Strategic Planning Module

Before an EMB can start undertaking the strategic planning process, it has to thoroughly understand the long-term planning process, and all of its related decisions and implications, which is about to embark on. This BRIDGE ‘Strategic Planning for Electoral Management’ Module provides the EMB with an overall vision of the entire strategic planning process and with an initial, general understanding of what strategic planning is; how this methodology is implemented; what it intends to achieve; and what benefits it can bring to the EMB deciding to embrace it.

This initial understanding (which in strategic planning is generally known as ‘envisioning’), is essential because it allows the EMB’s Executive Management – if it is unfamiliar with this methodology – to ‘envision’ this long-term planning process and realistically appreciate the sense of ownership, level of commitment and resources will require, should they decide to undertake it

There are cases, however, in which the ‘envisioning’ step might be needed even if the EMB is not entirely new to strategic planning. For example, in cases where turnover in its Executive Management resulted in a loss of strategic planning knowledge. In this case, the ‘envisioning’ step is needed to address the absence of crucial expertise among new, key decision-makers within the EMB.

Once, through this initial, theoretic stage of the process, the EMB’s Executive Management has reached an adequate familiarization with this innovative planning methodology, they are equipped with sufficient knowledge to make an informed decision on whether or not formally commit the EMB to a multi-year strategic planning process.

If deciding to commit, the EMB is ready to engage in the practical stage, to prepare and implement the strategic planning process. Part 2 of the module has been developed to help EMBs through this process.

It is important to notice , however, that each EMB is encouraged to tailor this process (with the help of the BRIDGE facilitators) so that it can most suitably meet the specificities of the EMB's own organizational culture, institutional setting and operating environment.

Key Understandings

Strategic, long term planning is an important element in effective electoral management.
To produce expected, realistic and effective results this rigorous, systematic and consistent planning and management methodology relies on a number of key requirements and on sufficient time.
The cyclical approach to strategic planning sets off a virtuous circle empowering the EMB and its staff in a self-determined and self-led process aimed at enhancing its mandated functions.
The successful implementation of the strategic planning process is heavily contingent upon conducting detailed preparatory tasks, planning and logistical arrangements.
The definition of the Strategic Foundations is critical to the EMB because it expresses a common understanding among its staff of why the EMB exists and where, as an organization, it aspires to be in the future.
The organizational assessment enables the EMB to get a baseline assessment of its own performance and an evaluation of its internal needs and assets, and of how the organization relates to its external environment.
To define a realistic strategy, the EMB has determine the required course of action to fill the gap between its current status and its vision for the future.
The engagement by the EMB of its key internal and external stakeholders in the process is essential to create acceptance, trust, understanding and support for the Strategic Plan.
‘Action Planning’ is at the heart of the strategic planning process because it takes the EMB through a systematic process of planning what, when, who and how each action needs to be carried out and what resources or inputs are needed.
Strategy deployment can become a powerful tool when used across the EMB both to support its staff’s collective drive towards achieving its strategic direction and to ensure consistency and alignment among activities implemented by its departments.
The EMB can effectively deploy its strategy through a highly detailed implementation plan for each department, establishing activities at the individual level and assigning clear responsibilities and operational timelines.
An effective execution of the EMB’s strategy requires continual monitoring of the activities being implemented by its various department.
After the considerable time and effort the EMB has put forth in the strategic planning process, it is crucial for the EMB to publicly disseminate its written Strategic Plan.

Module Objectives

Familiarize the EMB’s Executive Management with the steps, concepts and methodologies of strategic planning as a management tool that can enhance the performance of its mandated functions.
Make the Executive Management appreciate how the applicability of strategic planning concepts and methodologies to the EMB’s electoral management functions can ultimately help strengthening its planning and operational capacities.
Provide the EMB’s Executive Management with an understanding of how, through a structured, long-ranging strategic planning process, it can reach fundamental decisions and implement key strategic actions to help determine the essence of what the EMB is, what it does and how it does it.
Equip the Executive Management of the EMB with sufficient knowledge to make an informed decision on whether or not formally commit the EMB to a multi-year strategic planning process.
Expose the EMB to key concepts and activities comprising the preparatory stage of the strategic planning process. 6. Guide the EMB to the accomplishment of all the preparatory tasks and logistical arrangements required for implementing this long-term undertaking.