1 corporate strategic plan 2011 – 2015 volume 2 corporate strategic plan 2011 – 2015 volume 2...

1

Corporate Strategic Plan2011 – 2015

Volume 2

Local Governance Our Pride

BOTSWANA ASSOCIATION OF LOCAL AUTHORITIES

BALA Strategic Plan 2010 - 2015

2Strategy Statement

Ladies and Gentlemen we as Batswana must take charge of our own destiny, build on what our fore fathers have achieved in terms of good governance, democracy and development and in order a successful future for our generations to come.

We have identified a good number of products/opportunities of which we will develop business plans to inform their implementation one such product is the investment vehicle which we will pursue to ensure financial sustainability of BALA and its members. We can no longer continue to rely on Government and Donors as our primary sources of revenue. May I emphasise that we can only reach our dreams of being a financially sustainable organisation through commitment hard work and dedication.

This five year strategic plan is aimed at complementing governments development agenda stipulated in the National Development Plan 10 the Millennium Development Goals and Vision 2016 It is against this background that the planning duration is tight to these important milestones.

An finally I would like to urge the staff of BALA to be ruthless in pursuit of excellence if we are to be a “Model of

excellence in the promotion of local governance”. We need to have self-discipline of the highest order, we need to be

persistent in our resolve to reach our personal and organisational goals, preserve and have unwavering belief in

ourselves to be able to take the organisation to the next level. The transition of BALA from an unknown and probably

irrelevant organisation to a robust local governance body which is transparent, customer driven, and accountable is

inevitable.

The BALA Strategic Plan is a consequence of extensive and intensive environmental analysis, business review process, market evaluation and a transformation process that encompasses all stakeholders; Government Vision 2016 as well as customer service evaluation to create a high value and financially sustainable organization.

The strategic plan focuses on a five year development plan that will ensure that BALA plays a leading role in ensuring robust local governance, and local economic development through partnerships with stakeholders.

M MORUAKGOMO

From The PRESIDENTS DESK

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INTRODUCTION AND HISTORICAL EVOLUTION OF THE ASSOCIATION

Botswana Association of Local Authorities was established in 1983 to promote unity, solidarity, cohesion and cooperation among Local Authorities in Botswana. The overriding objective of BALA‘s establishment was to contribute towards a strong, democratic and developmental local government in Botswana. Complementing this broad overall objective is a set of specific, mutually reinforcing objectives which guides the strategic foundations of BALA to-date. These objectives are, to:

1. Promote and strengthen local governance2. Provide advice and guidance to local authorities3. Provide training to BALA members4. Provide opportunities for discussing issues of common interest5. Formulate common policies on issues affecting local government6. Collaborate and engage in dialogue with central government.7. Build partnerships, networks and coalitions with strategic organisations locally, regionally and

internationally

SECTION 1 : Introduction & Historical Evolution of BALA


4

Service Excellence

We shall conduct our business with a high degree of honesty and integrity at all times

Integrity

We shall strive to exceed customer expectations at all times

Customer Satisfaction

We will be accountable for all our actions to our customers and stakeholders

Accountability

We shall uphold the principles consultation and dialogue with all our stakeholders on all policy issues that affect them

Consultation

We shall give our customers service of exceptional quality at all times during our interactions with them

CORE VALUES

Autonomous Non govt organisation established

BALA HISTORICAL BACKGROUND

BALA WASFORMED

1983

BALA office set up as a precondition for funding by EuropeanUnion

1997

First CongressHeld in Gantsi

1ST CONGRESS

1984

BALA developed agreement with Local GovtAssociation UK & Urban councils association of ZimbabweFredrick Ebert Foundation

Initial PartnershipAgreement

1998/99

BALA OFFICE SET UP

2004

Women's commission was establishedTo ensure that government and other local governance structure are gender sensitive

WomenCommission

2006

Gender & LocalGovt

2008

BALA’s historical background has been fairly challenging

Establishment of the OfficeIncrease funding from Central Government (P 2 million in 2008)First strategic Plan 2007Acquisition of Palapye Plot.

MAJOR SUCCESSES

4

Local Democracy

Project

In PartnershipWith FredrickEbert FoundationFor all LocalAuthorities till 2010

In partnershipWith Gender Links

MAJOR CHALLENGES

Budgetary challengesUnable to attract and retain skilled staffPolitical commitment to the association

5

An Open, Democratic and

Accountable Nation

Open and Transparent Governance

Sustainable Economic Growth

Promotion & strengthening of local governance (Leadership & local democracy)

Improve quality of life for all through effective service delivery … in partnership with stakeholders

Strengthening and deepening existing as well asdeveloping new initiatives for an efficient, transparent, accountable & responsive government & administrative structures in service delivery.

Fostering an enabling environment that promotes responsive citizenship and enhanced access to public information.

NDP 10Ch 9&14

Participatory Democracy

A Prosperous, Productive &

Innovative Nation

Vision 2016

GoB/UNDP

Build partnerships, networks & coalitions with strategic organizations (Policy Advocacy / Research & KM

BALA

INTERGRATION WITH GOVERNMENT AND INTERNATION PROGRAMS

6

ORGANISATIONAL REVIEW

• Every strategic planning process must be preceded by an organisation review. The main purpose is collect information about the current reality of the organisation to inform decision making about the intended future outcomes of BALA. This makes the planning process to more objective and focused on the current reality of the company as opposed to assumptions of what could be the problems of the company.

• For our purpose therefore, the review was done by an independent and impartial consultant using the frame-work on the following slide. You will realise that the frame-work is made up of six categories or assessment areas. This is a slight extension or modification of the traditional Balanced Score Card Frame Work to include leadership and measurement and analysis assessment areas.

• However due to time limitations, it was not possible to cover all assessment areas. We therefore restricted ourselves to Leadership, Peoples management & Stakeholder analysis.

• The conclusions drawn for this reviews were used to formulated strategic goals, plans and future programs for BALA.

• In the following slides you will find the general frame work used as well as some of quantitative findings of current picture of the company that represents areas for improvement.

SECTION 2 : Past Performance Review

SITUATIONAL ANALYSIS FRAME WORKLEADERSHIP

CAPTAIN OF THE BOAT

INTERN

AL PROCESSES

FINAN

CIAL

PEOPLE MANAGEMENT

MARKET & STAKEHOLDER SATISFACTION

MEASUREMENT &

ANALYSIS

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LEADERSHIP REVIEWAssessment Area Rating

Set direction for the organization. 50%

Enrolment and involvement of people in the vision, mission and values. 30%

Encourage and support people to achieve their objectives and targets 65%

Communication 60%

Involvement with stakeholders & Partners 80%

Performance management 30%

Trust openness and transparency 70%

Competency 80%

Overall Assessment Index 58.15%

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PEOPLE MANAGEMENT REVIEW

Assessment Area Rating

Awareness of BALA strategy. 50%

Team work and interdepartmental synergies 67%

Encouragement and achievement orientation 50%

Knowledge and ownership of responsibilities 50%

Motivation 65%

Job Continuity (Likely to stay for 2 -3 year) 50%

Prospect for growth 55%

Overall Satisfaction Level in the organization 66%

Overall Assessment Index 56%

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AGE ANALYSIS

YEAR NUMBER %

1940s 1 10%

1950s 0 0%

1960s 2 20%

1970s 5 50%

1980 2 20%

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EDUCATION /SKILLS ANALYSIS

QUALIFICATION NUMBER PEOPLE %

Degree 5 50%

Diploma 1 10%

JC 1 10%

Cambridge 1 10%

Master Degree 2 20%

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BALA ORGANOGRAMBOARD OF DIRECTORS

(PRESIDENT)

FINANCE OFFICER

PROGRAM MANAGERCAPETOWN

EXECUTIVE SECRETARY

FINANCE MANAGER PROGRAM MANAGER COMMUNICATIONSOFFICER

P3PROGRAM MANAGER

ADMIN OFFICER

DRIVERMESSENGER

INTERN FINANCE

OFFICEASSISTANT

PROCESSFACILLITATORS

PROCESSFACILLITATORS

Service improvement

Process Reengineering

Financial Management

Local Economic Development

FINANCE MANAGERCAPETOWN

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13

Service Excellence


Integrity




Accountability


Consultation


CORE VALUES

STAKEHOLDER ANALYSIS

STAKEHOLDER Current Impact

Interest STAKEHOLDER Current Impact

Analysis

Parliament 4 -high Policy & Legislation Asset Managers 4-high Investment

Cabinet 4- high Policy and Legislation Councils 4- high Members & partnership

Media 4-high Publicity Unions 3 -medium Lobby & advocacy

Ministry of Local Government 4 -high Funding & Policy Implementation

Ministry of Local government

4- high Financier & Main stakeholder.

United Nations Development Program

3 -medium Funding & Technical Cooperation

University of Botswana

3 -medium Research

SIDA 3-Medium Funding & Technical Cooperation

Commercial Banks

4-high Loans/funding

Fredrick Ebert Foundation 4- high Funding & Technical Cooperation

Property developers

4-high Investment/Partnership

OSISA 2- low Funding & Technical Cooperation

Construction Companies

2- low Project Implementation

Land Boards 3- medium Land Issues NGO 3 -medium Collaboration

Independent Electoral Commission

2 -low Local Governance Consultant 3 -medium Advisory & consultancy

UCLGA 3-Medium Partnership Private Sectors 3 -medium Investment partners/donors

Association of Local Authorities (regional & International)

3-Medium Partnership Sports Council 3 -medium Partnership

CLGF 3-Medium Partnership Youth Council 3 -medium Partnership

Gender Links 3-Medium Partnership & Gender Issues

Churches 3 -medium Partnership

One of the objective of BALA is build partnerships with stakeholders locally, regionally and internationally. Stakeholder analysis is done with the view to ascertain the possible impact on the organisations strategic goalsThe criteria used is a scale of 1 to 5. 1 being low impact and 5 being the highest impact.

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Service Excellence


Integrity




Accountability


Consultation


CORE VALUESVision Statement

It outlines what the organization wants to be, or how it wants the world in which it operates to be. It concentrates on the future. It is a source of inspiration. It provides clear decision-making criteria

Mission Statement The Mission statement defines the fundamental purpose of an organization or an enterprise,

succinctly describing why it exists and what it does to achieve its vision It tells you the fundamental purpose of the organization. It defines the customer and the critical

processes that organizations would follow to create customer value. It informs you of the desired level of performance.Our Values

Values describe the behaviours and beliefs that the association embodies. It describes the culture and philosophical orientation of the company. Values are bedrock on which the strategy and future success of the company is built and depends on.Critical Success Factors

Critical Success Factors are the core competencies, the skills and know-how that the company should posses in order to be competitive. Some authors defined CSFs as those factors that an organisation must excel at in order to be successful both in the long and short term.

In the following slide you will find the mandate and strategic foundations of the association.

SECTION 3 : Strategic Foundations

14

BALA Strategic Plan 2010- 2015

15Strategic Aspiration Statement & Intent

BALA was formed with overriding objective of contributing towards the establishment of a strong democratic and development local governance in Botswana.

The specific objective were to:

1. Promote Local governance 2. Provide advice to local authorities.3. Provide training to members.4. Provide opportunities for

discussing issues of common interest

5. Formulate policies on issues affecting local government

6. Collaborate and engage in dialogue with central government

7. Build Partnerships, net works and coalitions with strategic organisations locally, regionally and internationally.

1. To increase our revenue base to achieve a threshold of P15 million by year 2011/12 and increase further to P46 Million by year 2015

2. To facilitate the development of a Robust Local Governance in Botswana

Organisational Efficiency & Effectiveness

Financial Sustainability

Marketing &Communication Proficiency

1

2

3

Vision: “To be a model of excellence in the promotion of local governance ”

Mission: To enhance Good Governance through Local Democracy and the provision of Cost Effective Quality Services to Our Stakeholders

MANDATE CRITICAL SUCCESS FACTORS STRATEGIC INTENT

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Service Excellence


Integrity




Accountability


Consultation


CORE VALUES


16

Service Excellence


Integrity




Accountability


Consultation


CORE VALUES

SWOT Analysis Impact – Internal Strengths and Weaknesses

Internal Strength Current Impact

Analysis Internal Weaknesses

Current Impact

Analysis

Competent People Medium Impact

BALA has a team of young and highly qualified 70 % of them with degree and higher.

Weak Balanced Sheet

Severe Impact

Strategic Partnership High Impact

Strategic partnerships with SGLF and P3 on promotion of Local governance and transparency in Botswana

Weak funding base Severe Impact

Competent Board of Directors

Medium Impact

Board members are highly experienced people of local governance and democracy and have held key positions in government and private sector

Weak Revenue Generation Strategy

Severe Impact

Strong Membership base

Medium Impact

BALA has a very strong membership base across all councils in Botswana

Weak Internal Controls

Medium Impact

Weak Brand Awareness

Medium Impact

The brand value should be synonymous with the business model & value proposition of the organisation

BALA internal strengths that requires the organisation to build on and derive some advantage from them some internal weaknesses that need to be addressed in order to mitigate their current future impact on the performance outcomes of the organisation

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17

Service Excellence


Integrity




Accountability


Consultation


CORE VALUES

SWOT Analysis Impact – Internal Strengths and Weaknesses

Internal Strength Current Impact

Analysis Internal Weaknesses

Current Impact

Analysis

Established Secretariat

High Impact

Established secretariat give stakeholders and donor confidence that BALA is serious about its business

Board Secretariat Link

Severe Impact

There appears to be no role clarity between the Board and Secretariat.

Investment Opportunities

High Impact

BALA already has a plot in Palapye plot and other investment opportunities in the country that has potential generate revenue for the organisation

Out dated Constitution

Severe Impact

The constitution is out dated and needs to be reviewed to bring it in line with the New Local Government Act and modern times of organisational operations.

Ministry of Local Government Funding

High Impact

BALA has enjoyed funding support from the MLG some time.

Lack of participation by members

Severe Impact

BALA internal strengths that requires the organisation to build on and derive some advantage from them some internal weaknesses that need to be addressed in order to mitigate their current future impact on the performance outcomes of the organisation

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Service Excellence


Integrity




Accountability


Consultation


CORE VALUES

SWOT Analysis Impact – External Opportunities and Threats

External Opportunities Current Impact

Analysis External Threats Current Impact

Analysis

Stable Political Environment

High Impact

Botswana Political environment is very stable and conducive for economic and social development

Political Division Severe Impact

BALA memberships spans across the political divided

Investment Partners Medium Impact

There are investment partners waiting to partner with BALA on a number of project such as Palapye plot Project

Inflation Medium Impact

.The rising inflation makes access to funding more difficult for BALA

Investment Climate High Impact

Botswana has a very good investment climate for both local and international investors

Global Recession Severe Impact

World Recessions has resulted in budgetary constraints for donor agencies

Recognition under the act

High Impact

BALA is already recognised by the Local Government Act

Dependency on government funding

SevereImpact

Over dependency on government support makes reduces the autonomy of organization to undertake some of the initiatives and action programs

Access to Donor Funding

Medium Impact

High Impact

There exists for BALA some immediate opportunities that could leverage the organisation and its profitability. Likewise there also exists some threats that could encroach on BALA’s potential target base.

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• The Corporate Strategic Goals and objectives are long range aims and aspirations of the organisation

• They represent an aspirations of what the organisation intends to achieve in future, the customers to be served and the targets to be met.

• Strategic goals and objectives also operationalises the vision and mission of the company.

• In the following slide we introduce two other ingredients to the strategic objectives viz strategic themes. The strategic themes are the two fundamental business intentions that BALA intends to pursue and these are REVENUE GROWTH and FACILLITATION OF A ROBUST LOCAL GOVERNANCE.

• The who strategic agenda of the association is underscored by the two themes. This gives the association a strategic focus.

SECTION 4 : Strategic Goals & Objectives

1. Increased Revenue

2. Improving Operational Efficiency

Facilitatin

g R

ob

ust

Lo

cal Go

vernan

ce

Reso

urce M

ob

ilizatio

n

Stakeholder Marketing

Two strategic themes

Vision: “To be a model of excellence in the promotion of local governance ”

Mission: To enhance Good Governance through Local Democracy and the provision of Cost Effective Quality Services to Our Stakeholders

Local Economic

Developm

ent

QUADRANT /PILLARS OF EXCELLENCE

OUR ROAD MAP TO EXCELLENCE

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We undertake to minimise risk through good corporate governance

Strategic Themes & Goals

Drive risk management and compliance

Two major strategic THEMES were identified from the listed opportunities; i.e. INCREASE REVENUE and OPTIMISE OPERATIONAL EFFICIENCY.

STRATEGIC INTENT:

To become financial

sustainable organization

(turnover BWP 46

million) and facilitate a

Robust Local Governance by year 2015

Increase member contribution (P 5million)

Prudent FinancialManagement

Intensive project marketing

Drive customer service& Stakeholder value

propositions

Reduce Voter ApathyIncrease Voter Turnover

Reduce Poverty Datum Line

Increase Employment Levels

Improve Political Leadership Accountability

to Local structures

ResourcesMobilisation

Intensive StakeholderMarketing

Facilitate a Robust

Local Governance

Enhance Local Economic

Development

OPTIMISEOPERATIONAL

EFFICIENCY

INCREASEREVENUE

BASE

Investment in high value added areas

(Capital & Human Resources)

• ROI• Cost Savings• Investment Value• Turnover• Member & Donor Contribution• No of Income Sources

• Level of participation in Civic Activities

• Local Democracy Ratings• Poverty Datum Line• Per Capital Income Level• Environmental

sustainability

STRATEGIC INDICATORS

STRATEGIC INDICATORS

22

CUST

OM

ER &

ST

AKEH

OLD

ERFI

NAN

CIAL

INTE

RPRO

CESS

ESPE

OPL

E M

ANAG

EMEN

T

Attract & Retain Strategic Skllls

Employee Satisfaction

Leadership Effectiveness

CorporateGovernance

Project DeliveryEffectiveness

Service DeliveryEffectiveness

Investment

Increase revenue base

IIncrease Donor

ContributionFund Raising

PolicyImplementation

Customer & StakeholderSatisfaction

Improve Local

Democracy

ROBUSTLOCAL

GOVERNANCE

Program Imapct

FinancialPrudence

StakeholderMarketing

A ROLE MODEL OF EXCELLENCE IN THE PROMOTION OF LOCAL GOVERNANCE

VISION

Local EconomicDevelopment

Budget Performance

Integration

Adherence to Financial

Procedures

THE STRATEGY MAP

23

STRATEGIC GOALS

STRATEGIC GOAL MEASURE BASELINE TARGET(by year 5)

YR 2011

YR 2012

YR 2013

YR 2014

YR 2015

To become a financially sustainable organization in 5 years

Income in BWP P 3 million P15m P18m P26m P38m P46m

To strengthen local governance and democracy in 16 councils in Botswana

Local democracy ratings in 16 council

60% 85% 65% 70% 75% 80% 85%

Enhance Local Economic Development

Employment Level

75% 85% 77% 79% 81% 83% 85%

Poverty Datum 34% 24% 32% 30% 28% 26% 24%

Per Capita Income

Unknown 10% 2% 4% 6% 8% 10%

Strengthen the capacity of Local Authorities to improve service delivery.

Adherence to service standards

65% 100% 80% 90% 100% 100% 100%

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2010 2011 2012 2013 2014 201505

101520253035404550

Revenue Growth BWP Million Projected Over Five Years to 2015

Revenue (Million)

BWP

(Mill

ion)

25

• This section covers operational objectives, targets and measures. The purpose is to ensure that the strategic goals are unpacked into achievable and more short term targets..

• This is where the planners come up with departmental objectives and targets that are derived from the corporate goals. These are sometimes referred to as operational measurements and targets.

• These measures are formulated on a perspective by perspective basis covering all the four perspectives of the BSC.

• You will note that some of the objectives have not been assigned some targets hence you will see the sign TBD meaning To Be Decided.

• The action plans on the other hand represents more tactical planning. They tend to change more frequently and rapidly. These are the most important activities as they act as the drivers and lead indicators of both operational objectives and strategic goals alluded to above.

SECTION 5 : Operational Goals & Objectives

26

PERSPECTIVE PEOPLE MANAGEMENTOBJECTIVE MEASURE TARGETATTRACT & RETAIN STRATEGIC SKILLS Retention Level

(Staff turnover )95%

EMPLOYEE SATISFACTION Employee Satisfaction Index 75%IMPROVE ORGANISATIONAL CULTURE LEADERSHIP EFFECTIVENESS RATING IN

%70%

CORPORATE GOVERNANCE Adherence to Corporate Governance Procedures(Anti-Corruption Policies)

100%

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PERSPECTIVE INTERNAL PROCESSES

OBJECTIVE MEASURE TARGETProject Delivery • Adherence time

•Adherence to budget•Adherence to quality (standards)

90%

Stakeholder Marketing •No of partnerships agreements• No of Jobs Created.•No joint ventures

8 P/ AgreementsTBD (by 2011)

Policy Implementation Policy review time frame.•Constitution•Human Resource Policies•Financial Management Policies

February 2011

Program Impact•Capacity building•Gender mainstreaming•Advocacy & lobbying

•Local democracy

• Code of Conduct for Councillors•E-governance

Program up take level in the community in % by sector• No of councillors with PDP•No Councils with gender action plans/mainstreaming• No of consultations by government on all local govt. policy matters.•Inclusion of consultation clause in the local govt. Act.•Establishment of parliamentary select committee on local governance.

• Level of voter turnover•Level of participation in civic activities( CBOs)Level of Collaboration between local level institutionsLevel of AdherenceLevel of computer literacy amongst councillors

50%40% (country wide)100%100%

TBD by 2011

80%

100%100%70% in 3 years

28

PERSPECTIVE Financial PerspectiveOBJECTIVE MEASURE TARGET

Investment •Return on Investment •Level of investment•Dividend earnings

20%/yearP 50 Million30%

Increase Revenue base No of income streams 5Fund Raising BWP raised in millions P 1 Million /yearDonor Contribution BWP generated P 3 million

Member contribution % of own revenue (0.05%) (at least P 5millon)

Consultancy Services & Training Amount accrued from services P 4 million/year

Government support BWP generated P 1.6 million

Prudent Financial Management Cost/waste reduction 20%

Budget Performance Integration % variance against budget 5%Adherence Financial Procedures % Compliance Level 100%

Annual turnover BWP amount P 14.6 Million

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PERSPECTIVE Market & Stakeholder PerspectiveOBJECTIVE MEASURE TARGET

Customer & Stakeholder Satisfaction Customers Satisfaction Index 70 %

Local Economic Development Level of Employment 85%Poverty Datum Line 24%Per Capita Income (growth rate/year) 2%

Customer Service Delivery Adherence to customer service standards 100%

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STRATEGIC GOALS STRATEGIC OBJECTIVES ACTIVITIES Output outcomeCustomer & stakeholder satisfaction

1.Communication Newsletter,public lectures/hearings,websitePlatformFull Council Address

2500 copies/quarter3 public lectures /yearFunctional website2 publications16 meetings

Level of awareness of target stakeholders-90%

2.Timely service Develop Service standards Service standards in 2 years Adherence 100%

Capacity building Training on councillors/StaffSeminars/workshops

Data base of skills & Expertise

No of training sessionsNo of councillors/staff trained- 16 councilsTo be developed by 2011

Skill and competency levels -60%Access to information/skills

Customer Satisfaction Conduct surveys One every three years CSI – 70%3.Research Identify research topics One research topic/year Impact on

policy reviewOutreach Community mobilisation

Education Frequency of Public Meetings 10/year

Level of awareness of target stakeholders-90%

4.Strategic partnership Sign agreements No of signed agreements - 8 Organizational sustainability

Local Democracy 1. Consultation BALA Congress

BALA Conference

Once in two years

Annually

Organizational LegitimacyPolicy & resolutions

STAKEHOLDER & MARKET PERSPECTIVE

31

STRATEGIC GOALS STRATEGIC OBJECTIVES

ACTIVITIES Output Outcome

Customer Satisfaction Conduct surveys One every three years CSI – 70%Awareness Local Democracy Workshops 16 councils covered in 7

workshops per yearIncrease voter turnoverVoters understanding of local democracyLevel of inclusiveness & participation in development process

Transparency Transparent budgeting Tariffs modelsCitizen reportInformation & Communication

Participation Ownership & willingness to pay for services

Policy Advocacy Participatory Budgeting workshopsElection monitoring

Develop observer manualDecentralisationWorkshops in gender & HIV/AIDS

Dialogue with Parliamentarians on legislation and Policy Issues.

No of workshops 16/year

No of elections monitoring -26/5 years

In place in 2 years.No of workshops – 16 No of workshops - 5

No of session – 2 per year.

Ownership of budget

Free and Fair ElectionsIn place in 2 years.

Free & Fair ElectionsEffective local governanceGender Mainstream programsSupport & Collaboration/ parliamentary select committee on local governance.

Local Economic Development

Creation of Enabling Environment

B.E. E. Surveys

LED Round TableLED Strategies developed in Councils.

No of Councils -16

No of Round Tables -64No of Councils-16

Conducive investment climate

STAKEHOLDER & MARKET PERSPECTIVE

32

Strategic goals Strategic Objectives Activities Output / Measures Outcome/Measure

PROJECT DELIVERY EFFECTIVENESS

Improve Project Management Training on project management

No of people trained(all personnel have been trained)

-Level of Competence-Success rate of programmes/projects -90%

Source and use project mgt system (MS project)

QualityCost Time

Project ManagementProficiency

STAKEHOLDER MARKETING

Develop stakeholder marketing Strategy(by April 2011)

Establish donor partnership Number of partnership established

No of jobs createdImprove service delivery

Establish partnership with investment houses

Number of partnership established

BWP generatedBWP Investments undertaken

Benchmarking for best practices No. of Processes implemented

Implementation of best practices

DEVELOPMENT OF SYSTEMS & PROCESSES

Develop internal control systems (March 2011)Re-engineering and auditing of key processes

Procurement and audit policies/guidelines Review Financial Mgt manual

Policies & procedures in place.

reduction in audit queriesCompliance with acceptable accounting standards

Review HR policy HR policies in place reduction in labour disputes 30%

SERVICE DELIVERY EFFECTIVENESS

Improve service delivery Staff training in appropriate skills, BPR, customer service

No of people trainedAdherence to customers service standards

Customer Satisfaction Index (derived from customer satisfaction survey) 70%

Develop service standards Level of compliance to standards

Customer Satisfaction Level 70%

INTERNAL PROCESSES

32

33

STRATEGIC GOALS STRATEGIC OBJECTIVES

ACTIVITIES Output/Measure Outcome/Measures

Improve HR Capacity to deliver

Attract & Retain Strategic Skills

Attractive PackageAdvancement OpportunitiesTraining & Skill Development

Package competitiveness Staff retention level

Improve Employee Satisfaction

Conducive working environmentGood Office AccommodationOffice automationSHEIntroduce wellness schemes

Incentives competitiveness Employee satisfaction IndexEmployee productivity Index

Improve Leadership System

To develop and implement corporate strategy

Provide vision & directionGood communication & feedbackMentoring & Coaching Provide resources

Strategy in place & implemented

Leadership effectiveness ratings

Improve Corporate Governance

Establish Corporate governance structures

Board Internal proceduresAudit CommitteeHR CommitteeFinance Committee

Structures in place Corporate governance ratingsAdherence to corporate governance principles

PEOPLES MANAGEMENT

34

STRATEGIC GOALS STRATEGIC OBJECTIVES ACTIVITIES Output OutcomeIncrease Revenue Base

Draw up and implement a resource mobilization strategy

Conduct fund raising activities

No of fundraising activities

Income generated

Purchase bonds and equities by year 2015

Values of bonds and equity purchased

Interested earned

Establish consultancy company with in BALA by December 2010

No of training course conducted

Revenue generated

Create Masepala Group the company to be incorporate by December 2010.

Masepala Pty (LTD) in place.(Certificate of Incorporation)

Return on Investment

Increase member (council) contribution to meet the P 5 million threshold .

BALA Congress Resolution

Contributions collected

Solicit approval from the Ministry of Local Government after the BALA Congress

Ratification Letter Contributions in BWP

Conduct a competitiveness survey of each council and identify areas potential investment by December 2011

Availability of profile for each council.

Investments

To acquire land for investment Title deed or lease agreements

Investment

Attract and retain premium donors

Project marketing Funding agreements signed

Enhanced project implementation

FINANCIAL PERSPECTIVE

1 corporate strategic plan 2011 – 2015 volume 2 corporate strategic plan 2011 – 2015 volume 2...

Documents

bala strategic plan

local economic development

promotion of local governance

corporate strategic

year strategic plan

developmental local

year development plan

strategic foundations