Strategic objectives for the Development of the Union of the Noncommercial Organizations of Social Activity and Civil Initiatives for the period 2007-2015

SECTION 1

CONCEPTUAL BASES

The purpose of strategic management is to consciously build the future. This needs clear vision and intentions, and also the unanimous agreement by members of «the Union of the noncommercial organizations of social activity and civil initiatives» (Union) of overall aims, specific targets and ways of realizing them. The major element of strategic management is strategic planning. Strategic planning is a process which allows the following:

  • A better understanding of the social-economic conditions;
  • Members of the Union to unite resources (information, experience, knowledge, personnel, finances and technology) for the joint resolution of problems;
  • An identification of interested parties outside the Union and provision of interaction with them on the basis of confidential relations;
  • A more effective handling of risks and reputation;
  • All interested parties, and society as a whole, to have full and objective information on the activity and intentions of the Union.

Efficiency of strategic planning requires observation of the following principles:

  1. A commitment to society’s needs;
  2. An open attitude towards planning for all interested participants;
  3. A realistic plan (according to conditions of planned activity and positions of the subjects participating in the process);
  4. An integrated approach to planning;
  5. Keeping tradition and innovation in balance in the activity of the Union;
  6. Planning in agreement with national (Russian) and international aims in the field of activity of the Union;
  7. Effective distribution of limited resources;
  8. Concentration of efforts on the areas of activity which will be most effective in the long term.

OUR STRATEGIC PLAN

This document «Objectives of strategic development» is an initial template for putting together a plan of strategic development of the Union. The strategic plan describes the future activity of the Union as agreed upon and realized by the majority of its members. The strategic plan is a contract that is designed to be adapted during its realization. Members of the Union form tactics of activity, and also take up the certain obligations in accordance with this contract. The plan is developed, corrected and realized by all members of the Union in view of the interests of all interested parties. The plan is addressed to all society, makes intentions of the Union clear for all interested parties, shows prospects of interaction with the Union for potential external investors, and creates a basis for steady development of the Union. The plan of the Union is developed according to the international standard АА1000 SES « Interaction with the interested parties» (the reference to a site). During realization of the strategic plan, interaction between the Union and Interested parties develops from education and explanation to partnership and strategic interaction. This relationship is based on the following principles:

  • Inclusiveness (to respect the right of all interested parties to be heard and to receive information on the activity of the Union);
  • Prioritization (to correctly estimate the importance of different problems for the interested parties and the Union);
  • A thorough approach (to fully understand the consequences of the Union’s activity and the opinions of the other interested parties);
  • Respect (Respect in the relationship between the Union and other interested parties).The strategic plan focuses its attention on the most important and highest priority aims of the Union, based on an analysis of the needs of target groups and the Union’s ability to meet them, bearing in mind the Russian and international goals for development of the field of activity of the Union.

SECTION 2

AN ANALYSIS OF THE MODERN SITUATION, MISSION, AND STRATEGIC AIMS OF THE ACTIVITY OF THE UNION

Today in our country and in the world there are many factors that cause people to be in a critical situation from which they cannot leave without assistance and support. Negative factors showing themselves most clearly in Russian society are the following:

  • Absence of an inspiring social ideology, which gives people a purpose to their lives;
  • Breakdown of the family unit;
  • Insufficient attention in school to moral education;
  • Absence of an effective system of social-psychological support for the population;
  • Weak propagation of positive social values;
  • Social vulnerability of a significant part of the population (poverty, unemployment);
  • Spread of different sorts of permanent dependencies (alcohol, drug abuse, etc.), serious infectious diseases (AIDS, tuberculosis, hepatitis, etc.);
  • Ignorance and vulnerability of a significant part of the population regarding national law;
  • Corruption and criminalization within state systems and government.
  • Propagation of negative and destructive examples of behavior by means of mass-media.

MISSION OF THE UNION

The Mission of the Union is to provide help for people in critical situations. We support such people irrespective of their social status, ethnic or religious background, and do not condemn them for the reasons that have led them to distress. We always respect the human right to have free will and to make independent choices. We believe that by helping people out of such crises and returning them to a high quality of life, we make a significant contribution to the steady positive development of society. Our activity is based on voluntary work and charity of people who care about other people’s destinies. We aspire to use all accessible technological, organizational, intellectual, informational, and material resources to provide people the necessary help by the best possible means. The strategic plan of the Union’s activity covers two basic aims: The FIRST AIM «to Help people». The purpose: To improve the quality of the activity of noncommercial associations – members of the Union – i.e. the formation of an ideology of a healthy lifestyle and of social rehabilitation spaces for the support of people in crisis.The SECOND AIM «Development of civil society».The purpose: To assist the development of civil society in Russia by increasing the innovative potential of the Union as an element of the Russian civil society.

SECTION 3

TASKS FOR THE STRATEGIC AIMS

THE FIRST AIM. Improvement of the quality of the activity of noncommercial associations – members of the Union – i.e. the formation of an ideology of a healthy lifestyle and of social rehabilitation spaces for the support of people in crisis – is carried out by implementing the following primary tasks:

Task 1.1. Maintenance of high quality management of the activity of the organizations that are included in the Union.

Task 1.2. Introduction and development of innovative technologies.

Task 1.3. Development of cooperation with the interested parties.

Task 1.4. Increase of the level of material support for the activity of the members of the Union.

THE SECOND AIM. Assistance of the development of civil society in Russia by increasing the innovative potential of the Union as an element of the Russian civil society is carried out by implementing the following primary tasks:

Task 2.1. Taking part in the public development of Russia as a civil society.

Task 2.2. Competing for involvement in state projects and for grants, in order to realize social projects within the framework of Russian and international programs.

Task 2.3. Development and realization of projects (including inter-regional, federal and international), aimed to increase the level of social maturity of the population.

SECTION 4

ESTABLISHED STRATEGIC PROJECTS AND THE BASIC INDICATORS OF THEIR SUCCESS

Strategic projects achieve the tasks of the strategic aims. For each strategic project there are objective indicators, allowing an evaluation of the extent to which the project is efficient and successful. Within the framework of the planned tasks the Union will establish and develop the following projects:

Task 1.1. Maintenance of high quality management of the activity of the organizations which are included in the Union.

Project 1.1.1. Introduction of modern technologies in the areas of planning and reporting.  Indicators of success:

  • Number of people trained;
  • The amount of newly introduced technologies;
  • Number of members of the Union giving voluntarily and reporting to state officials.

Project 1.1.2. Developing social projects. Indicators of success:

  • Number of people trained;
  • Number of projects prepared.

Project 1.1.3.Development of corporate standards of the Union. Indicators of success:

  • Number of corporate standards developed;
  • Number of corporate standards accepted by the Union as obligatory for its members.

Project 1.1.4. Participation in the development of official Russian standards and federal and regional laws in the areas of the activity of the Union. Indicators of success:

  • Number of state departmental standards, in the areas of the Union’s activity, which members of the Union have been involved in developing;
  • Number of laws in the areas of the Union’s activity, which the members of the Union have been involved in updating and developing.

Task 1.2. Introduction and development of innovative technologies.

Project 1.2.1. Innovative technologies in the area of preventative measures.Indicators of success:

  • Amount of innovative technologies developed by members of the Union;
  • Amount of innovative technologies introduced by members of the Union.

Project 1.2.2. Innovative technologies in the area of rehabilitation Indicators of success: Amount of innovative technologies developed by members of the Union.

  • Amount of innovative technologies introduced by members of the Union;

Project 1.2.3. Innovative technologies in the area of social re-adjustment. Indicators of success:

  • Amount of innovative technologies developed by members of the Union;
  • Amount of innovative technologies introduced by members of the Union.

Task 1.3. Development of cooperation with the interested parties.

Project 1.3.1. Development of a cooperative relationship with authorities. Indicators of success:

  • Number of state and municipal social and social-economic projects in which members of the Union take part;
  • Amount of service given by members of the Union to the above-stated projects.

Project 1.3.2. Development of interaction with the business community. Indicators of success:

  • Number of commercial organizations working in interaction with members of the Union;
  • Volume of industrial production provided by members of the Union within the framework of partner projects with the commercial organizations.

Project 1.3.3. Interaction with experts. Indicators of success:

  • Number of organizations or private individuals with expertise, which in some way are involved in the activity of the Union;
  • Number of expert reports prepared in participation with members of the Union.

Project 1.3.4. Interaction with institutions of civil society and mass-media. Indicators of success:

  • Number of projects that are carried out by members of the Union in partnership with other noncommercial associations;
  • Number of projects that are carried out by members of the Union in partnership with mass-media.

Task 1.4. Increase of the level of material support for the activity of the members of the Union.

Project 1.4.1. Expansion of the industrial sector in the Union members’ activity.Indicators of success:

  • Number of members of the Union having an industrial component to their activity;
  • Volume of industrial production which is provided by members of the Union.

Project 1.4.2. Development of partnership between members of the Union in the industrial component in their work. Indicators of success:

  • Number of joint projects;
  • Volume of industrial production which is provided through partnership of members of the Union.

Task 2.1.Taking part in the public development of Russia as a civil society.

Project 2.1.1. Expertise. Indicators of success:

  • Percentage of federal and regional conceptual documents and laws concerning problems of the development of civil society, for which Union members have used their expertise to take part in their development and updating;
  • Number of members of the Union which have taken part in this process.

Project 2.1.2. Public initiatives for the development of civil society. Indicators of success:

  • Number of public actions concerning the problems of development of civil society in Russia in which members of the Union have taken part;
  • Number of public actions concerning problems of development of civil society in Russia, organized by members of the Union.

Task 2.2. To compete for involvement in state projects and for grants, in order to realize social projects within the framework of Russian and international programs.

Project 2.2.1. Municipal grants and state projects. Indicators of success:

  • Number of contracts made between municipal self-government institutions and members of the Union within the framework of state projects;
  • Total financial assets gained as a result of such contracts;
  • Number of municipal grants received by members of the Union;
  • Total financial assets gained in the form of municipal grants.

Project 2.2.2. The Russian federal and regional grants and state projects. Indicators of success:

  • Number of contracts made between federal authorities and members of the Union within the framework of state projects;
  • Total financial assets gained as a result of such contracts;
  • Number of federal and regional grants received by members of the Union;
  • Total financial assets gained in the form of federal and regional grants.

Project 2.2.3. International grants. Indicators of success:

  • Number of international grants received by members of the Union;
  • Total financial assets gained in the form of international grants.

Task 2.3. Development and realization of projects (including inter-regional, federal, and international), aimed to increase the level of social maturity of the population.

Project 2.3.1. The carrying out of events aimed to increase the level of social maturity of the population. Indicators of success:

  • Number of events carried out;
  • Number of people who have attended these events.

Project 2.3.2. Publishing informational materials in order to educate the population. Indicators of success:

  • Amount of informational material published;
  • Number of people who have received informational materials.

SECTION 5

WAYS OF IMPLEMENTING THE STRATEGIC PLAN

In order to achieve the aims of the strategic plan, and effectively cooperate with the interested parties, it is necessary to provide the appropriate mechanism for putting the plan into practice. 

THE BASIC REQUISITES FOR THE IMPLEMENTATION OF THE STRATEGIC PLAN

The basic requisites for the implementation of the strategic plan are the following:

  • The creation of a system for effective interaction with the interested parties focused on results;
  • A working administrative center of strategic planning;
  • The involvement of all interested organizations, associations, enterprises, and authorities in the process of implementing the strategic plan through the adaptation of documents of mid-term and short-term target planning to the purposes and tasks of the strategic plan;
  • The organization of a monitoring system and a way to evaluate the progress of the implementation of the strategic plan;
  • A mechanism for updating the strategic plan during implementation, in view of the data provided by constant monitoring;
  • Provision of public reports on the progress of the implementation of the strategic plan.

THE ADMINISTRATIVE CENTER OF STRATEGIC PLANNING

In order to help implement the strategic plan, a strategic management group will be formed, whose primary tasks will be to coordinate the activity of the interested parties, define key procedures, and make decisions on adapting the strategic plan. 

ADAPTATION OF THE STRATEGIC PLAN AND THE CURRENT WORK OF MEMBERS OF THE UNION

Adaptation of the strategic plan to current activity is carried out by developing mid and short-term plans.The aims and purposes of the strategic plan are used as the foundation of the short and mid-term plans. Control and monitoring data gathered by carrying out the short-term plan is used to adapt and update the strategic plan. Short term planning facilitates the development of a yearly plan of work and annual targets.

ADVISORY COUNCIL

The Advisory council is created in order to discuss the problems which arise during the implementation of the plan.The Advisory council includes representatives from scientific organizations interested in partnership with the Union.The advisory council gathers in as and when problems occur, but not less often than once a year. The advisory council carries out an independent, non-financial audit of the implementation of the strategic plan.

SYSTEMS FOR REPORTING ON AND MONITORING THE IMPLEMENTATION OF THE STRATEGIC PLAN

The major condition for successfully implementing the strategic plan is a system for monitoring and evaluating its performance. Monitoring of the strategic plan is a process of up-to-the-minute measurement and accounting of the major indicator of the strategic plan’s success – its results. Monitoring enables evaluation of the plan’s performance based on the criteria explained below. Monitoring reveals existing or potential oversights before they develop into serious problems.

Fundamental measurement criteria of the plan for strategic development of the Union:

1. Number of people who have received social services provided by the activity of organizations which are members of the Union.

  • Through programs of social rehabilitation (including the work of individuals);
  • Through programs of preventive measures (including the work of individuals).

2. Amount of money invested in activities (in rubles):

  • Public funds;
  • Municipal means;
  • The Union’s own means;
  • Other sources.

3. Number of projects that have been carried out with the participation of partners, including:

  • Municipal structures;
  • State structures;
  • Commercial structures;
  • Noncommercial structures;
  • International structures.

4. Amount of training that has been carried out for volunteers and employees who contribute to the activity of the members of the Union (in hours per person).

5. Number of planned reports, accounting, and other documents prepared and developed by the members of the Union:

  • According to state requirements;
  • Voluntarily submitted.

In order to maintain maximum transparency of the process of implementing the strategic plan, public reports on the Union’s work are published annually.

THE MECHANISM FOR UPDATING THE STRATEGIC PLAN BASED ON DATA PROVIDED BY MONITORING THE SHORT TERM PLANS

After this annual report is carried out, the advisory council gathers to prepare recommendations for updating the strategic plan in view of the information they have received. The  final decision for updating the strategic plan is made by the strategic management group.

This document has been developed by a working group in structure:

Tagieva T.J. Poljanskaja E.A. Representatives of Board SGI.