Regional HRD Strategies Workshop Zagreb 30 May – 3 June 2005

1. Regional HRD StrategiesWorkshop Zagreb 30 May – 3 June 2005 Michael Burisch Riis Burisch & Partner GmbH

2. Strategies? • Strategies help organisations think through what they want to achieve and how they will achieve it. Putting strategies into practice and acting strategically ensures that they (the organisations) are focused on the things that really matter – not buffeted by events or short-term distractions – and are able to allocate their resources accordingly. Strategy Survival Guide - Prime Minister’s Strategy Unit www.strategy.gov.uk HRD Strategy Workshop, 30 May - 3 June 2005

3. Strategies should be - • Clear about objectives, relative priorities and trade-offs • Realistic - Based on a full understanding of causes, trends, opportunities, threats and possible future developments • Practical - Based on a realistic understanding of the effectiveness of different policy instruments and the capacities of institutions • Creative and open to discovering new possibilities • Adaptable - Designed with effective mechanisms for adaptability in the light of experience • Partner-orientated - Developed with, and communicated effectively to, all those with a stake in the strategy or involved in its funding or implementation. HRD Strategy Workshop, 30 May - 3 June 2005

4. A Framework for Strategy Development • Defining a strategy will involve a vision, together with expected objectives and short, medium and long term results that provide a coherent and consistent framework for co-ordinating activity: • A visionis a statement of aspirations, ambitions, and intentions describing a desired future • Objectivesare the statement of outcomes needed to bring about that desired future • Resultsare those things that need to be achieved in order to realise the outcomes. HRD Strategy Workshop, 30 May - 3 June 2005

5. An Example of a Strategy Framework HRD Strategy Workshop, 30 May - 3 June 2005

6. Strategy Development Strategy development projects tend to move through four phases as follows– • Justification and Set up, when the need for action is demonstrated, issues to be dealt with are identified, project action is structured, and an appropriate team is pulled together • Research, when all relevant available knowledge is gathered and analysed to generate understanding • Strategic Direction Setting, when a vision is articulated and aims and objectives are set to bring it about • Delivery Design, when decisions are made on what will be delivered, by whom, according to which rules and at what costs HRD Strategy Workshop, 30 May - 3 June 2005

7. Strategy Development • In practice the four phases are unlikely to be separate and sequential • Tasks may actually span across phases • Phases may need to be revisited as the true complexity of the project unfolds HRD Strategy Workshop, 30 May - 3 June 2005

8. Justification and Set Up Checklist • Is there a real need for a strategic intervention? • Who are the key stakeholders? • What issues will the strategy address? • How will the strategy deliver its objectives? • What kind of governance structure is most appropriate? • What kind of strategy development team is most suitable? HRD Strategy Workshop, 30 May - 3 June 2005

9. Checklist for Research Issues • What data and information are needed to support the strategy development? • What analyses do we need to support the strategy development? • What is the organisational context for the new strategy? • What are the views of the key stakeholders? • How will we communicate the findings of this analytical phase? HRD Strategy Workshop, 30 May - 3 June 2005

10. Checklist for Direction Setting Questions • What should be the guiding principles for HRD strategy in the target area? • What is the vision for the future? • What aims and objectives could be set to realise the vision? • What is the preferred strategic direction? • Is the team working to maximum effectiveness? HRD Strategy Workshop, 30 May - 3 June 2005

11. Checklist Policy and Delivery Design Questions • What are the policy options for realising each of the strategic objectives? • How could each policy option be developed into a workable solution? • Which policies provide the most suitable option for implementing the strategy? • What kind of change will the new policy require? • How should the conclusions of the strategy be communicated? • What lessons has the team learned through the project? HRD Strategy Workshop, 30 May - 3 June 2005

12. Revision: back to square one! • Read again the Practical Handbook on Developing Local Employment Strategies in New Member States and Candidate Countries of the European Union • Revise your strategy draft if necessary and check whether: • Your methods of approach match the objectives of the National Employment Action Plan and the Regional Operational Programme • Your planned measures match the allowed activities • Your people are the right people • Your budget falls within the prescribed limits Try out your draft with at least three readers HRD Strategy Workshop, 30 May - 3 June 2005

13. Presenting your HRD strategy document • Avoid any formal mistakes • Use a good spell checker and correct all spelling mistakes • Include all necessary annexes and attachments • Respect any deadlines Print it at least one week before any delivery date! HRD Strategy Workshop, 30 May - 3 June 2005

14. Michael Burisch PhD Partner ______________________________________ RBP Riis Burisch & Partner GmbH Høstvej 31 DK-2920 Charlottenlund Denmark Telephone: +45 39 961014 Mobile: +49 1754145059 Fax: +45 39 961009 E-Mail:      mburisch@riisburisch.de HRD Strategy Workshop, 30 May - 3 June 2005