Development plan

What is it about?

Development plan

A Development Plan is a fundamental instrument to draw the road map in the operation of a business or foundation. It is a document that identifies, describes and analyses a business opportunity; examines its technical, economic and financial viability; and develops all the procedures and strategies necessary to convert the aforementioned opportunity into a specific business or social project.

The advantages of preparing a Development Plan lie in the fact that, on the one hand, it serves internally as a working instrument, to determine with certainty the viability of the project, develop strategies to achieve the objectives set and evaluate the progress of the project. On the other hand, externally, it serves as a business card for the company in the event that financial support or collaboration with other stakeholders is needed.

A Strategic Plan is outlined in our Governance Manual. The Foundation also has an annual plan of activities, with mechanisms for preparation, monitoring and follow-up.

Recommendations are made in a general way and others focused on certain categories or very specific variables.

Many elements of our Development Plan are the result of evaluations by USAid, CILATAM, TEC de Monterrey, and the Institute of Existential Analysis, among other entities.

Basic elements of organizational structure

4 areas

01  Social structure

  • Strategic alliances and networking.
  • Communication.
  • Marketing.
  • Volunteer management.

02  Administration and team management

  • Strategic direction.
  • Operational evaluation.
  • Governing Bodies.
  • Organizational culture.
  • Capital and human development.

03  Legal and economic management

  • Proxy Of funds.
  • Accounting and financial management.
  • Legal framework.

04  Program and project management

  • Diagnosis and project design.
  • Impact evaluation and measurement.
  • Community intervention development models.


  • The operational area of the ​​Fundación Marcelino Muñoz is the heart of the organisation – it is its reason for being. Thus, it is important to ensure that the operation is aligned and operating under the tools set forth in the Administrative Processes Manual and the Human Resources Manual that have been developed. This connection is intended to strengthen the organisation as a whole.

  • That is why there exists an integration of some mechanisms that help to deepen the improvement of the association, ensuring that progress is made permanently.

Strategic lines 2021

FMM expansion

Results measurement: Quarterly

Scope: Regional Managements


  • Number of teachers and other participants in conferences, both face-to-face and virtual
  • Number of teachers and other participants enrolled in the Teacher / Tutor Training Program
  • Design of support programs or campaigns
  • Innovative proposals, focused on attracting teachers and other participants
  • Increase in established and new activities of the Foundation
  • Fundraising
  • Number of collaborators (individuals and institutes) and agreements


  1. Main Risks and Expansion or Exit Strategy
  2. Identification, analysis and quantification of the main risks associated with the initiative.
  3. Expansion: Increase the scope of services, the number of people served, the quality of service, etc. Also, promote replications of the organisation’s model and philosophy.
  4. Exit Strategy: The failure of the Foundation can come about for several reasons: economic or financial problems, not reaching the proposed objectives, political situation, entrepreneurial or personal problems of the foundation partners, etc. Whatever the reason, there is an exit strategy that could operate in the least traumatic way possible.
  1. Specific recommendations, by categories or significant variables:


  1. Organizational structure

The organisational structure was defined in February 2020. It is established in the Governance Manual. These changes have been informed to all members of the organisation.


  1. Board of Directors (Council)

The Board of Directors is already in operation, as defined in the Governance Manual.


  1. Administration and Financial Management

3.1 The Administrative Procedures Manual has been strengthened, in areas such as budget planning procedures, purchasing and control of equipment and fixed assets.

3.2 Job Descriptions: The process of updating them, aligning them with the organisational structure, and communicating them so that all personnel know them has been completed.

3.3 Salaries and Benefits: The preparation of a salary table was completed, with clear benefit policies linked to job descriptions, performance evaluations as well as professional development plans.


  1. Donation Management

4.1 The Fund Procurement Plan and Policy Manual and Fund Management already exist.

4.2 The Foundation took the following actions:

  • I. The Foundation documents the progress of the work plan, objectives, strategies, and obstacles based on qualitative and quantitative information.
  • II. The Foundation carries out lessons learned and good practices, based on findings and recommendations presented by its Finance Committee, Measurement and Analysis Section, and other sources of feedback.
  • III. The Foundation will use this information to improve the organisation’s efficiency and projects.

       5. Technical Capacity

5.1 Theory of Change: In the Governance Manual there is a Theory of Change scheme.

5.2 Monitoring and Evaluation Plan and Institutional Evaluation

  • I. The Theory of Change is kept updated, based on a deep and detailed analysis of the problem it seeks to address, as well as the most effective intervention alternatives.
  • II. This comes prior to the development of a Monitoring and Evaluation system, which is already working.
  • III. The Foundation will also continue the evaluation initiated by the Monterrey TEC, the ORT Universities, CILATAM, USAid and others.

5.3 Research and Culture

Objective: To promote the exchange of ideas and information analysis, derived from the different programmes and research generated during the year, in order to integrate a data “laboratory” with a focus on teaching and, thus, strengthen the research culture in the MM Foundation.

5.4 Organisational Culture

Objective: Strengthen a culture of interaction and internal service, in order to reinforce the mutual support and openness of the collaborators, through the integration of new internal proposals.

Annual measurement: Internal survey

Scope: All FMM employees


  • I. Findings Plan and Improvement Plan
  • II. Quarterly monitoring
  • III. Other topics: Recommendations regarding finance and related matters
  • IV. The website was restructured to be a wholly reliable and regularly updated source of information for members of the Foundation, participants, the general public and donors.
  • V. A general policy of transparency regarding donations will be observed. For example, there will be a section in the website for donors to confirm that other actors entrust the Foundation with resources.
  • VI. The Development Plan (strategic) will be for 10 years and is reflected on our website with a consistent timeline. There will also be a presentation of our annual achievements.
  • VII. A foundation should not be too cumbersome or inefficient: for this reason there is a constant review of our administrative burden.
  • VIII. The Foundation is dedicated to education and social benefit, that is why it captures social actors and trains them. In our case the actors are mainly (but not only) teachers.
  • IX. The Foundation Council will make 10-year financial projection, with a detailed financial plan.
  • X. The Foundation will prepare its fundraising plans in a practical and timely manner.
  • XI. The Foundation will develop networking with other international foundations.