STRATEGIC PLAN. Research & Development Committee INTERNATIONAL DESALINATION ASSOCIATION (IDA)

Transcription

1 STRATEGIC PLAN Research & Development Committee INTERNATIONAL DESALINATION ASSOCIATION (IDA)

2 Executive Summary Page 2 of 44

3 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. Page 3 of 44

4 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: Business Plan..Page 41 Page 4 of 44

5 Section 1 Introduction And Project Description Objective of the project Scope of work Methodology Deliverables Page 5 of 44

6 INTRODUCTION AND PROJECT DESCRIPTION Page 6 of 44

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8 Section 2 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. Page 8 of 44

9 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 Initiatives Vision & Mission Measures Strategies Objectives Page 9 of 44

10 Section 3 Current Situation The current situation was adopted for the IDA strategic plan with minor modifications. Page 10 of 44

11 CURRENT SITUATION The following SWOT is from the IDA Strategic Plan 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) Page 11 of 44

12 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 Page 12 of 44

13 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 Page 13 of 44

14 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 Page 14 of 44

15 Section 4 Vision & Mission Vision: Where we want to be Mission: Why do we exists Page 15 of 44

16 VISION & MISSION VISION IDA R&D Committee will be the global platform for research and development in water desalination and water reuse. Page 16 of 44

17 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. Page 17 of 44

18 Section 5 Strategies Map The strategic map describes the road map for IDA R&D committee toward achieving the committee s vision. Page 18 of 44

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20 Section 6 Objectives Strategy Objective Customer Perspective Internal Processes Perspective Innovation, Learning & Growth Perspective Financial Perspective Page 20 of 44

21 Strategy Objectives Customer Perspective OBJECTIVE 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 Financial Perspective 8 Increase innovative contribution 9 Increase members motivation 10 Increase R&D funding 11 Increase Cost saving/avoidance in the water desalination and water reuse industry Page 21 of 44

22 Customer Perspective INTERNATIONAL DESALINATION ASSOCIATION (IDA) OBJECTIVES OBJECTIVE DEFINITION MEASURE Increase Number of R&D centres joining IDA through R&D IDA Increase Number of Clients seeking R&D IDA services/consultati on Increase Direct financial R&D project support Indirect facilitation R&D project support Increase Customer satisfaction 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. 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. 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. 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. 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. % of increase in Number of centres % of increase in Number of customers seeking support % increase in fund for direct support % increase in Number of direct (non-financial) research support Customer Satisfaction Survey results Page 22 of 44

23 Internal Processes Perspective INTERNATIONAL DESALINATION ASSOCIATION (IDA) OBJECTIVES OBJECTIVE DEFINITION MEASURE Enhancing By this objective R&D IDA aims to excel Time required to Support at the process of providing suburb completing a services services to their customers in terms of support service Process nonfinancial support services. This process. objective will be gagged by the customer satisfaction. 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. Page 23 of 44

24 Innovation, learning & growth perspective INTERNATIONAL DESALINATION ASSOCIATION (IDA) OBJECTIVES OBJECTIVE DEFINITION MEASURE 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. Increase innovative contribution 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 innovative ideas supported by R&D IDA Number of ideas evaluated by R&D IDA (evaluation or funding) Number of incentive programs per member Page 24 of 44

25 Financial perspective INTERNATIONAL DESALINATION ASSOCIATION (IDA) OBJECTIVES OBJECTIVE DEFINITION MEASURE 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 R&D funding Increase Cost saving/avoida nce 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 % increase in funding amount % of cost saving /avoidance Page 25 of 44

26 Section 7 Measurements The following measurement template is used to define the measures for each objective and the formula used to calculate the measures. Page 26 of 44

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41 Section Operating Plan The operating plan is the short team plan that spans over one year to achieve the committee objectives. Page 41 of 44

42 No Objective Measure Increase Number of R&D centres joining IDA through R&D IDA 1.1 % of increase in Number 2 Increase Number of Clients seeking R&D IDA services/consultation 2.1 % of increase in Number of customers seeking support 3 Increase Direct financial R&D project 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 Increase Customer satisfaction 5.1 Customer Satisfaction Survey results 6 Enhancing Support Services Process 6.1 Time required to completing a support service process. 7 Enhancing funding process 7.1 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 Increase members motivation 9.1 Number of incentive programs per member 10 Increase R&D funding 10.1 % increase in funding amount 11 Increase Cost saving/avoidance in the water desalination and water reuse industry Operational Initiatives 11.1 % of cost saving /avoidance Page 42 of 44

43 Section Business Plan The business plan is the long team plan that spans over three years to achieve the committee objective. Page 43 of 44

44 No Objective Measure Increase Number of R&D centres joining IDA through R&D IDA 1.1 % of increase in Number 2 Increase Number of Clients seeking R&D IDA services/consultation 2.1 % of increase in Number of customers seeking support 3 Increase Direct financial R&D project 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 Increase Customer satisfaction 5.1 Customer Satisfaction Survey results 6 Enhancing Support Services Process 6.1 Time required to completing a support service process. 7 Enhancing funding process 7.1 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 Increase members motivation 9.1 Number of incentive programs per member 10 Increase R&D funding 10.1 % increase in funding amount 11 Increase Cost saving/avoidance in the water desalination and water reuse industry 11.1 % of cost saving /avoidance Strategic Initiatives Page 44 of 44