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A proposal for obtaining a WfS -WG Strategic Plan – Anneke Sengers

A proposal for obtaining a WfS -WG Strategic Plan – Anneke Sengers Why does WfS -WG need a Strategic Plan? It provides the vision that inspires the work It provides a rational basis for organizing, decision making and measuring success It defines deliverables and deadlines.

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A proposal for obtaining a WfS -WG Strategic Plan – Anneke Sengers

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  1. A proposal for obtaining a WfS-WG Strategic Plan – Anneke Sengers • Why does WfS-WG need a Strategic Plan? • It provides the vision that inspires the work • It provides a rational basis for organizing, decision making and measuring success • It defines deliverables and deadlines. • Granting Foundations and donors require a strategic plan.

  2. Elements (Red: practiced in 2011, 2012 proposals) • 1. Landscape Analysis – defines gaps, needs, opportunities and strengths • 2. Available resources: talents, time, funding • 3. Define Mission, Vision, Goals, Objectives • 4. Define measures of success • 5. Define short-range action items, outcomes, delivery dates • 6. Develop long-range strategic plan. • Review Strategic Plan at regular intervals • ESSENTIAL: COLLECTIVE EFFORT OF ALL FPs

  3. The other half of strategic planning • Buy-in by all members of WfS-WG • How to achieve this? • Science Education Program’s model: • 6 months of intensive email exchanges • One focal point meeting to reach consensus

  4. Is SEP’s a proper model for WfS-WG? • SEP is the oldest WG in IANAS (10 years) • WfS-WG is only 1 ½ years old • WfS-WG has not congealed – half of last year’s FP are not here • WfS-WG has insufficient experience in collaborating • WfS-WG cannot afford to put itself on hold for 6 months to work on a Strategic Plan

  5. A more modest, gradual approach • Build on what has already been set in motion. • Obtain consensus on Vision, Mission and Goals • by email or intranet discussions • 2. Complete Landscape analysis • Obtain consensus on the conclusions through email, intranet discussions and/or a workshop • Post/publish • 3. Depending on outcome and available resources • Revise Objectives • Obtain consensus as under 2

  6. What is needed? • A Committee and a Chair who is a leader • Experts on data analysis, strategic planning • If experts not available in WfS-WG, invite associate members who are experts • WG members who all commit to being responsive and finding time to contribute.

  7. What is gained? • Experience in international collaboration • Building the skills needed for a solid strategic plan • While learning, action items are not put on hold, but can be pursued in parallel

  8. Conclusions • Strategic Planning could be worked on continuously in parallel with ongoing actions • A Committee and a leader are essential • Associate members with such skills could be attracted if not available • Working on Strategic Planning could be used to cement the WG together

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