A new policy plan

Crafting a new policy plan: how to build a compelling case

Here we go again: in a few months, it’s time to submit a new policy plan. Preferably one that effortlessly secures a substantial portion of your financial resources. You want to maintain your budgets while preserving your independence. But how do you create a compelling case file that’ll persuade both your subsidy provider and stakeholders?

That’s where we come in. A seasoned expert from Strategies and Leaders guides your team throughout the entire process, from the major outlines to the final details.

“We need to draft a new policy plan.” Sigh.

When you bring up the topic of a new policy plan, your colleagues let out a deep, collective sigh. Understandable, since for most of them, this project becomes an additional responsibility alongside their day-to-day tasks. That’s why a streamlined approach is crucial.

We help you cut through the clutter and turn this obligatory chore into a motivating project—with motivating results.

In shaping your new policy plan, we take it one step at a time, making sure everyone gets involved at the right time. This way, employees are motivated to contribute and create something remarkable.

Crafting your policy plan, piece by piece.

Want to make your subsidy provider an offer they can’t refuse? First, you need to:

• have your ducks in a row within your own organisation.
• prepare an ambitious policy plan that meets their expectations.
• link a realistic timeline to the above-mentioned file, ensuring your team and stakeholders are on board as well.
• know which levers to pull when dealing with ministers, departments, and support centres.

Rest assured: a seasoned advisor stands by you throughout the entire process.

Together with you, our consultant takes a look at what your organisation needs to achieve its goals. Then, we match this against the subsidy provider’s expectations. The result? A policy plan that secures the necessary funds and boosts your organisation.

Action plan

1. Getting started
2. Mission, vision, USP’s, and impact
3. Considering context, trends, and stakeholders
4. Decision-making based on mission and context
5. Strategic framework: strategic and operational objectives
6. Operationalising actions and indicators
7. Writing

A core group within your organisation drafts a report after each step, all to be included in the final policy plan. Our consultant is there to help your employees, ensuring the overall structure, creating the table of contents, or helping you work within the template your subsidy provider has prescribed. We closely monitor timing, too.

Step 1: Getting started

We identify key players within your organisation: employees, executives, volunteers… Together, they form the core group to lead this trajectory. They actively contribute to shaping its content and each take on a portion of the operational workload. This approach results in a case file supported by your entire organisation.

During this phase, our main focus is on the process rather than the content. We work out a detailed action plan, determine which stakeholders to involve and when, and review past policy plans and evaluations.

Step 2: Fine-tuning your mission, vision, and impact

What is the purpose of your organisation? Are all employees familiar with the mission and vision? Does your current work align with those ‘higher objectives’? Are your activities in line with your desired impact?

In collaboration with the above-mentioned core group, we assess your organisation’s current position. Now might be the time to start a parallel trajectory to tweak your overall strategy, impact strategy, fundraising strategy, communication and marketing strategy…

During this phase, we usually involve the broader organisation as well. This way, all internal stakeholders are informed about the policy plan being developed, allowing them to share their input.

Step 3: Considering your organisation’s context

What’s your reality? Which position sets you apart from other organisations? We’re here to help you explore these questions—thoroughly. During this phase, you gain insights from other organisations, learn which trends to consider, and find out which opportunities are currently arising.

This is also the right time for a target audience exercise. Who are your most important stakeholders, and what are their thoughts on your organisation? We analyse results from previous surveys or, in collaboration with your team, set up conversations, focus groups, or online surveys.

Step 4 to 7: Setting goals, charting out concrete actions, and in the meantime: writing

With a refreshed vision of where your organisation stands and where it wants to go, we guide you through concretely developing your new policy plan. Our approach depends on your specific needs.

• Making choices: Based on a SWOT analysis and an impact evaluation of prior activities, you decide which actions to take (and avoid) in the coming years.
• Crafting a strategic framework: These choices shape the framework in which you set specific goals, both in terms of content and business aspects.
• Operational planning: measurable outcomes you aim to achieve. What exactly do you want to accomplish, and when? And what budget do you allocate for each action? It’s crucial to involve your employees during this stage, something we’re happy to help you with.

Customised support and guidance

You’ve just read all about the major steps we use to guide you towards a new policy plan. In practice, we continually assess the areas in which your organisation excels independently, and where it could do with some support

You and your team are in control of the writing process. Our consultant is there to ensure the development of a sound policy plan, based on a solid action plan with clear agreements. Along the way, we point out the areas where your organisation needs further improvement, without forcing you into a follow-up trajectory. Additionally, we offer leadership coaching and support for teams with difficulties working together.

To quote one of our clients: it’s all about guiding, not blinding.

“It was our first time writing an entire policy plan from scratch. Naturally, we were dealing with many questions, doubts, and uncertainties. In times like these, a beacon to help you navigate is very comforting. Guiding without blinding is an art form, if you ask us. Thanks for being our lighthouse.”

Curious about our approach? Request a free consultation.