Description
Define indicators to be used to monitor progress of the turnaround strategy.
TURNAROUND STRATEGY TEMPLATE
ACRONYM: COMMUNITY INVESTMENT (CI)
PROBLEM ANALYSIS 1. What are the problems facing the existing CI program? Check all options that apply.
—projects are not sustainable if company withdraws
—projects are not aligned with (new) CI strategy / do not support business objectives
—lack of sufficient community involvement and ownership
—gap between stakeholder expectations and CI results
—lack of capacity of implementing parties (internal/external)
—creation of dependency relationship
—ad hoc collection of different projects with lack of clear focus or impact
—projects are not aligned with the company’s core competencies
—projects are not demonstrating value vis-à-vis time and resources invested
—external factors (e.g., project impacts, government change, local conflict, etc.)
—other (please specify )
NEW CI STRATEGY:
OBJECTIVES, GUIDING
PRINCIPLES & CRITERIA
2. Summarize key aspects of the company’s new CI Strategy (objectives linked to the business case,
guiding principles, eligibility criteria, alignment with core competencies) using the process set out in
this guidance.
ASSESS AND
CATEGORIZE CURRENT
PORTFOLIO OF CI
PROJECTS
3. Assess current CI portfolio in light of strategy set out in #2. Sort projects into three categories (and
associated sub-categories) based on their relevance to new CI objectives and principles.
Green = high relevance to new strategy
—Retain
Yellow = possible relevance to new strategy
—Can be continued, with redesign, to meet new strategy objectives
—Objective remains relevant but implementation needs to be revisited
(e.g., project implementation needs to be transferred to a competent local partner)
Red = not relevant to new strategy
—Stop immediately (e.g., activity is having negative effects or wasting significant resources)
—Use phased approach to ceasing activity
—Use phased approach to cease activity but replace with alternative (e.g., donation program that is
very popular with the community but creating dependency/not aligned with new priorities. If
stopped, needs to be replaced with another program delivering benefits but in a more sustainable
manner and in consultation with local stakeholders.)
WORKPLAN FOR
TURNAROUND
Effective engagement
of internal and
external
stakeholders in the
redesign process to
gain their
understanding and
support will be
critical to the
success of the
turnaround.
4. Develop a Turnaround Plan. Suggested components include:
? Assessment of existing activities - consider each existing project separately in terms of how it
needs to be addressed, while keeping track of the CI program’s direction as a whole
? Engagement with external stakeholders to create local buy-in to the redesign process (e.g., be
transparent and try to minimize any negative impacts on local communities)
? Engagement with internal stakeholders to create staff and management buy-in to the redesign
process (e.g., be transparent and be prepared to “sell” the new program to senior management
based on internal business case for the turnaround strategy)
Based on engagement process:
? Timeline for phasing out old projects and phasing in new ones (consider how best to do this with
minimum disruption)
? Identification of partners for existing, redesigned and/or new activities
? Capacity building program for partners and/or communities
? Transition process which prepares partners/successor organizations to take over and sustain
existing programs in the medium to long term, and to be ready to take on new ones.
MONITORING PROGRESS
Indicators can be used to
measure progress as well
as end results. Interim
results can be used for
redesign purposes as
necessary
Define indicators to be used to monitor progress of the turnaround strategy.
? Status indicators (which measure program milestones and show progress against stated work plan
objectives, targets, and timelines given in #4)
? Company-community relations indicators (which show how turnaround activities are perceived by
key stakeholders and effect on local perceptions of the company)
doc_922081790.pdf
Define indicators to be used to monitor progress of the turnaround strategy.
TURNAROUND STRATEGY TEMPLATE
ACRONYM: COMMUNITY INVESTMENT (CI)
PROBLEM ANALYSIS 1. What are the problems facing the existing CI program? Check all options that apply.
—projects are not sustainable if company withdraws
—projects are not aligned with (new) CI strategy / do not support business objectives
—lack of sufficient community involvement and ownership
—gap between stakeholder expectations and CI results
—lack of capacity of implementing parties (internal/external)
—creation of dependency relationship
—ad hoc collection of different projects with lack of clear focus or impact
—projects are not aligned with the company’s core competencies
—projects are not demonstrating value vis-à-vis time and resources invested
—external factors (e.g., project impacts, government change, local conflict, etc.)
—other (please specify )
NEW CI STRATEGY:
OBJECTIVES, GUIDING
PRINCIPLES & CRITERIA
2. Summarize key aspects of the company’s new CI Strategy (objectives linked to the business case,
guiding principles, eligibility criteria, alignment with core competencies) using the process set out in
this guidance.
ASSESS AND
CATEGORIZE CURRENT
PORTFOLIO OF CI
PROJECTS
3. Assess current CI portfolio in light of strategy set out in #2. Sort projects into three categories (and
associated sub-categories) based on their relevance to new CI objectives and principles.
Green = high relevance to new strategy
—Retain
Yellow = possible relevance to new strategy
—Can be continued, with redesign, to meet new strategy objectives
—Objective remains relevant but implementation needs to be revisited
(e.g., project implementation needs to be transferred to a competent local partner)
Red = not relevant to new strategy
—Stop immediately (e.g., activity is having negative effects or wasting significant resources)
—Use phased approach to ceasing activity
—Use phased approach to cease activity but replace with alternative (e.g., donation program that is
very popular with the community but creating dependency/not aligned with new priorities. If
stopped, needs to be replaced with another program delivering benefits but in a more sustainable
manner and in consultation with local stakeholders.)
WORKPLAN FOR
TURNAROUND
Effective engagement
of internal and
external
stakeholders in the
redesign process to
gain their
understanding and
support will be
critical to the
success of the
turnaround.
4. Develop a Turnaround Plan. Suggested components include:
? Assessment of existing activities - consider each existing project separately in terms of how it
needs to be addressed, while keeping track of the CI program’s direction as a whole
? Engagement with external stakeholders to create local buy-in to the redesign process (e.g., be
transparent and try to minimize any negative impacts on local communities)
? Engagement with internal stakeholders to create staff and management buy-in to the redesign
process (e.g., be transparent and be prepared to “sell” the new program to senior management
based on internal business case for the turnaround strategy)
Based on engagement process:
? Timeline for phasing out old projects and phasing in new ones (consider how best to do this with
minimum disruption)
? Identification of partners for existing, redesigned and/or new activities
? Capacity building program for partners and/or communities
? Transition process which prepares partners/successor organizations to take over and sustain
existing programs in the medium to long term, and to be ready to take on new ones.
MONITORING PROGRESS
Indicators can be used to
measure progress as well
as end results. Interim
results can be used for
redesign purposes as
necessary
Define indicators to be used to monitor progress of the turnaround strategy.
? Status indicators (which measure program milestones and show progress against stated work plan
objectives, targets, and timelines given in #4)
? Company-community relations indicators (which show how turnaround activities are perceived by
key stakeholders and effect on local perceptions of the company)
doc_922081790.pdf