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IW:LEARN TDA/SAP Training Course. Module 3: Developing the SAP. Section 7 : Strategic Planning. In this Section you will learn about…. What is Strategic Planning? Key Steps in the strategic planning process. What is Strategic Planning?.

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Iw learn tda sap training course

IW:LEARNTDA/SAP Training Course

Module 3: Developing the SAP


Section 7 strategic planning
Section 7: Strategic Planning


In this section you will learn about
In this Section you will learn about….

  • What is Strategic Planning?

  • Key Steps in the strategic planning process


What is strategic planning
What is Strategic Planning?

  • Strategic planning is a process of defining strategy or direction, and making decisions on allocating resources to pursue this strategy.

  • Drawing distinctions between realities and objectives is at the heart of strategic planning - there will always be various options for bridging the gap between the current situation and the desired objective


Setting actions

  • Strategies for implementation

Drafting the SAP

Strategic Planning


Sap strategic planning steps
SAP Strategic Planning Steps

National and Regional consultation

Implementing strategies

Setting strategic actions

Drafting the SAP


Section 8 national and regional consultation processes
Section 8: National and Regional Consultation Processes


Where are we
Where are we?

National and Regional consultation

Implementing strategies

Setting strategic actions

Drafting the SAP


In this section you will learn about1
In this Section you will learn about….

  • What is the purpose of the consultation process?

  • Economic analysis of options and alternatives

  • Political and social analysis of options and alternatives

  • Advice from the field


What is the purpose of the consultation process
What is the purpose of the consultation process?

  • The previous steps in the SAP development process have focussed on selecting ideasand prioritising them

  • These were purposely described as options or alternatives and not decisions - all countries involved in the process are at liberty to propose additional solutions or to discount those coming from the SAP development teams.


What is the purpose of the consultation process1

  • This step involves each country reviewing the outputs of the strategic thinking process and conducting a thorough evaluation of the feasibility of the alternatives from a national perspective

  • In particular, the countries should examine how feasible the options/alternatives are from an economic, political and socialperspective

What is the purpose of the consultation process?


Economic analysis of options and alternatives
Economic strategic thinking analysis of options and alternatives

  • The economic analysis of the options/alternatives should be based on objective information and widely used techniques

  • However, its results should not be seen as constituting “the decision” – economic analysis provides only one form of input to the policymaker’s final decision


Three general approaches that can be used
Three strategic thinking general approaches that can be used….


Example of good practice
Example of good practice strategic thinking

Strategic Action Programme for the South China Sea (2008)

Regional Economic Values and Cost/Benefit Analysis of SAP Actions pp 51 – 61


Political and social analysis of options and alternatives
Political strategic thinking and social analysis of options and alternatives

  • In parallel to the economic feasibility analysis, it is necessary to ensure social and political acceptability of each option

  • This is necessary at both the regional and national levels


  • At the regional level a given option might not be particularly attractive to a specific country

  • But when weighed in against the complex political agenda that characterizes bilateral or multilateral relations, may constitute an important bargaining chip

  • An understanding of regional relations is therefore important.

Why?


  • At particularly attractive to a specific country the national level, options may directly affect a specific sector or community, or may entail added responsibilities for certain government agencies

  • Stakeholders that may be directly impacted by an option or that will play a role in its implementation will need to be consulted

Why?


Advice from the field
Advice from the Field particularly attractive to a specific country


Advice from the field1
Advice from the Field particularly attractive to a specific country


Advice from the field2
Advice from the Field particularly attractive to a specific country


Whole group discussion
Whole Group Discussion particularly attractive to a specific country

What are the main challenges in ensuring an effective national consultation exercise in this region?


Section 9 implementation strategies
Section 9: particularly attractive to a specific country Implementation Strategies


Where are we1
Where are we? particularly attractive to a specific country

Implementing strategies

National and Regional consultation

Setting strategic actions

Drafting the SAP


In this section you will learn about2
In this Section you will learn about…. particularly attractive to a specific country

  • What are the key integration and implementation strategies?

  • Examples of different implementation strategies


  • We need to ensure particularly attractive to a specific country the SAP is fully integrated into national development plans and vice versa

  • Consequently, the SAP development process will require direct engagement with national development planning processes in each country

Why?


What are the key integration and implementation strategies
What are the key integration and implementation strategies particularly attractive to a specific country ?

  • There is no single blueprint for the integration of the SAP into national and regional development planning processes

  • A number of approaches have been used over the last decade and tend to reflect the economic, political, institutional and regulatory frameworks of the countries where the integration is being carried out

  • Often, the SAP will use more than one approach to ensure that the it is fully integrated with both national and regional processes


Embedding into existing national action plans
Embedding into existing National Action Plans particularly attractive to a specific country

e.g. Lake Victoria Basin SAP

To ensure sustainability of SAP activities, it may be necessary to mainstream them into national priorities and relevant regional initiatives. Mainstreaming will pave the way for respective institutions to eventually capture SAP activities in their annual budgets, especially for purposes of leveraging external funding.


Strategic partnerships with other regional initiatives
Strategic partnerships with other regional initiatives particularly attractive to a specific country

e.g. Mekong River Basin SAP

In order to reduce the replication of effort; waste of resources (financial, time and knowledge); and conflict between approaches, the SAP process can fully collaborate and integrate with other strategic partnerships and national and regional initiatives. Examples could include engaging and collaborating with on-going national IWRM Plans, RBM Plans or ICZM Plans, amongst others.


Sub regional and bi lateral agreements
Sub-regional and particularly attractive to a specific country Bi-lateral Agreements

e.g. South China Sea SAP

Countries could be encouraged to enter into sub-regional and bi-lateral agreements to address issues relating to the implementation of the SAP.

A Memorandum of Understanding signed by all participating countries in the SAP can form the umbrella under which these sub-regional and bilateral agreements are negotiated and implemented.


Regional coordination networks
Regional particularly attractive to a specific country Coordination Networks

e.g. Lake Chad Basin SAP

Often, regional Commissions are created, strengthened or revised as part of the SAP process and are given the responsibility for promoting and coordinating the implementation of priority actions that the participating countries have defined in the SAP.


National action plans naps
National Action Plans ( particularly attractive to a specific country NAPs)

e.g. Caspian Sea SAP

The SAP can be supported to a large extent by national interventions contained in specific water system-based NAPs developed during the SAP process. Whilst the NAPs feed into the SAP, they are also cohesive, independent documents detailing national objectives, targets and interventions to be achieved. Without commitment to implement the national actions, the regional interventions of the SAP would have no foundation and their implementation would be undermined.


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