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[Cluster
IV: Strategic planning and monitoring]
Methodological
Card 9
STEP
9: Design of a sustainable development policy and strategy
plan
STRATEGIC
RELEVANCE
Previous
steps constituted the analysis part of SEAN, we now start
with the strategic planning part. The analysis in steps
1-8 generated insights and information allowing
participants to define a vision and priority strategic
orientations. This must be done as much as possible in an
objective way. By using results from other analyses (e.g.
social, gender, economic), strategic orientations can be
more integrated, and thus in line with planning for
sustainable development. The strategic orientations
provide options for policy makers to make choices and
formulate policies or strategic plans, and are thus inputs
to the planning process. Making choices and setting priorities includes subjective
elements (political choices). The focus is on defining
strategic orientations, but also includes some planning
concrete actions on ways to realise existing
opportunities. Defining strategic orientations requires a
holistic overview. Subsequently operational plans (programme,
project and action plans) can be formulated.
KEY
QUESTIONS
1.
What are the main elements of a strategy which is
part of an adaptive management process?
2.
What are existing visions and long term strategies
for the area or sector concerned? Do these address
environmental problems, root causes and key actors, and do
they make use of opportunities? Are they realistic?
3.
What would be good new vision, based on existing
knowledge and the information generated? How do we make
the vision attractive to different stakeholders?
4.
What strategic orientations can be defined that are
sustainable and realistic, using insight in environmental
problems and opportunities? Do these strategic
orientations also meet development priorities resulting
from other analyses (e.g. social, economic, poverty,
gender)? How can we strike a balance between
environmental, social and economic priorities?
5.
What are strategic partnerships or coalitions
between actors to help implement the strategic
orientations?
6.
Are the consequences of strategic choices clear to
everyone (sectors, actors, policies, management issues)?
What are the organisational and institutional requirements
to implement the strategic choices? What are the
organisational strengths & weaknesses, and ongoing
activities, of the main organisations involved? How do we
match our strategy with these, by defining ‘who does
what’?
RELEVANT
CHECKLISTS
Checklist 1: Final goals
for sustainable development dimensions
Word
format
PDF-format
Checklist 7: Possible
table of contents of a report on the results of a SEAN
Word
format
PDF-format
Checklist 8: issues for
preparatory information collection for context analysis
Word-format
PDF-format
MORE
EXTENSIVE INFORMATION ON STEP 9
- Step 9,
including guidelines, tools, tips and more
Word-format
PDF-format
- Booklet with
theoretical background to Strategic Environmental Analysis
PDF-format
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scan] [Presentation]
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2] [Step 3] [Step
4] [Step 5] [Step
6] [Step 7] [Step
8] [Step 9] [Step
10] [Phase 1] [Phase
2] [Phase 3] [Phase
4] [Phase 5] [Terms
of reference] [Theory]
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