Training for Pakistan Alumni Association Strategic and Operational Plan

January 2017

IntroductionGenerally, the purpose of USAID Alumni Associations is to provide alumni of USAID participant training programs with “opportunities to positively impact their country through implementing concepts explored during their in-country, third-country and U.S. programs. Additionally, alumni associations provide for a sustainable forum for USAID Missions to engage and partner with alumni to advance shared goals.”1

The USAID, Pakistan alumni association was formed in early 2016 with the election of an interim board of directors, who served a six-month term. At the end of that term in the fall of 2016, a number of rather important alumni activities occurred, including the election of a standing board of directors (with a two-year term of service), and the development and agreement of new directions for the association.

On December 17 and 18, 2016, the USAID Training for Pakistan (TFP) project facilitated a two-day workshop with the alumni board of directors on strategic planning and board management. The strategic planning workshop was held on day one in order to allow participants the chance to come to an agreement on the association as an entity and to outline the scope of activities the association plans to undertake and subsequently manage. Day two was dedicated to board management in order to allow participants the opportunity to develop and elaborate the board’s roles and responsibilities in managing the institution, strategies, and activities discussed in day one. Day two was completed with a detailed action planning session whereby the board synthesized the workshop discussions, and marked out activities for the coming year and beyond in the following main areas:

a) Strategies and activities of the association and members, and b) Capacity development of the association.

As an organizational management activity, the purpose of the strategic plan is:

To ensure that members and stakeholders are working toward common goals,

To establish agreement around intended activities, outcomes, and results, To set priorities, focus energy and resources, and To assess and adjust the organization’s direction in response to the

environment.

The following is an overview of the association draft strategic plan for 2016 to 2018 (in line with the term of the current board).

1 USAID (2012). Alumni Association: A Guide for USAID Missions.

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1. Vision and Mission The vision of the USAID, Pakistan alumni association is A learned and prosperous Pakistan.

The mission of the association is A volunteer network of professionals, our mission is to contribute to the development of Pakistan by enhancing the competencies of professional communities through sharing of knowledge and best practices.

The core values of the association are the following:

Commitment – We do what we say we are going to do. As individuals and as an association, we create value.

Diversity - We value equity, inclusion, and dignity for all. We strive for excellence and recognize that our differences make us stronger.

Collaboration - We believe that the best results stem from integrating a mix of perspectives and experiences. Our teamwork inspires people to make their best contributions, provides them with the support they need to be successful, promotes communication and celebrates their shared accomplishments.

Knowledge and information - Actively gathering and applying knowledge make us thinkers with a distinctive and informed point of view.

2. Environmental AnalysisStakeholder Analysis

Internal stakeholders: Alumni association board, association members, and staff

Upstream stakeholders: USAID, TFP, and World Learning Downstream stakeholders: Government, communities, professions

The following graphic details those stakeholders:

Stakeholder Features of Stakeholders

Level of Interest

Level of Influence

Resources

USAID Strategic importance, Demanding, Perfectionist, major contributor

High. Continued progress and expansion in scope and impact

High. Impact on association's scope, costs, deadlines, and specifications.

Technical support, funding

Training for Facilitator, High. Project High. Will Staff,

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Pakistan Project

initiator, consultative, flexible, expects regular verbal and oral communication

team will be responsible for associations’ successful roll out and supportive activities

facilitate associations' decision, design, and database

technical support, and funding

Board Members

Socially active, skilled diverse experienced professionals

High. Being the management of the association very highly interested in creating a vibrant networking platform

High. will set the strategic direction for the association

Commitment and time of volunteerism, professional linkages, personal linkages with alumni members, managerial expertise

Alumni Members

Primary beneficiaries of the association

High. Mostly interested in having a networking platform leading to training/workshops, volunteerism or employment

High, the level of participation will impact the success of association

Professional linkages, diverse expertise, access to small grants, volunteerism

USAID Implementation partners

Potential participation in association’s activities

Medium. Adding value and meeting expectations on developing joint activity

High. Can motivate their beneficiaries to join the association and provide the database.

Access to their beneficiaries, promotion of alumni association, sharing of resources (venue, hr., etc.)

Local organizations/ Community Leaders

knowledge of local situation

High. Wants to have a prosperous community

Medium. Have local knowledge, power relation can influence local development and activities

Access to their beneficiaries, promotion of alumni association, sharing of resources (venue, hr., etc.)

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Professionals from different professional groups and University Students

Intended participants of USAID Trainings

High. Mostly interested in information and professional opportunities for their personal and professional growth

Medium. They can provide significant input in designing training and Alumni activities

Potential volunteerism of non-members of association

Media Prompt and massive outreach capability

Low. Interested in getting a news story

High. Can build the image of the association

Potential volunteerism of alumni members those who are associated with media

Government Politically motivated

Low. Interested in immediate results aligned to their own departments’ agendas.

High. The presence of government officials in association’s activities would increase the credibility of association.

Potential volunteerism of alumni members those who are associated with government

3. SWOT AnalysisStrengths, Weaknesses, Opportunities, and Threats Purpose: The purpose of the SWOT Analysis is to identify both the internal and external factors that may impact association’s performance over the next two years. More specifically, this SWOT Analysis serves as a bridge between the previous association’s meetings and the first draft of the strategic plan. By conducting a SWOT Analysis, the association’s board members and the team can validate both ‘what is working’ and ‘what is concerning’ for internal and external stakeholders. This, in turn, will lead to improved performance and success in delivering quality services to a diverse entity. Strengths Weaknesses

Brand name diversity Expertise among the alumni

and board members Dedication & commitment of

No governance documents Lack of clarity /consciousness Volunteerism Association not registered2

2 Two important points were discussed in detail during the strategic planning session. First, it was agreed that, should the alumni association evolve to become an independent, registered entity, the name of the association will not include “USAID”, as

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the members and board Opportunities Threats (Constraints)

Networking for fundraising Strategic Direction Recognition of potential alumni

members that have knowledge and expertise

Exploit strategic areas that are allied with the priorities of government

Government bureaucracy / Policy

Lack of taking initiative

Strengths Expertise among the alumni and board members: The alumni

members who have knowledge and experience in technical sectors and with different donors and stakeholder organizations can play a very dynamic role to make the association more exciting.

Dedication & commitment of the association members and board: The engagement, interest, and dedication of the members and the board could be a major element for a successful alumni association.

Brand name: The major strength of the association is its brand name “USAID”, which conveys quality, credibility, and experience.

Weaknesses No governance documents: Without SOPs, a constitution, and bylaws,

the association has a loose structure. Lack of clarity/consciousness: Most of the members do not know how

to connect with the association chapters. Members lack awareness of what ‘USAID /Pakistan Alumni Association’ really means.

Volunteerism: Due to the volunteer nature of the association’s work, it is difficult for the board and members to give time to the association on a priority basis.

Non-registered association: As the association is not registered, it is a challenging task to get funds on its own. It is also difficult to arrange a gathering if the association is not registered, and cannot, therefore, apply for no objection certificates.

Opportunities Networking for fundraising: Since most of the alumni members have

experience with different organizations, they can link with stakeholder organizations/stakeholders for fundraising.

Strategic direction: Developing the strategic plan will allow the board to have a consistent plan to meet and plan the activities of the association.

Recognition of the potential alumni members that have knowledge and expertise: Prospective members of the association can be involved in TFP or other relevant programs.

Exploit strategic areas that are aligned with priorities of government: Represents a number of potential opportunities to engage

that would potentially create confusion, and an implied relationship with the US government. Second, the participants unanimously agreed that the association should at some point become a registered entity. It was further recognized that the registration process would be time-consuming, and the board of directors will begin the process through the development of core foundational and governance documents.

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in partnership with governmental bodies.

Threats Government bureaucracy/policy: Government policy may lead to

continued unpredictability when managing association’s activities. Lack of initiative: Lack of initiative may result in failing to identify and

act on ideas that have the potential to create more value for the association, which may result in missed opportunity.

ConclusionThe SWOT Analysis reveals that deliberate changes must be made to enable institutional growth and development and meet the expectations of alumni members. Focused changes will be required for expansion and growth and meet institutional priorities. Ultimately, by recognizing strengths and weaknesses, and translating opportunities and threats into concrete actions through the strategic planning process will help the association to be a prominent nonprofit alumni association in the community and state.

4. Goals and ObjectivesThe following are the goals and objectives of the USAID, Pakistan Alumni Association:

Goal 1: To provide a platform for sharing knowledge and professional experience

Objective 1: To develop a system of sharing knowledgeObjective 2: To develop a communications system

Goal 2: To build a strong and vibrant associationObjective 1: To increase the membership of the associationObjective 2: To increase the outreach through building alliancesObjective 3: To build institutional governance and performance systems

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Goal 1: To provide a platform for sharing knowledge and professional experience

Objectives Activities Objective 1: To develop a system of sharing knowledge

Activity 1: Conduct seminars, workshops, and conferences

Activity 2: Compile and share recommendations on key issues with USAID and other stakeholders

Activity 3: Develop a newsletter

Activity 4: Develop and arrange public speaking eventsActivity 5: Conduct events around important national/international “days”Activity 6: Arrange and/or participate in receptions with USAID/State programs (e.g.: receptions, debriefs, project design)Activity 7: Articulate case studies, success stories, and testimonials

Objective 2: To develop a communications system

Activity 1: Develop and conduct social Media tools/campaigns (LinkedIn, Facebook, etc.)

Activity 2: Develop association website

Activity 3: Develop regional and national communications mechanisms

Objectives Activities

Objective 1: To increase Activity 1: Develop membership policies

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the membership of the association

Activity 2: Develop membership outreach/drive

Activity 3: Develop awareness campaigns

Objective 2: To increase the outreach through building alliances

Activity 1: Build alliances with other Alumni associations Activity 2: Build alliances with chambers of industryActivity 3: Build alliances with Diaspora in the USA

Activity 4: Build alliances with member organization job portals

Objective 3: To build institutional governance and performance systems

Activity 1: Develop the terms of reference (ToRs) for the Board of Directors.Activity 2: Develop membership and constituent databaseActivity 3: Develop performance monitoring mechanism for BoD members.

Activity 4: Develop governance documents (constitution, bylaws, etc.)Activity 5: Articulate program development and management framework

Goal 2: To build a strong and vibrant associa

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