures are readily available on demand • 100% of staff report that they have read and understand the quality control procedures • 100% of outputs go through the agreed upon quality control measures Quarterly Signed off Quality Control Procedures document 18 1 STRATEGY The following will be used to measure the success of each initiative under the exemplary organizational health theme (1/3) Initiative Driver Measurements for success Frequency of measurement Deliverable Document and institutionalize Work Culture Handbook HR Director • Work Culture Handbook is documented and readily available on demand • 100% of staff report that they have read and understood the Work Culture Handbook Bi-annually Signed off Work Culture Handbook Annual Organizational Health Assessments HR director • An assessment of AB Haske’s organizational health is conducted and documented • No more than 5% of staff should feel organizational health is poor Annually Organizational Health Assessment Report Annual staff skills evaluation and needs assessment HR manager • Evaluation reports are readily available to management • 100% of recommendations in the evaluation report are implemented Bi-annually Staff Needs Assessment Report Evaluate and optimize AB Haske’s hiring process HR manager • Optimized hiring process is documented and available to management and departmental heads Annually Signed off Hiring Procedures document Design and institutionalize policies and procedures HR manager • Policies and procedures are documented and readily available on demand to relevant staff • 100% of relevant staff report that they have read and understand the policies and procedures • Issues relating to non adherence to SOP is less than 5 annually Annually Signed off Departmental Policies and Procedures 19 1 STRATEGY The following will be used to measure the success of each initiative under the exemplary organizational health theme (2/3) Initiative Driver Measurements for success Frequency of measurement Deliverable Institutionalize weekly feedback sessions Team leads • 100% of staff report that they are involved in weekly feedback sessions with their line managers/ supervisors Monthly Emails with feedback summaries Annual performance evaluation HR Director • 100% of staff confirm that their performance has been evaluated fairly • 100% of staff report satisfaction with the performance evaluation process Annually Performance Evaluation Reports Develop annual overhead budget and set up accounts Director, Finance • Budget is available on demand by management • Budget provides for 100% of administration and project requirements • 95% of financial team and management express positive views towards the budgeting process Annually Yearly Budget and Chart of Accounts Agree on overhead reduction initiatives and implement accordingly Director, Finance • Cost evaluation report is readily available to management • 70% of recommendations have been implemented and physically sighted Once Report on Overhead Reduction 20 1 STRATEGY The following will be used to measure the success of each initiative under the exemplary organizational health theme (3/3) Initiative Driver Measurements for success Frequency of measurement Deliverable Evaluate IT tools requirements and institutionalize recommendations IT Director • IT evaluation report is readily available to relevant staff • Physical availability of recommended hardware and software tools • Number of complaints relating to IT tools is less than 5 annually Annually • IT Evaluation Report • Deployed Software/ System 21 1 STRATEGY The following will be used to measure the success of each initiative under the sustainable strategic partnerships theme Initiative Driver Measurements for success Frequency of measurement Deliverable Evaluate and optimize partnership criteria & sourcing model CEO • Partnership evaluation report readily available to management • 80% of recommendations from the report is implemented • Optimized partnership list and agreements • 50% of partners identified and approached are on-boarded Annually Signed off Partnership Sourcing Model document Partner with grant-funding organizations CEO • Number of grant-funding organizations being partnered with • Percentage change of grant-funding organizations • Overall scorecard of the partnership Annually New grant-funding partners Partner with government agencies CEO • Number of government agencies being partnered with • Overall scorecard of the partnership • Number of researches carried out together • Number and percentage change of government agencies’ deliverables that utilize agency research Annually New government agency partners 22 IMPLEMENTATION 23 2 IMPLEMENTATION Most challenges to carrying out the initiatives are related to change management and resource requirements (1/4) Initiative Challenges/Risks Likelihood of occurrence Impact to Initiative Conduct monthly stakeholder feedback sessions • Monthly sessions with stakeholders would depend on their availability, which may be difficult to schedule • Resources (personnel) would need to be assigned to this task, taking them away from core project tasks High High Quarterly technical skill training • AB Haske would need to budget for technical skills trainings, thus diverting funds that may be used on projects • Funding for training may not typically be included as part of project finance, thus leading AB Haske to bear the costs in-house High High Bi-annual soft skill training • AB Haske would need to budget for soft skills trainings, thus diverting funds that may be used on projects • Funding for training may not typically be included as part of project finance, thus leading AB Haske to bear the costs in-house High High Annual leadership training • AB Haske would need to budget for leadership skills trainings, thus diverting funds that may be used on projects • Funding for training may not typically be included as part of project finance, thus leading AB Haske to bear the costs in-house High Medium Design and institutionalize quality control procedures • Institutionalizing the quality control procedures may lead to added responsibility of some personnel (as reviewers) Medium High 24 2 IMPLEMENTATION Most challenges to carrying out the initiatives are related to change management and resource requirements (2/4) Initiative Challenges/Risks Likelihood of occurrence Impact to Initiative Document and institutionalize Work Culture Handbook • This may require significant financial resources, borne in-house by AB Haske • Current personnel may be resistant to change during institutionalization of the handbook • Some personnel may feel specifically targeted High High Annual Organizational Health assessments • This may require significant personnel and time resources, borne in-house by AB Haske HR department Medium Medium Annual staff skills evaluation and needs assessment • This may require significant financial resources, borne in-house by AB Haske • This may be met by hostility from some staff who may be uncertain about what the findings mean for their future in AB Haske High High Evaluate and optimize AB Haske’s hiring process • This may require a change in mindset, especially as changes may be at odds with the current culture in AB Haske Low High Design and institutionalize policies and procedures • This may require significant financial resources, borne in-house by AB Haske • Current personnel may be resistant to change during institutionalization of the policies and procedures High High Evaluate IT tools requirements and implement recommendations • This may require significant financial resources, borne in-house by AB Haske • Change management would need to be an integral part of implementation • Institutionalization of the tools may take time as people adjust to using the tools on a regular basis High High 25 2 IMPLEMENTATION Most challenges to carrying out the initiatives are related to change management and resource requirements (3/4) Initiative Challenges/Risks Likelihood of occurrence Impact to Initiative Institutionalize weekly feedback sessions • These sessions may be a platform that instigate harsh and unconstructive criticism between the reviewer and the reviewed Medium Medium Annual performance evaluation • This may create a culture of competition, instead of collaboration, as colleagues work perform better than peers • This may be a timely and costly initiative to establish Medium High Develop annual overhead budget and set up accounts • Inaccurate projections due to misinformation and/or external factors such as inflation and, etc. Medium High Agree on overhead reduction initiatives and implement accordingly • This may be met by resistance from suppliers (due to their reduced business) and by employees (due to changes in processes) Low Medium 26 2 IMPLEMENTATION Most challenges to carrying out the initiatives are related to change management and resource requirements (4/4) Initiative Challenges/Risks Likelihood of occurrence Impact to Initiative Evaluate and optimize partnership criteria & sourcing model • AB Haske’s partner list may need to be streamlined as some partners may not meet the new criteria • There is a risk of animosity on the part of the partners if they do not understand AB Haske’s motivations Medium Medium Partnership with similar NGOs • This may require little or no financial resources but may require personnel and time resources High High Partner with grant-funding organizations • Seeking grants may incur extra cost especially if the organization is a ‘membership only’ organization Medium Medium Partner with government agencies • Partnerships with government agencies may only be optimal if the chosen agency has a good data culture Medium Medium 27 2 IMPLEMENTATION The following are some actions to mitigate the identified challenges 1. Ensure stakeholders are aware of the need for the stakeholder engagement process. Also, explore online tools to be used for feedback meetings (e.g. skype, meeting calendars, etc.) 2. Advocate for training / retraining to be included in project budgets 3. Communicate the benefits of such inter-departmental cross trainings, and get buy-in from individuals 4. Include quality control as a budget item for projects 5. Utilize change management techniques to institutionalize the handbook. Ensure effective communication 6. Equip the HR team with the skills and personnel to implement assessments 7. Include the evaluation into the budget, and advocate for funding from partners. Ensure effective communication and involve stakeholders during planning of the process 8. Utilize savings from cost reduction to fund IT evaluation and implementation, and advocate for funding from partners. Ensure project management and change management is carried out during design and implementation 9. Ensure clarity of the purpose of performance review and feedback sessions, and establish the culture Handbook before first session 10. Ensure that activities outside AB Haske’s capabilities, e.g. social media marketing, are outsourced 28 2 IMPLEMENTATION High-level implementation guide over a two year period (1/6) Year 1 Year 2 Initiative Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Conduct monthly stakeholder feedback sessions • Document framework for monthly feedback sessions • Communicate organization-wide • Communicate organization-wi de • Hold first session • Review session • Review session • Review session • Review session • Review session • Review session Quarterly technical skill training • Analyze skills gap/ requirements • Identify relevant courses and course providers • Evaluate courses, prioritize and schedule • Hold trainings • Review trainings • Hold trainings • Review trainings • Hold trainings • Review trainings • Hold trainings • Review trainings • Hold trainings • Review trainings • Hold trainings • Review trainings Bi annual soft skill training • Analyze skills gap/ requirements • Identify relevant courses and course providers • Evaluate courses, prioritize and schedule • Hold first training • Review training • Hold training • Review training • Hold training • Review training 29 2 IMPLEMENTATION High-level implementation guide over a two year period (1/8) Year 1 Initiative Q1 Annual leadership training Year 2 Q2 Q3 Q4 Q1 • Analyze skills gap/ requirements • Identify relevant courses and course providers • Evaluate courses, prioritize, and schedule • Hold first training • Review training Q2 Q3 Q4 • Prepare for second training • Hold second training Design and institutionalize quality control procedures • Assign personnel • Design quality control procedure • Communicate procedures across organization • Get feedback and refine • Implement procedure • Implement procedure • Review • Implement procedure • Review • Implement procedure • Review • Implement procedure • Review • Implement procedure • Review Document and institutionalize Work Culture Handbook • Source for funding for exercise • Identify HR personnel or external consulting firm and finalize contracting • Assess current AB Haske culture • Interview staff • Develop recommend ations • Sign off Work Culture Handbook • Disseminate the Handbook organizationwide • Implement the Handbook • Implement the Handbook • Review • Implement the Handbook • Implement the Handbook • Review • Assign personnel • Develop assessment tools • Interview staff • Review documents • Sign off assessment report Annual Organizational Health assessments • Review 30 2 IMPLEMENTATION High-level implementation guide over a two year period (2/8) Year 1 Year 2 Initiative Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Annual staff skills evaluation and needs assessment • Identify HR personnel or external consulting firm and finalize contracting • Analyze skill needs of AB Haske • Interview and assess staff • Develop recommendation • Sign off assessment report • Implement recommendati ons • Implement recommendati ons • Review • Implement recommenda tions • Implement recommend ations • Implement recommen dations • Implement recommend ations • Review • Evaluate the hiring process in line with Culture Handbook • Sign off process with managemen t • Commence hiring • Continue hiring process • Continue hiring process • Assess outcomes of process • Internal communicati on campaign • Implement the Handbook • Implement the Handbook • Implement the Handbook • Implement the Handbook • Review Evaluate and optimize AB Haske’s hiring process Design and institutionalize policies and procedures • Source for funding for exercise • Identify HR personnel or external consulting firm and finalize contracting • Assess current AB Haske policies & procedures • Interview staff • Develop optimized policies & procedures • Sign off policies and procedures • Disseminate the policies & procedures organizationwide 31 2 IMPLEMENTATION High-level implementation guide over a two year period (3/8) Year 1 Initiative Q1 Evaluate IT tools requirements and implement recommendations Institutionalize weekly feedback sessions Annual performance evaluation • Communicate need for sessions Year 2 Q2 Q3 Q4 Q1 Q2 Q3 Q4 • Source for funding for exercise • Identify external consulting firm and finalize contracting • Assess current AB Haske IT tools needs • Interview staff • Document review and benchmarking • Develop recommendati ons • Management agree priority projects • Sign off evaluation report • Send messages and collect feedback organizationwide • Implement • Implement • Commence informal/ semi-formal sessions • Evaluate outcomes of performance • Evaluate outcomes of performance • Evaluate outcomes of performance • Evaluate outcomes of performance • Evaluate outcomes of performan ce • Evaluate outcomes of performance • Assign HR personnel • Document framework for evaluation • Interview staff • Develop evaluation report • Sign off recommendati ons • Communicate recommendati ons & implementatio n plan • Communicat e recommenda tions & implementati on plan • Communic ate recommen dations & implement ation plan • Commence performance evaluation • Assess performance evaluation process 32 2 IMPLEMENTATION High-level implementation guide over a two year period (4/8) Year 1 Year 2 Initiative Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Carry out cost comparisons on all submitted invoices • Assign finance team • Evaluate invoices • Carry out market survey • Review invoices • Communicate to suppliers, etc. • Communicate to suppliers, etc. • Update current invoices accordingly • Continue process • Continue process • Continue process • Continue process • Continue process • Continue process • Develop framework for monthly publications • Assign personnel • Assign budget • Identify marketing/ digital marketing needs • Commence research & publication • Continue research & publication • Review • Continue research & publication • Review • Continue research & publication • Review • Continue research & publication • Review • Continue research & publication • Review Conduct and publish research findings 33 2 IMPLEMENTATION High-level implementation guide over a two year period (5/8) Year 1 Initiative Q1 Develop annual overhead budget and set up accounts Agree on overhead reduction initiatives and implement accordingly Evaluate and optimize partnership criteria & sourcing model • Assign finance team • Review budget and financial statements • Carry out interviews & other doc reviews Year 2 Q2 Q3 Q4 Q1 Q2 Q3 Q4 • Internal team evaluate current budgeting process and optimize • Sign off new budgeting process with management • Communicate to relevant personnel • Implement budgeting • Review process • Review process • Review process • Develop recommendatio ns (e.g. on energy use) • Sign off recommendatio ns • Communicate measures organization-wi de • Commence implementation of cost cutting mechanisms • Communicate measures organizationwide • Continue implementatio n of cost cutting mechanisms • Review success rate • Review success rate • Review success rate • Review other cost cutting mechanisms • Assign personnel • Evaluate current partnership criteria/model • Develop recommendati ons for sustainability • Discuss with management • Approve model • Communica te with partners & stakeholder s • Communicat e with partners & stakeholders • Commenc e implement ation of new model • Continue implementati on of new model • Review process 34 2 IMPLEMENTATION High-level implementation guide over a two year period (6/8) Year 1 Year 2 Initiative Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Online award ceremonies • Identify award ceremony company/ coalition to partner with • Define schedule • Develop media content • Invite nominees • Continue invitation of nominees • Continue marketing • Select panel • Conduct awards and announce winners • Evaluate last awards • Define schedule • Develop media content • Invite nominees • Carry out marketing • Continue invitation of nominees and marketing • Continue marketing • Select panel • Conduct awards and announce winners Social media educational content • Identify social media marketing company • Document objectives • Give company brief • Company develops social media content as agreed (videos, banners, etc.) • Carry out marketing and continuous evaluations • Carry out marketing and continuous evaluations Register a sister company • Define the objectives and scope of work of the company • Inform stakeholders • Register company • Implement institutionalizati on – organizational structure, etc. • Carry out marketing for fee-based consultancies • Carry out marketing and execute jobs as required • Carry out marketing and execute jobs as required • Evaluate the initiative • Carry out marketing and execute jobs as required • Carry out marketing and execute jobs as required • Carry out marketing and execute jobs as required • Carry out marketing and execute jobs as required • Evaluate remittances to AB Haske 35 2 IMPLEMENTATION High-level implementation guide over a two year period (7/8) Year 1 Year 2 Initiative Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Diversify the donor portfolio • Identify potential donors based on criteria • Commence proposals, communications, etc. • Continue communication with identified donors • On-board donors • Continue communicatio n with identified donors • On-board donors • Continue communicati on with identified donors • On-board donors • Evaluate the process and criteria • Continue communicati ons with donors • On-board donors • Continue communicatio n with identified donors • On-board donors • Continue communic ation with identified donors • On-board donors • Continue communic ation with identified donors • On-board donors Acquire office property • Define objectives • Engage property agent(s) • Identify property • Identify and evaluate properties • Identify and evaluate properties • Identify and evaluate properties • Identify and evaluate properties • Choose appropriate properties • Liaise with finance & institutions for payments Partner with media houses • Define objectives • Identify media house partners • Evaluate partners • Communicate with chosen partners • On-board partners • Commence activities • Commence activities • Evaluate partnerships Partner with universities • Define objectives • Identify university partners • Evaluate partners • Communicate with chosen partners • On-board partners • Commence activities • Commence activities • Evaluate partnerships 36 2 IMPLEMENTATION High-level implementation guide over a two year period (8/8) Year 1 Initiative Assessment of success of implementation of the strategic plan Q1 Q2 Q3 Q4 • Conduct a stakeholder satisfaction survey with all stakeholders • Carry out organizational health survey with AB Haske staff and consultants • Carry out survey of readers/subscribers on viability/usefulness of published research • Carry out brand recognition survey with the public • Carry out an assessment of partner contributions to Haske Year 2 Q1 Q2 Q3 Q4 • Conduct a stakeholder satisfaction survey with all stakeholders • Carry out organizational health survey with AB Haske staff and consultants • Carry out survey of readers/subscribers on viability/usefulness of published research • Carry out brand recognition survey with the public • Carry out an assessment of partner contributions to AB Haske 37 2 IMPLEMENTATION AB Haske may use the following online software to track the implementation of this strategy Envisio provides aggregated & visual reporting, real-time matrices (KPIs), progress commentaries, chat communication, categorizations and cascading, prioritization, and employee performance management Achieveit provides a visual blueprint of the strategy, real-time task management, data aggregation, document sharing, email workflows, and custom dashboards for reporting ESM strategy provides a visual strategy map and balanced scorecards, goal creation and cascading, real-time reporting, Gantt charts for implementation, personal dashboards, and export functionality OnStrategy provides a visual performance dashboard, mobile functionality, API to connect with other EMS like ERP and CMS, and custom configurations available Aha! provides ability to prioritize tasks and goals, document sharing, export functionality, workflow management and real-time work status, chat and comment functionalities, monitor competitors and stakeholders, and track vision Note: Click on the icons for more information on each software 38 Connecting the main goals to activities IT tools that enable quality and efficiency Quality Creativity reflected in output Clarity of work Accurate and error free outputs We will exceed the expectation of our client, and be valued in our internal and external community Properly managed expectations Policies that guide quality and defines expectation Skilled workforce Healthy work culture that encourages ownership Continuous improvement • Design communication tools • Deploy a management software • Deploy a strategy monitoring software • Deploy a knowledge sharing software • • Institutionalize a Standard Operating Procedures Institutionalize a HR manual • Establish Terms Of References for personnel • Develop succession policies • Develop communication policies • Design and establish improved hiring procedures • Carry out periodic training and capacity development • • Establish measures to motivate employees Establish measures to empower employees • Encourage proper communication • Promote career growth and job security • • Carry out periodic performance evaluations Carry out informal feedbacks • Initiate mentoring initiatives • Carry out periodic trainings and cross trainings • Publish newspaper articles • Utilize social media platforms • Publish a quality website - HSDF.org Research Publications Develop brand Online presence 39 Viewing the goals and initiatives from four perspectives Perspectives Stakeholder perspective Strategic Objectives and Strategy Map Initiatives Community value adds Exceed expectation • • • Conduct stakeholder feedback session Conduct and publish research findings on website and social media platforms Ensure all submitted deliverable undergoes quality control measures • • • • Evaluate and optimize partnership criteria & sourcing model Develop annual overhead budget and set-up account Agree on overhead reduction initiatives and implement accordingly Carry out cost comparisons on all submitted invoices • • • • • • • • Document and institutionalize Work Culture Handbook Annual Organizational Health assessments Quarterly technical skill training Bi annual soft skill training Annual leadership training Bi annual staff skills evaluation and needs assessment Evaluate and optimize hiring process Design and institutionalize SOP, HR manual, Terms of References, Succession policy, Communication policy, and Confidentiality policy Evaluate IT tools needs and institutionalize recommendations Weekly feedback sessions Annual performance evaluation Design and institutionalize quality control procedures Publications Financial Perspective Partnerships Resources perspective IT Tools Clearly documented policies Skilled Staff Learning perspective Training Continuous improvement Improved hiring Conducive culture • • • • 40 Work Approach Step 1: Analyze Step 2: Identify ✔ ✔ ✔ ✔ Interview staff to gain insight into their issues, experiences, needs and plans Review needs assessment findings for further insight into technical, interpersonal, and structural needs Interview top level management to factor their goals into the strategy. ✔ ✔ Quantify the ideal state of the organization, and measure the gaps Identify root causes of issues contributing to the gap Agree on measures with management to bridge identified gaps Step 3: Develop • Develop strategic plan that is focused on realizing the organization's vision • Cascade various initiatives in the strategic plan to various units within the organization • Draw out an implementation plan that showcase timelines and expected outputs Step 4: Review • Communicate developed strategy to steering committee for feedback • Conduct organization wide and departmental readiness assessment to weight the practicality of the strategy • Review strategy based readiness assessment and feedback Step 5: Implement • Obtain necessary tools and resources for strategy implementation • Carry out continuous monitoring and evaluation 41 Costing of the initiatives (1/2) Initiative Driver No of personnel Hourly wage Total time (Hours) Cost External 4 6,000.00 120 2,880,000.00 internal 3 3,437.50 (+700,000 logistics & marketing) 120 1,937,500.00 Design & Institutionalize Policies & Procedures External 2 6,000.00 160 1,920,000.00 Annual Leadership Training (Course) External 90 16,000.00 (per person) N/A 1,440,000.00 Annual Organizational Health Assessments External 2 6,000.00 240 1,440,000.00 Design & Implement Work Culture Handbook External 2 6,000.00 80 960,000.00 Quality Control Procedures Internal 4 3,437.50 40 550,000.00 Institutionalize Weekly Feedback Sessions Internal 90 3,437.50 1.5 464,046.00 External 2 6,000.00 36 432,000.00 Internal 3 3,437.50 40 412,500.00 Quarterly Technical Skills Trainings External 90 (in the year) 4,500 (per person) 90 405,000.00 Bi-Annual Soft Skills Training External 90 (in the year) 4,500 (per person) 90 405,000.00 Evaluate & Optimize Hiring Process Internal 3 3,437.50 32 330,000.00 Annual Performance Evaluation Internal 90 3,437.50 1 309,375.00 Develop Overhead Budget & Set Up Accounts Internal N/A 0 Agree on Overhead Reduction Initiatives Internal N/A 0 Conduct Stakeholder Feedback Sessions Internal N/A 0 Carry out Cost Comparison on Invoices Internal N/A 0 Annual Staff Skills Evaluation and Needs Assessment Conduct & Publish Research Findings Evaluate IT Tools Requirements (excluding purchases) Evaluate & Optimize Partnership Criteria 42 Costing of the initiatives (2/2) Initiative Driver No of personnel Hourly wage Total time (Hours) Cost Internal 1 Online placement fees n/a 200,000.00 Social media educational content External 1 Outsourced n/a 1,050,000.00 Registering of LTD/G External 1 Outsourced Plus set-up staff at N200,000 a month 2,520,000.00 Internal 1 3,437.00 240 825,000.00 Partner with media houses Internal 1 3,437.00 240 825,000.00 Partner with government agencies Internal 1 Online award ceremonies Diversify donor portfolio Acquire office property Strategy implementation cost Training cost Consultant fees Additional Staff Monetization of staff time 825,-,439,796 2,250,000.00 7,632,000.00 1,937,500.00 2,375,296.00 Assumptions • At average N550,000 salary per month for internal staff • At average N6,000 per hour for consultants • At AB Haske staff strength of 90 43 THE END 44