Strategic Planning Suatu LSM (6)

Menyusun Strategi

Oleh: Bambang Kussriyanto, untuk SEMAI

Biasanya Lembaga/Perusahaan menetapkan Misi dan Sasaran lebih dahulu, setelah itu baru menjabarkan Strategi. Ini dimaksudkan untuk mematok “The Right Thing” yang harus dikerjakan dalam kaitan dengan Misi atau mandat Lembaga. Dalam praktek, Misi dan Sasaran yang telah ditetapkan diubah ketika proses Strategic Planning membahas Strategi. Bahasan Strategi mengupayakan agar “The Right Thing” nanti diimplementasikan dalam kerangka proses yang benar, sehingga organisasi “Do Things Right”. Ada banyak hal yang memerlukan penyesuaian dalam bahasan Strategi yang menetapkan koridor implementasi program dan proyek untuk pelaksanaan Misi dan mandat.

Maka ketimbang melakukan bongkar-pasang, konsultan mengusulkan menunda penetapan rumusan pernyataan final Misi dan Sasaran sampai pemikiran mengenai Strategi selesai dulu. Baru kemudian semuanya ditinjau ulang sekaligus dirapikan dalam satu kemasan Misi-Sasaran-dan-Strategi. Maka gambaran dasar Misi dan apa yang hendak dicapai dalam proses acara Strategic Planning yang terdahulu untuk sementara dibiarkan sebagai bahan terbuka yang belum dikemas sebagai kepastian. Para peserta Lokakarya dapat kapan saja melihat bahan terbuka itu, yang ditempel di tembok ruang Lokakarya.

Pada hari kelima, setelah para peserta pulang dari ekskursi terbatas untuk menjajagi dan memastikan ketepatan program/proyek yang dipilih Lembaga guna menjawab isyu-isyu penting di masa depan, konsultan mengemukakan, bahwa walaupun praktek kegiatan kita lebih dituntun oleh situasi dan kondisi lokal, namun dalam perumusan perencanaan, sering kali sangat berguna menggunakan pola yang diterapkan organisasi yang letaknya berada di hulu kegiatan kita. Sebagai contoh, misalnya LSM yang  aktif dalam konservasi keragaman hayati, pencegahan kerusakan tanah, kerusakan hutan, pencegahan perluasan lahan kering dan mendapat bantuan teknis dan dana dari lembaga internasional DEF-Network (bukan nama sesungguhnya) beserta unit mana pun darinya, dalam Strategic Planning-nya juga dapat mencontoh (tentu saja dengan penyesuaian karena kepribadian Lembaga, lokasi dan budaya kerja yang berbeda) pola Strategic Planning  DEF-Network. Selain memudahkan proses LSM lokal, pola yang sama itu juga menciptakan platform untuk kelancaran berjejaring, komunikasi antar mitra kerja, serta koordinasi dan evaluasi kinerja bersama dalam lingkungan DEF-Network. Sekali lagi, yang dicontoh hanya pola, kerangka atau formatnya, isinya tidak.

Pola Rumusan Rencana Strategis DEF-Network Sebagai Contoh

Konsultan lalu memaparkan bahan tentang DEF-Network yang disarikan dari dokumen DEF NETWORK Strategic Plan Overview yang terbit tahun 2008 dan dimaksudkan untuk digunakan sebagai panduan sepuluh tahun ke depan. Perhatikan point-point yang disampaikan, dan tali-temali di antara point-point itu:

Visi : “A dynamic civil society influencing policies and actions at all levels to safeguard the global environment and promote sustainable development” (Suatu masyarakat sipil yang dinamis dan berpengaruh atas kebijakan dan tindakan di semua tingkatan dalam rangka menjaga lingkungan global dan memajukan pembangunan yang berkelanjutan).

Misi: “To strengthen civil society partnership with DEF by enhancing participation, contributing to policy and stimulating action”. (Menguatkan kemitraan masyarakat sipil dengan DEF melalui peningkatan peran serta, yang memberi kontribusi kepada kebijakan dan merangsang tindakan).

OBJECTIVE 1            TO ENHANCE THE ROLE OF CIVIL SOCIETY IN SAFEGUARDING THE GLOBAL ENVIRONMENT

            STRATEGY 1.1          Support outreach and awareness on global environment issues

            STRATEGY 1.2          Document and disseminate experience and best practice to address global environment issues

            STRATEGY 1.3          Encourage civil society contributions to the negotiation and implementation of Conventions

            STRATEGY 1.4          Strengthen capacity of civil society to address global environment issues through engagement in policy making dialog at the national, regional and global level

OBJECTIVE 2            TO STRENGTHEN GLOBAL ENVIRONMENTAL POLICY DEVELOPMENT THROUGH ENHANCED PARTNERSHIP BETWEEN CIVIL SOCIETY AND THE DEF

            STRATEGY 2.1          Support promotion of DEF programs and activities to Civil Society

            STRATEGY 2.2          Enhance Civil Society involvement in DEF Country, regional and global Projects

            STRATEGY 2.3          Support the effective access of local communities and civil society organizations to DEF resources through the unit of DEF which facilitating small grants

            STRATEGY 2.4          Provide strategic input to DEF policy making, planning and reviews

OBJECTIVE 3            TO STRENGTHEN THE DEF-NETWORK CAPACITY

            STRATEGY 3.1          Enhance Governance capability of the DEF-Network

            STRATEGY 3.2          To promote active membership

            STRATEGY 3.3          Improve the NGO Network Communication and procurement of funding

Selanjutnya konsultan meminta para peserta Lokakarya Strategic Planning memperhatikan bagaimana tiap-tiap Strategi yang mengacu pada Sasaran (Objective) tertentu secara “cascading” atau berteras-teras (terasering) dijabarkan dalam ringkasan juga (untuk itu konsultan menerjemahkan dan menjelaskan maksud tiap kalimat kepada para peserta, sekali lagi, untuk lebih memerhatikan pola penjabaran dan pertaliannya satu sama lain):

Strategic Objective 1:  To enhance the role of civil society in safeguarding the global environment

Strategy 1.1 Support outreach and awareness on global environment issues

• Undertake outreach programs and campaigns to raise awareness on key global environment issues in partnership with Network members and other NGO/IP Networks.

Strategy 1.2 Document and disseminate experience and best practice to address global environment issues

• Develop a knowledge exchange platform on the role of Civil Society in safeguarding the global environment
• Collate and disseminate results and lessons learned through DEF and non-DEF related activities to address key environmental challenges.

Strategy 1.3 Encourage civil society contributions to the negotiation and implementation of Conventions.

• To promote and support involvement of civil society organizations in negotiation and implementation of environmental conventions.
• Organize regular dialogues at convention meetings in partnership with DEF Secretariat and Agencies, network members and other partners.
• Channel ground level experiences from DEF programmes with civil society to convention meetings and implementation processes.

Strategy 1.4 Strengthen capacity of civil society to address global environment issues through engagement in policy making dialog at the national, regional and global level

• Organize network expertise and capability to support capacity building programs and facilitate involvement in design and implementation for DEF projects
• Organize periodic training and other capacity building activities for NGOs/IPs and other civil society organizations in partnership with DEF agencies and projects.

Strategic Objective 2: To strengthen DEF Program implementation through enhanced partnership with Civil Society

Strategy 2.1 Support promotion of DEF programs and activities to Civil Society

• Disseminate information materials on DEF programmes to civil society in partnership with DEF and Agencies
• Document Civil Society involvement with DEF activities for use in information and outreach programs
• Collaborate with DEF in the implementation of the DEF communication strategy

Strategy 2.2 Enhance Civil Society involvement in DEF Country, regional and global Projects

• Work with DEF Focal points and DEF Agencies to identify opportunities for civil society involvement in the preparation and implementation of DEF projects and programs.
• Promote and facilitate the inclusion of Civil ociety representatives in country program consultations and DEF project and program governance mechanisms.

Strategy 2.3 Support the effective access of local communities and civil society organizations to DEF resources through the SGP

• Strengthen the collaboration between the GEF NGO Network and the the unit of DEF which facilitating small grants
• Support consultations with Civil Society on the the unit of DEF which facilitating small grants Country Program graduation process.
• Jointly document and disseminate experience and lessons learned from the unit of DEF which facilitating small grants and other DEF and non-DEF related support to communities.

Strategy 2.4 Provide strategic input to DEF policy making, planning and reviews

• Maintain regular contact with network members to solicit feedback on specific and /or general policy and programs of the DEF
• Collate experience and lessons learned from Network members and other civil society organizations on DEF programme implementation
• Undertake policy analysis and review in relation to the key technical, managerial and governance issues related to the operation of the DEF through operation of task forces on focal areas and conventions.
• Facilitate input to the DEF through input to council, constituency and technical meetings.
• Establish effective and formal linkages between the Network and the DEF Independent Evaluation Office to contribute to the evaluation of projects distill best practices and make the evaluation process more transparent and accountable to public.

Strategic Objective 3: To Strengthen The DEF-Network Capacity

Strategy 3.1 Enhance Governance capability of the DEF Network

• Enhance Network activities at the national levels
• Strenghen communication between the Regional Focal Points and their constituency
• Enhance focus and activities at the regional and country levels to assess DEF activities and implementation of projects.
• Prepare a financial management framework including budgeting process to manage and administer NGO-Network funds and budget

Strategy 3.2 To promote active membership

• Maintain and strengthen membership base
• Strengthen communication within and across local regional and international levels

Strategy 3.3 To improve the NGO Network Communication and Procurement of Funding

• Develop a communication channel between the various stakeholders and the regional/ country/ the unit of DEF which facilitating small grants / and Central Focal Points and also with the DEF Secretariate.
• Developing and building up Communication and Network resources for the DEF- network.
• Establish and support a communication strategy to ensure that all global regions have adequate representation at Council meetings
• Assess opportunities and activities to utilize capacity of the DEF-Network members
• To secure adequate resources for the network from international donors

Setelah menerangkan pola susunan pernyataan Rencana Strategi yang bersifat “cascading” atau berteras-teras itu, konsultan kemudian mengingatkan kembali arti dan fungsi Misi, Sasaran serta Strategi bagi organisasi serta batasan-batasan umumnya. Tugas para peserta lokakarya Strategic Planning LSM ABC pada hari kelima adalah mencoba membuat pernyataan Misi, Sasaran dan Strategi LSM ABC berdasarkan bahan-bahan Lembaga mereka sendiri, yang telah disiapkan sejak hari pertama hingga hari keempat, dengan alur pemikiran situasi lokal-nasional, menggunakan tata-susunan “cascading” seperti yang diperlihatkan contoh lembaga hulu, DEF-Network.