Transcript Presentation for ECOWAS Institutions
ECOWAS COMMISSION COMMISSION DE LA CEDEAO
MAINSTREAMING ECOWAS VISION AND THE STRATEGIC PLANNING PROCESS
Essien Abel Essien Director, Strategic Planning ECOWAS Commission September 2009
OBJECTIVES OF THIS PRESENTATION
•
To communicate the ECOWAS Vision 2020
•
To communicate the strategic planning process
•
To indicate the role of each Institution plays within the pyramids of success and translation developed as a backbone to the implementation process
CONTENT PAGE 1. Background 2. Where are we?
3. Role of Institutions: Linking the Vision to Your Roles 4. Pyramids of Success and Translation
VISIONING
“Two important tools available to aid Management think strategically-- Visioning and Scenario building - by identifying what is on the horizon, signals of change in specific sectors of the macro environment (social, technological, economic, environmental, and political) and suggesting their implications.”.
Visioning is more than writing vision statements that are framed and hung on a wall.
Begins with the development of a vision for the organization and identifying the desired states of that organization. A vision is a realistic, credible, attractive future for an organization to aspire to Proceeds to developing strategies to achieve those desired states and goes on to scanning the environment to discover what things will hinder or help achieve those strategies.
STRATEGIC PLANNING (1 OF 3)
• • • •
Management is often so preoccupied with immediate issues that they lose sight of their ultimate objectives.
The preparation of a strategic plan is a virtual necessity, particularly when an organization has adopted a vision.
It may not be a recipe for success, but without it, an organization is much more likely to derail/fail.
Strategic Planning:
o
Serves as a framework for decisions or for securing support/approval
o
Provides a basis for more detailed planning.
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Explains the business to others in order to inform, motivate & involve
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Assists benchmarking & performance monitoring
o o
Stimulates change and become the building block for the next plan Enhances Visibility
STRATEGIC PLANNING (2 OF 3)
Key Steps from Vision to Programs
Vision Mission Values Goals / Objectives Strategies Programs
A pen picture in three or more years time in terms of its likely physical appearance, size, activities, etc Purposes of the business—in soft or hard statements (What business vis. reason for existence) Governing the operation of the business and its conduct or relationships with society at large, customers, suppliers, employees, local community and other stakeholders.
Specific interim or ultimate time based measurements to be achieved by implementing strategies in pursuit of the organization objectives. Should be quantifiable, consistent, realistic and achievable The rules and guidelines by which the mission, objectives etc. may be achieved, organic growth, or acquisition plans, or they can relate to primary matters in key functional areas Sets out the implementatio n plans for the key strategies. These should cover actions, time-scales, deadlines, budgets and performance targets.
STRATEGIC PLANNING (3 OF 3)
Key Steps in Developing a Strategy
Strategic Thinking Road Mapping Goal and Objective Setting Capacity Gap Communicate the Plan
Explore the critical Issues Identify a range of possible routes to your goals and Investigate ‘stepping stones’ for each route Identify and prioritize the goals and objectives – be as specific as possible Identify any gaps or discrepancies in your knowledge and experiences Communicate to the different constituents
WHERE ARE WE?
- ECOWAS VISION
•
To create a
borderless, peaceful
,
prosperous
and
cohesive
region, built on capacity to
good governance access
and
harness
and where people have the its enormous resources through the
creation of opportunities environmental preservation
for
sustainable development
and
• • • • •
KEYWORDS
Borderless Peace Prosperity Cohesion Good governance
ENABLERS
• • • Access Harnessing Creation of opportunities
OBJECTIVES
• • Sustainable development Environmental preservation
ROLE OF STRATEGIC PLANNING DEPARTMENTS
• • • • • • Coordinates between the implementation of these plans in syn with the overall vision of the organization.
Aims at directing the resources of an organization towards achieving the priority goals along with continuous development of the implementation stages Aids implementation through a system of monitoring and evaluation. thereby raising the awareness of the employees on all related activities and plans.
In a much more global outreach organization, it will also assist in the coordination of regional systems and policies.
Seeks to help the different constituencies and sectors within the organization in setting their strategic plans Ensures effectiveness and efficiency in the organization.
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STRATEGIC PLANNING UNIT
MANDATE 1 Formulate a regional strategy based on regional integration and aligned with the development agenda of the NEPAD Framework MANDATE 2 Ensure conversion into operational, sectoral, regional and national programs MANDATE 3 Develop a detailed regional strategic plan indicating key implications and strategic options for implementation MANDATE 4 Develop short/medium and long term work plans MANDATE 5 Develop a mechanism for facilitating coordination of the Commission strategic plans in collaboration with the Commissioners and Directors.
MAJOR STEPS - STRATEGIC PLANNING (1 OF 3)
How are we going to do this?
We need to be clear about the objectives of the ECOWAS region / Commission We need to appreciate the resources we have available to meet these objectives Allows us to consciously be responsive to the demands of the Community •
Determine our main strategic mandate
•
Determine our strategic vision & mission
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Carry out a SWOT analysis to appreciate our strengths and identify our obstacles
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Define our critical issues
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Decide what resources are required
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Define goals and intermediate and short-term objectives
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Develop a strategy profile for the future
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Draw an action timetable Institute a Strategic Planning and Programming System
MAJOR STEPS - STRATEGIC PLANNING (2 OF 3)
Activities: Phase I Program and Plan Synthesis Established an Institutional Framework Arrangement Defined a clear process strategy Draft the Zero Version of the Strategic Plan Details
• Analyze Planning Documents • Establish linkages • Management Committee • Strategic Planning Steering Committee • Strategic Planning Operational Committee • Participatory Approach • Ownership • Acceptability/ • Commitment • Stakeholders Confidence • Agenda • Mission • Core Values • Environmental Scan • Strategic Framework • Implementation Strategy
MAJOR STEPS - STRATEGIC PLANNING (3 OF 3)
Activities: Phase II
Develop an Action Plan Communicate Strategic Plan to internal and external customers Develop Capacity Building Plan having identified capacity gaps Institute a planning & programming system within a program planning cycle •
Details
Identify planning issues • Develop Performance Indicators • Set up different Stakeholder Forums • Develop a Communication Plan • Carry out costing and integrate into a multi year budgetary framework • Develop a capacity building plan • Monitoring and Evaluation System • Supportive ICT infrastructure • Implementation Review Reports • Midyear Execution Report • President’s Annual Review Reports
WHERE ARE WE AT THE COMMISSION?
The region has adopted the 2020 Strategic Vision which sets out a clear strategic direction
We are clear about our main strategic mandate, vision and mission
The 2010 2014 Strategic Plan has been submitted to Management
We have aligned the strategic plan with the 2020 Vision
We have commenced the preparation of the medium term action plan that will define the activities under the Strategic Plan
We have started defining the programs / projects / activities under the Strategic Plan
Other plans such as the Capacity Building Plan, Communication Plan etc. to support and announce the strategies are being developed
ROLE OF INSTITUTIONS - PRIORITY GOALS
1. Promote good governance and upgrade the conflict prevention, management and resolution mechanism 2. Promote a competitive business environment 3. Sustained development and cooperation in the region 4. Deepen economic and monetary integration 5. Reinforce Institutional Capacity 6. Strengthen the mechanism for integration into the global market
THE SOCIAL CHARTER FOR THE PEOPLE
Peaceful Region Borderless Region Serene, Calm, Non Violent Good Governance Region ECOWAS INSTITUTIONS Control, Supremacy Unity , Consistency, Solidity, Organization Cohesive Region Seamless, No Limits, No Boundary Prosperous Region Affluent, Wealthy, Rich, Thriving
PYRAMID OF SUCCESS
Where are we going?
A borderless, peaceful, prosperous and cohesive region, built on good governance, and where people have the capacity to access and harness its enormous resources through the creation of opportunities for sustainable development and environmental preservation.
How are we going to achieve this?...What plan should we follow?...How do we know when we have met our goals?...How do we keep on track?
VISION MISSION What are we here to do?
Coordinate all activities leading to the promotion of cooperation and integration among member states in order to raise the living standards of its people, by enhancing their capacity to access and harness resources, maintain political and economic stability, through the pursuance of sound economic management and good governance, and adopting dialogue as a means of fostering relations among member states.
STRATEGY CAPABILITIES Processes Good
Good Governance
Institutions ARCHITECTURE Technology Facilities Funding Organization Culture People How do we do this?
The methods and tools necessary to achieve our mission. It involves preparing the best way to respond to the circumstances of the organization's environment, whether or not these circumstances are known in advance
How should we structure our capabilities to realize value and work efficiently as an organization?
PYRAMID OF TRANSLATION
ECOWAS CITIZENS Programs/projects can only be successfully delivered to ECOWAS citizens within an established program management framework.
PROGRAMS /PROJECTS END POINT of Delivery to ECOWAS Citizen
There is a need to ensure that only viable programs/projects (aligned to the vision) are embarked upon, internal resources are properly directed for effective implementation, and resources are properly managed to ensure program/project sustenance over time.
Managing the financial resources for the programs and projects A process management system defines how a business operates and the way in which it delivers value to both to its internal and external customers.
Processes involve both manual and automated activities, and integrating these activities into a seamless and harmonious flow provides process excellence and competitive/cost cutting advantages.
FINANCE (management) PEOPLE MGMT SYSTEM ICT FACILITIES CULTURE PROCESS MANAGEMENT SYSTEM
Business Process Manua l Ownership/ Responsibilities Business Rules/ Authority Limits/ Operations Manual Key Performance Indicators Reports Forms Automation Support Data These are key drivers of an effective process management system as they continuously ensure that the right people occupy the right positions, and they possess the right tools to carry out their duties.
Having defined the vision, finances must be sourced in house and through external channels to translate the vision into reality.
FINANCE (mobilization of resources) ECOWAS VISION
START POINT of Delivery to ECOWAS Citizen
CONCLUDING REMARKS
• • • • • • • The regional architecture has to fit the vision.
Architectural Review should be in seven key areas Institutional Arrangement Process Redesign Control Systems Communication ICT Infrastructure Financial Strategy Strategic Alliance