ic plan - ida | international desalination...

STRA

TEGIC

PLA

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Research & Development Committee

INTERNATIONAL DESALINATION ASSOCIATION (IDA)


of 44 The Advisor Team 2011

Executive Summary



Executive Summary

The Research and Development Committee of the International Desalination

Association is going through major transformation to achieve an ambitious vision by

developing a strategy that clearly articulate the road map for the committee over

the next three years. The committee has adopted a strategy that focuses on the

customers of the IDA and build the committee strategy to match the strategic

direction of IDA.

Research and development centres, end users, desalination industry are the main

customers of the committee. The focus on the customers will involve but not limited

to the following strategic objectives:

Increasing the number of R&D centres joining IDA.

Increasing the number of clients seeking R&D services and consultation.

Increase direct financial R&D project support.

Increase direct facilitation of R&D project support.

Increase customer satisfaction with the services provided.

The above main strategic objective were derived from the mission of the committee

and toward achieving the committee’s vision stated in this report.

The driver behind achieving the challenging objective of IDA R&D is to enhance the

way the committee provide the services to their clients and to have active

participation from the IDA members.

The following report detailed the full approach of articulating the strategic plan for

the IDA-R&D committee and the business plan for the next three years and the

operating plan for the next year.



TABLE OF CONTENT

Section 1: Introduction And Project Description……………………….Page 03

Section 2: Stages Of Preparing The Strategic Plan………….………….Page 06

Section 3: Current Situation……………………………………………………...Page 08

Section 4: Vision & Mission ……………………………………………...........Page 13

Section 5: Strategies ………………………………………………..……………...Page 16

Section 6: Objectives & Strategy Map ………………………………………Page 18

Section 7: Measurements …………………………………………………………Page 24

Section 8: 2011 Operational Plan……………………………………………...Page 39

Section 8: 2011 – 2013 Business Plan………………………………………..Page 41



Introduction And Project Description

Objective of the project

Scope of work

Methodology

Deliverables

Section

1



INTRODUCTION AND PROJECT DESCRIPTION



Stages Of Preparing The Strategic Plan

The general mythology for the preparation of the strategic plan is based on the

balances scoreboard methodology using the six steps methods.

Section

2



STAGES OF PREPARING THE STRATEGIC PLAN

The diagram below describes the methodology that will be followed to articulate the

strategy for IDA R&D committee.

Current Situation

Vision & Mission

Strategies

Objectives

Measures

Initiatives



Current Situation

The current situation was adopted for the IDA strategic plan 2008-2013 with minor modifications.

Section

3



CURRENT SITUATION

The following SWOT is from the IDA Strategic Plan 2008-2013 – Seamonds

& Company. It was used as a reference to the IDA R&D committee

members to comment on its contents..

STRENGTHS

Currently the leading desalination association worldwide

Huge reservoir of knowledge/experience within the organization

Global presence/representation

Dedicated focus on desalination and water reuse

Established reputation (brand equity)

Active, dedicated, senior-level directors

Director involvement on regional/international basis ok

Knowledgeable, experienced, committed staff partial

Strong Constitution preserved by strong directors not necessarily a strength

Strong industry relationships

Solid membership base (numbers and geographic representation)

Successful events, World Congress certainly

Diversity of activities

Strong affiliate network

Financial security

Nimble meaning

Educational programs (scholarship, Fellowship)



CURRENT SITUATION

WEAKNESSES

Lack of stated vision to guide future direction

Limited visibility to media, non-industry constituents

No R&D or proactive outreach to debunk myths and improve desalination

technologies and image

Desalination focus is limiting (include water reuse)

Need younger people to get involved with the industry and with IDA

Increasing average age of Directors

Long term Board or Director membership limits new blood

Not flexible, structure not always easy to move

Collaboration with other associations needs better definition and process

Until recently, no dedicated affiliate relations program

Little participation from academia

Diversity and geographic spread of members

“Too Middle East oriented, too commercially oriented”

Need for clarification and training of IDA spokesperson(s)

Lack of proactive membership solicitation



CURRENT SITUATION

OPPORTUNITIES

Explosion of interest and growth in desalination

More acceptance in countries/regions outside Middle East; shows

desalination is appropriate all over the world

Growing need for water reuse, opens up opportunities for IDA to get involved

Market growth, Third World’s need for new water

Development of new desalination technologies

Efforts by desalination industry to address cost, sustainability, environmental

issues

IDA can build on established reputation, expertise and excellent

industry/governmental contacts

The need for R&D, studies, standards, guidelines, collaborations, all of which

IDA could drive

Opportunity to leverage academic potential within IDA

Expand membership to related fields, e.g., power, policy, finance, environment, biology/chemistry

Implementation of proactive public relations program; educate the media,

public and influencers; capitalize on growing interest from the media

Increased public awareness of water issues due to climate change, water

scarcity

Growing recognition that conservation alone is not the answer to water

scarcity

Create regional activities to involve human resources unable to participate at

global level

Industry desire to consolidate events



CURRENT SITUATION

THREATS

Areas of interest are getting blurred – other organizations are paying closer

attention to desalination

More organizations mean more choices for potential members

Some organizations have deeper pockets than IDA

Concern over environmental/cost/energy issues could limit desalination

growth

Low participation from academia

Commitment to research from organizations such as Water Reuse Foundation

(raises their profile)

Affiliate relationships – affiliates might deliver more value locally

Affiliates trying to establish independent identities

IDA has not proactively establishing itself as leading industry influencer both

within the industry and to governments, academicians, other associations

Too many conferences – need to decide where to spend the money

Becoming, or appearing to become, too commercial

Not being able to change fast enough

Attacks by uninformed environmentalists, misinformation/misperceptions

about desalination

People can interconnect directly without the need of IDA



Vision & Mission

Vision: Where we want to be Mission: Why do we exists

Section

4



VISION & MISSION

VISION

IDA R&D Committee will be the global platform for

research and development in water desalination

and water reuse.



VISION & MISSION

MISSION

IDA R&D Committee is one of the International

Desalination Association committees to promote

and encourage research and development in

water desalination and water reuse for R&D

centres, end user and the water industry through

awareness , dissemination of information,

providing consulting services and facilitating

research project funding.



Strategies Map

The strategic map describes the road map for IDA R&D committee toward achieving the committee’s vision.

Section

5



Objectives

Strategy Objective

Customer Perspective

Internal Processes Perspective

Innovation , Learning & Growth Perspective

Financial Perspective

Section

6



Strategy Objectives

OBJECTIVE Customer Perspective

1 Increase Number of R&D centres joining IDA through R&D IDA

2 Increase Number of Clients seeking R&D IDA services/consultation

3 Increase Direct financial R&D project support

4 Indirect facilitation R&D project support

5 Increase Customer satisfaction

Internal Processes Perspective

6 Enhancing Support services Process

7 Enhancing funding process

Innovation , Learning & Growth Perspective

8 Increase innovative contribution

9 Increase members motivation

Financial Perspective

10 Increase R&D funding

11 Increase Cost saving/avoidance in the water desalination and water reuse industry



OBJECTIVES

OBJECTIVE DEFINITION MEASURE

Cu

stom

er P

ersp

ective

Increase Number of R&D centres joining IDA through R&D IDA

By this objective R&D IDA aims to build a strong and vast network of R&D centre around the world and attract them to join IDA and support research and development activities of R&D IDA. This objective reflects the capability of R&D IDA in attracting R&D centres around the world toward their vision and mission.

% of increase in Number of centres

Increase Number of Clients seeking R&D IDA services/consultation

By this objective R&D IDA aims to increase the number of customers seeking the direct or indirect support of R&D IDA. This objective reflects the capability of R&D IDA to build a reliable reputation in the water desalination and reuse industry that will attract customers to seek their support.

% of increase in Number of customers seeking support

Increase Direct financial R&D project support

By this objective R&D IDA aims to support R&D activities by direct financial support form the fund raised. This objective reflects the direct financial contribution of R&D IDA in the research and development.

% increase in fund for direct support

Indirect facilitation R&D project support

By this objective R&D IDA aims to facilitate R&D activities among the IDA members without financial support. This objective reflects the capability of R&D IDA to facilitate and direct the R&D activities to achieve the optimum outcomes to the industry.

% increase in Number of direct (non-financial) research support

Increase Customer satisfaction

By this objective R&D IDA aims to increase the level of satisfaction of their customers through the high quality and professional services that are offered to their customers. This objective reflects the capability of R&D IDA in building a strong relation with their customer to meet or even exceed their expectations.

Customer Satisfaction Survey results



OBJECTIVES


Inte

rnal P

rocesses P

ersp

ective

Enhancing Support services Process

By this objective R&D IDA aims to excel at the process of providing suburb services to their customers in terms of nonfinancial support services. This objective will be gagged by the customer satisfaction.

Time required to completing a support service process.

Enhancing funding process

By this objective R&D IDA aims to excel at their funding process to their customers. This objective reflects the capability of R&D IDA in optimizing (streamlining) their funding process to their customers to achieve operation excellence.

Time required to completing a funding process.



OBJECTIVES


Inn

ovatio

n , le

arnin

g & gro

wth

pe

rspe

ctive

• Increase

innovative contribution

By this objective R&D IDA aims to encourage and support innovation process among the members by supporting the evaluation of innovative ideas and direct the industry toward added value innovative ideas that will achieve IDA ultimate vision and mission, also to increase innovative contribution of their members. This objective reflect the positive contribution of the members in initiating and developing new innovative ideas that will improve the desalination and water reuse process for the industry.

Number of innovative ideas supported by R&D IDA

Number of ideas evaluated by R&D IDA (evaluation or funding)

• Increase members motivation

By this objective R&D IDA aims to introduce non-financial incentive programs for the committee members (current & new) to achieve the committee and IDA strategic objectives

Number of incentive programs per member



OBJECTIVES


Finan

cial persp

ective

Increase R&D funding

By this objective R&D IDA aims to increase the amount of fund that can be raised directly or indirectly by them to support research and development. This objective reflects R&D IDA capability of raising funds to support R&D.

% increase in funding amount

Increase Cost saving/avoidance in the water desalination and water reuse industry

By this objective R&D IDA aims to contribute in cost saving /avoidance in the desalination and water reuse industry through their direct or indirect support of research and development. This objective reflects the impact of the research supported by R&D IDA in cost saving/avoidance in the water desalination and water reuse industry

% of cost saving /avoidance



Measurements

The following measurement template is used to define the measures for each objective and the formula used to calculate the measures.

Section

7



2011 Operating Plan

The operating plan is the short team plan that spans over one year to achieve the committee objectives.

Section

8



No Objective Measure 2011 Operational Initiatives


1.1 % of increase in Number


2.1 % of increase in Number of customers seeking support


3.1 % increase in fund for direct support

4 Increase indirect facilitation R&D project support

4.1 % increase in Number of direct (non-financial) research support


5.1 Customer Satisfaction Survey results

6 Enhancing Support Services Process

6.1 Time required to completing a support service process.



8 Enhancing innovation process

8.1 Number of innovative ideas evaluated by R&D IDA

8.2 Number of innovative ideas funded by R&D IDA

8.3 Number of publication


9.1 Number of incentive programs per member


10.1 % increase in funding amount


11.1 % of cost saving /avoidance



2011-2013 Business Plan

The business plan is the long team plan that spans over three years to achieve the committee objective.

Section

8



No Objective Measure 2011 2012 2013 Strategic Initiatives


1.1 % of increase in Number


2.1 % of increase in Number of customers seeking support


3.1 % increase in fund for direct support

4 Increase indirect facilitation R&D project support

4.1 % increase in Number of direct (non-financial) research

support


5.1 Customer Satisfaction Survey results

6 Enhancing Support Services Process




8 Enhancing innovation process

8.1 Number of innovative ideas evaluated by R&D IDA

8.2 Number of innovative ideas funded by R&D IDA

8.3 Number of publication


9.1 Number of incentive programs per member


10.1 % increase in funding amount


11.1 % of cost saving /avoidance

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