lesotho opportunities industrialisation centre …€¦ · 1.2the strategy planning process ... 5.3...

i

LESOTHO OPPORTUNITIES INDUSTRIALISATION

CENTRE

STRATEGIC PLAN

Version 1.0

October 2019

Lesotho Opportunities Industrialisation Centre

P.O. Box 2542

Maseru 100

Lesotho

Tel: +266 22 323 840

Website: www.loic.co.ls

ii

Table of Contents FOREWORD ............................................................................................................................................................................... iv

EXECUTIVE DIRECTOR’S REMARKS ......................................................................................................................................... v

1. INTRODUCTION ................................................................................................................................................................ 1

1.1 Overview ........................................................................................................................................................................ 1

1.2The Strategy Planning Process .................................................................................................................................... 1

2. THE LOIC BUSINESS RE-MODELLING.............................................................................................................................. 3

3. THE LOIC ENVIRONMENTAL SCANNING ...................................................................................................................... 4

3.1 Environmental Scanning ............................................................................................................................................. 4

3.2 Stakeholder Mapping .................................................................................................................................................. 4

4. THE LOIC STRATEGIC DIRECTION................................................................................................................................... 5

4.1 Mission ............................................................................................................................................................................. 6

4.2 Core Values ................................................................................................................................................................... 6

4.3 Vision ............................................................................................................................................................................... 6

4.4 Strategic Theme ............................................................................................................................................................ 6

4.5 Strategic Choices ......................................................................................................................................................... 7

4.6 Strategic Goals .............................................................................................................................................................. 7

5. STRATEGY EXECUTION .................................................................................................................................................. 12

5.1 Annual Business Plan - 2020 ...................................................................................................................................... 12

5.2 Monitoring and Evaluation Logical Framework .................................................................................................... 18

5.3 The LOIC Strategy on a Page (SOAP) ..................................................................................................................... 19

6. CRITICAL SUCCESS FACTORS ...................................................................................................................................... 20

7. CONCLUSION ................................................................................................................................................................ 22

List of Figures

Figure 1: The LOIC Strategy Planning Process ................................................................................................................... 1

Figure 2: The LOIC: Business Model ...................................................................................................................................... 3

Figure 3: SWOT Environmental Scanning using PESTEL for OT and Position Audit for SW .......................................... 4

Figure 4: Stakeholders mapping diagram ......................................................................................................................... 5

Figure 5: The LOIC Strategy on a Page based on Balanced Scorecard ................................................................... 19

Figure 6: The LOIC Organisational Structure .....................................................................Error! Bookmark not defined.

List of Tables

Table 1: Strategic Theme, Priorities, Goals, objectives, Initiatives and Activities ...................................................... 11

Table 2: Business Plan for 2020/2021 .................................................................................................................................. 17

Table 3: Annual Impact Evaluation Plan and Associated Potential Risks .................................................................. 18

iii

Abbreviations

BEDCO Basotho Enterprises Development Corporation

BSC Balanced Scorecard

CSF’s Critical Success Factors

ED Executive Director

FAM Finance and Administration Manager

HRM Human Resources Manager

LOIC Lesotho Opportunities Industrialisation Centre

MOV Means of Verification

MSCM Ministry of Small Business, Co-operatives and Marketing

OICI Opportunities Industrialisation Centre International

PESTEL Political, Economic, Social, Technological, Environmental and Legal

QASIC Quality Assurance, Accountability, Safety Consciousness, Innovation and

Customer Satisfaction

SMMM Strategy Management Monthly Meeting

SWOT Strengths, Weaknesses, Opportunities and Threats

TDM Technology Development Manager

TVET Technical and Vocational Education Training

USA United States of America

iv

FOREWORD BY CHAIRPERSON OF THE BOARD OF GOVERNORS

This Strategic Plan has been drafted with the sole intention of expressing our desired future aspirations and

to express in documented form the kind of identity we wish to adopt as we begin another decade of

transferring the much sought after vocational skills and training for the people of the Kingdom of Lesotho.

We are therefore voluntarily opening up our doors to invite all known stakeholders and those who wish to

partner with us in building the vocational training sector which we can all be proud of.

By this Strategic Plan, we have since revisited and revised our mission and vision statements such that they

can resonate with our newly adopted core values; We have carved new priorities which are in synchrony

with and embrace the National Strategic Development Plan II, The Ministry of Small Business Development,

Cooperatives and Marketing’s 2016-2019 Strategic Plan as well as aligning ourselves to the recently

approved Lesotho’s TVET policy. As we further entrench our minds into the realization of this ambitious plan

we are going to be guided by following operational principles:

Employment equity

Firm and unshaken support of Government policies specifically on Vocational training and skills transfer.

Accountability

Efficient Service

Feedback

Regular review of the Strategic Plan to ensure it achieves its objectives

Monitoring and consistent constant Evaluation.

Engagement with our major stakeholders.

Strong and ethical Corporate Governance.

Our students as our major clients will continuously be engaged in order to understand and uphold our core

competency uptake at all times.

This strategic plan must be seen as an effort to transform LOIC into a better institution from different facets

being:

Improved Public Image

Academic Performance and Excellence

Human Capital Aspects

Community relations

Our Strategic Plan compels us to adopt and nurture a culture of accountability and excellence. LOIC is

therefore fully committed to the systematic development outlined in this new and maiden Strategic Plan.

___________

MOLETSANE L. JONATHAN (MR.)

CHAIRMAN OF THE BOARD OF GOVERNORS – LOIC

v

EXECUTIVE DIRECTOR’S REMARKS

The Lesotho Opportunities Industrialization Centre was formed with the sole mandate of providing vocational

training and bridging the skills gap within the employable populace and to further enhance creation of

opportunities within the technical vocational and production sector. As we start the fifth decade of our existence it

has become imperative for us to take our rightful place within the society that we thrive in and the customers that

we serve. We are therefore documenting our intentions for the kind of institution we envisage in the coming years

in a bid to entrench our relevance in contributing towards the economic growth of our country.

This Strategic Plan is a guideline for repositioning ourselves and realizing global trends which are the main

drivers of a developing economy. It will be used as a cornerstone for realigning our intentions towards beneficial

national development outputs specifically for training, research, development and improvement as espoused by

the NSDP II. It further reflects a consistent hunger for excellence, recognition, accountability and efficiency.

Our course for realignment is evident in the selection of our new programmes which augur well with internally

identified national skills shortage areas which shows our intention for increased enrolment in Artisan training.

The centre’s Strategic Plan takes into account the following priority areas that have been identified as key drivers

towards attainment of our vision:

1. Improvement of training facilities and building infrastructure.

2. Improvement of quality and success in terms of academic achievement and certification of our students and

eventual graduates.

3. Establishment of partnerships with industry, education and training authorities (Technical and Vocational

Training Department – TVD) and/or any other professional bodies and/or other institutions of higher learning

to promote students exchange programmes for further and higher learning opportunities.

4. Achieve financial Self-sustainability.

5. Establishment of a manufacturing Hub and Business Development Unit.

6. Introduce new training programmes and increase intake capacity.

7. To build a strong human capital pool.

8. Establish a research and innovation hub.

9. To promote the institution as an ideal learning site for technical and vocational training.

10. To improve sports and recreational facilities.

The Strategic Plan will therefore be viewed as our undertaking and commitment to carve a new future for LOIC. I

therefore fully endorse this Strategic Plan and the entire process that led to it. I wish to acknowledge the staff of

LOIC for their relentless efforts in penning down their views and inputs towards this life changing commitment to

a better future.

As the Chief Accounting Officer (Executive Director) of Lesotho Opportunities Industrialization Centre (LOIC) I

commit myself and the resources of the centre to achieving the targets outlined in this plan.

_______________________________

Lephethasang Hlajoane Lesaoana (Mr)

Executive Director

vi

Executive summary

The Lesotho Opportunities Industrialisation Centre (LOIC) is a community based, non-profit making training

organization. The LOIC was founded in February 1978 by Opportunities Industrialisation Centre

International (OICI) Philadelphia, United States of America (USA) upon invitation by the Government of

Lesotho. The LOIC program was established as a joint undertaking between OICI and the Government of

Lesotho to combat high unemployment through skills training and job placement as well as entrepreneurship

development. The LOIC program distinguished itself by that it addressed the needs of the most

educationally and economically disadvantaged Basotho, thus cost efficient courses. The LOIC program

originally had two major wings. (i) Building Trades training: carpentry, masonry, plumbing, sheet metal work

and welding; (ii) Entrepreneurship and small business development training; supervisory/foremanship

training, financial management, marketing, bookkeeping, middle management upgrading and self-

management.

Over the years the LOIC continued to strive to live up to its mandate despite various challenges the

institution encountered. One of the major setbacks was financial self-sustainability. The Institution has been

dominantly reliant on Government subvention, this fundingis no longersufficient to run the Centre. Because

of that financial constraint, almost everything degraded to the point that the LOIC was close non-existent.

This Strategic Plan for 2020 – 2022 outlines the road map and the direction the Institution intends to follow

in order to re-align itself with the Government of Lesotho national priorities and technological advancements,

attain financial sustainability, offer relevant training programs, improvement of training facilities and human

resources.

To ensure support and buy-in to this Strategic Plan, some critical internal and external stakeholders were

consulted individually and collectively in order to have their inputs included in developing the plan.

Participation of all levels of staff and representation of the Board in a form of workshops sessions played a

big role in developing this Strategic Plan. From these consultations and workshopsthe Mission, Vision and

Values for the Institution were revised. A new Business Model that the Institution intends to follow was also

developed to ensure a holistic view of all important business aspects of the Organisation. Having scanned

both the internal and external environment in which the Institution operates, the Strategic Priorities and

associated goals were identified. These Strategic Priorities were thereafter aligned with the Norton and

Kaplan Balanced Scorecard Framework adopted as an execution tool for this Strategic Plan. Strategic

Objectives, targets, measures, initiatives and activities were established. Business Plan or Action Plan for

the first year was developed to also inform the next budget for the Institution. Finally, the Strategy cascading

and linking with employees’ Annual Performance Agreements.

1

1. INTRODUCTION

1.1 Overview

1.2 The Strategy Planning Process

The entire process was followed mainly through interactive engagement of the LOIC Management,

Staff, the Board representation and existing documents from previous strategy development efforts.

The Lesotho Opportunities Industrialisation Centre (LOIC) is a non-profit making training institution that

is supported by the Government of Lesotho under the Ministry of Small Business Development, Co-

operatives and Marketing. The Institution therefore relies mainly on Government subvention to cover

most of its costs. Despite the continually increasing business costs and expectations from various

Stakeholders including the Staff, the Government grant has been the same for many years. Then again,

the Government is making all possible efforts to reduce its financial burden of institutions that have

potential to generate sufficient income for themselves. The LOIC therefore has to remodel itself such

that the Institution is financially self-sustainable, remains relevant and addresses today’ skills needs

without compromising the pillars of its establishment like capacitating the less privileged community

members. All these factors had to be kept in mind when developing this Strategic Plan.

In order to ensure that a clearly defined and simplified methodology is used, a four stage strategy planning

process was adopted as shown in Figure 1 below.

Figure 1: The LOIC Strategy Planning Process

2

1. Existence of the LOIC: Since the institution was established more than 40 decades ago, it was found

critical to revisit its original purpose for existence and establish if it is still relevant to the needs of Lesotho.

That also called for review of the Mission, Vision and Values of the Organisation. Lastly, a Business Model

Canvas was used to ensure that the Institution is clear about its value proposition, customer segments,

customer relations, services distribution channels, key partners, activities, resources, revenue streams and

cost structure.

2. The Environment in which the LOIC operates: Understanding the micro or internal and macro or

external environment in which an organization operates is key for any strategy development exercise. This

environmental scanning exercise involved industry analysis, stakeholder analysis, position audit and finally

identification and analysis of prevailing ailments the LOIC is going through. Appropriate tools like SWOT

(Strengths, Weaknesses, Opportunities and Threats), PESTEL (Political, Economic, Social, Technological,

Environmental and Legal) factors, and Stakeholder Mapping tool were used. The SW was used for internal

environmental analysis along with the position audit tool, whereas the OT was used for external

environmental analysis along with the PESTEL tool.

3. The LOIC Strategy Formulation: After bringing into perspective the existence and environmental

analysis factors of the organization, it is at this stage where the actual strategy was crafted. The Mission,

Vision statements and Values were articulated. The strategic direction that the organization intends to take

was also outlined in a form of Strategic Priorities or Choices, Goals and Objectives. An encompassing

Strategic Theme was also proposed and agreed upon. With the three years (2020 – 2022) lifespan of this

Strategic Plan, an effort was made to keep it as “lean”, “focused” and “affordable” as possible to ensure high

impact resulting from successful execution. An annual Monitoring and Risk Table for all the initiatives and

was also developed to be fully aware from the onset as to what to expect and outcomes and the ultimate

impact.

4. The LOIC Strategy Execution Planning: Any good strategy without a clear Action Plan is a dead

strategy. As a result this is one critical component of this Strategic Plan of the LOIC. This exercise here took

into consideration resources needed, Critical Success Factors (CSF’s), iterative annual business planning,

budgeting, translation of the strategic objectives into initiatives and activities, cascading of the strategy to

sectional or departmental Work Plans and linking with employees’ Annual Performance Agreements using

the Compass Aligned Performance System (C@PS)framework. The BSC Framework was also used to have

the Strategy on a Page (SOAP). These frameworks also promote strategy implementation and performance

process that aligns all the employees’ day-to-day efforts to achieving the strategic goals and objectives of

the organization.

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2. THE LOIC BUSINESS RE-MODELLING

THE LESOTHO OPPORTUNITIES INDUSTRIALISATION CENTRE BUSINESS MODEL

KEY PARTNERS KEY ACTIVITIES VALUE

PROPOSITION

CUSTOMER

RELATIONS

CUSTOMER

SEGMENTS

BEDCO

MSCM

Banks

TVET/TVD (MOE)

Utilities

Companies

Suppliers

BET – Basotho

Educational

Trust

NMDS

Lesotho

Workcamps

Vaal Reefs

OIC

International

Skills Transfer

Facilitate Trade Tests

Special Training

Vocational Skills

(Electrical, Plumbing,

Carpentry, etc.)

Entrepreneurship

Training

We produce

Artisans ready to

start their

businesses or job

placement;

We empower the

disadvantaged;

We create

Industrial

Attachment

opportunities for

our trainees;

Technologically

Advancement

courses.

We offer even

scarcely available

courses.

Stakeholders’

Meetings

Public

Announcements

Parents Meetings

Formal

correspondence

Primary School

Leavers

COSC/LGSE

General Adults

Unskilled Working

Adults

Disabled

SOS

KEY RESOURCES CHANNELS &

PROMOTION

Human Capital

Infrastructure

Machinery

Finance Capital

Training Facilities

Vehicles

Sports Facilities

Radio Stations

Television

Brochures

Public

Outreaches

Website

Social Media

Exhibitions

COST STRUCTURE REVENUE STREAMS

Salaries And Wages

Direct Costs - Material

Maintenance Costs

Government Subvention

Training Fees

Sale of Products

Figure 2: The LOIC: Business Model

In order to ensure harmony between the LOIC business operations and the strategy, a Business Model

was developed as given in Figure 2 below. This provides congruence structure to strategic and

operational elements leading to value creation and delivery and revenue generation. Furthermore, the

model serves as a conceptual blueprint and holistic view of the value creation, demonstrating the logic

behind the LOIC business. All the populated components of the Business Model should be given regular

and transformational attention. That way the LOIC will be a different Institution.

Strategy Execution

Improve Efficiency

Strategy Formulation - Game Plan Improve Value - Services

4

3. THE LOIC ENVIRONMENTAL SCANNING

3.1 Environmental Scanning

3.2 Stakeholder Mapping

A high level key stakeholders mapping exercise was also done as summarised in Figure 4 below. This

provides a guide as to how certain stakeholders should be treated depending on their level of interest and

power to the Institution.

An exercise to scan the business environment in which the Institution operates was undertaken in order to be

aware of all that needs to be taken care of in formulating the LOIC Strategy. That is summarised in Figure 3.

Figure 3: SWOT Environmental Scanning using PESTEL for OT and Position Audit for SW

STRENGTHS

Infrastructure and machinery

Experienced trainers

Registered with TVD

Solar electrical installation

Administrative autonomy

Strategic location

Offer Boiler making course

Good historic background

THREATS Financial constraints

Political instability

Dependency of Government

subvention

Competition of similar institutions

The market is not able to absorb

all the LOIC graduates

The country economy is

generally not good

WEAKNESSES Centralised services

No female oriented courses

Low staff morale

Stagnant growth

Limited students’ sponsorships

Need for maintenance of existing

machinery and infrastruc.

Lack of Staff refresher courses

Poor procurement processes

Need to modernize the Institution

OPPORTINITIES Strategic proximity to suppliers

Has Government support

Favourable technology trends

Lot of support - entrepreneurship

development

Market demand for more

courses is good

Exhibitions and shows

Highlands Water Project Phase 2

International funding prodpects.

Informed the strategy formulation thinking of some strengths the LOIC has to

address threats and risks the Institution is facing

INTE

RN

AL

EN

VIR

ON

MEN

T SC

AN

NIN

G U

SIN

G P

OSIT

ION

AU

DIT

TO

OL

EX

TER

NA

L EN

VIR

ON

MEN

T SC

AN

NIN

G U

SIN

G P

ESTE

L TO

OL

Informed the strategy formulation thinking of some opportunities the LOIC needs to take advantage of and conquer its weaknesses

5

Figure 4: Stakeholders mapping diagram

4. THE LOIC STRATEGIC DIRECTION

Following intensive discussions and deliberations of the strategic plan development working team as

specified earlier, the new Mission, Values, Vision, Strategic Theme and Priorities of the organisation

were developed as given below. These were formulated through the strategy planning workshops held

within October 2019. After performing all the environmental scanning analysis, the team further agreed

and recommended an ideal strategic direction the LOIC should take during its three-year strategic

planning period, 2020 – 2022. The Mission describes purpose for existence of the LOICexists, what it is

doing and why it is doing it. The Values describes what the LOIC believes in and how we behave as an

organisation. The Vision defines what the LOIC aspires to be by the year 2022.

6

4.1Mission

We strive to produce artisan through quality education, skills and confidence to mitigate unemployment

challenges.

4.2Core Values

Quality Assurance

Accountability

Safety Consciousness

Innovation

Customer Satisfaction

For the simplicity of having these values at finger tips an abbreviation “QASIC” has been developed. For

memory purposes that could be read as “BASIC” replacing a letter “B” with a letter “Q”.

4.3 Vision

We aspire to be a leading vocational institute that produces responsive graduates to technological trends

locally and internationally by 2024.

4.4Strategic Theme

Transforming to be modern, relevant and sustainable.

Since the LOIC with this Strategic Plan seeks to be relevant and in alignment with the Government of

Lesotho’s priorities, reference was made to the following documents:

The Kingdom of Lesotho Ministry of Education & Training - Draft Technical and Vocational

Education and Training Policy, November 2004.

The Kingdom of Lesotho Ministry of Small Business, Cooperatives and Marketing - Draft Strategic

Plan, 2016/17 – 2018/19

The Kingdom of Lesotho National Strategic Development Plan II (NSDPII)

The United Nations Sustainable Development Goals (SDGs)

7

4.5Strategic Choices

1) Financial self-sustainability;

2) Manufacturing Hub;

3) Business Development Unit;

4) New training programmes and intake capacity increase;

5) Improvement of sports and recreation facilities;

6) Human Capital Affairs;

7) Facilities face-lifting and maintenance

8) Evening and supplementary classes;

9) Promotion of the Institution; and

10) Innovation and agility;

4.6Strategic Goals

Improve financial sustainability through productivity and services;

Attract, develop and retain talent in order to achieve high organizational performance;

Build strategic alliances, promote brand presence and customer/stakeholders’ relations; and

Continually enhance adherence tostandards and align with new technology trends and healthy

working environment.

From the environmental scanning exercise, there were multiple challenges that were identified and

need to be addressed by the Organisation. Since it was found to be practically not possible to

accommodate all for the three-year strategic period, strategic prioritising decisions had to be made

collaboratively. The following 10 strategic priorities were identified to be taken for the way forward.

The identified strategic priorities were further checked and aligned with the four perspectives of the

Balanced Scorecard Framework. From there, the Strategic Goals were developed as given below.

Table 1 consolidates and interlinks all the important elements of the Strategic Direction of the

Organisation.

8

THEME STRATEGIC PRIORITY

AREA

BSC PERSPECTIVE STRATEGIC GOALS STRATEGIC

OBJECTIVES

STRATEGIC

INITIATIVES

STRATEGIC ACTIVITIES

TRA

NSFO

RM

ING

TO

BE M

OD

ER

N, R

ELE

VA

NT

AN

D S

USTA

INA

BLE

P1. Financial self-

sustainability

Financial G1. Improve financial

sustainability through

productivity and

services

O1. To source

and secure

student’s

sponsorships

and donor

funded projects

by June 2021.

N1. Engagement

of potential

financial support

stakeholders and

International

Development

partners.

A1.1 Identify specific

potential sponsors and

donors and initiate

financial support efforts.

A1.2 Review students’

school fees.

P2. Manufacturing Hub O2. To establish

the LOIC

Manufacturing

Hub by January

2022

N2. Compile a

catalogue of

special products

that the LOIC

manufactures.

A2.1Engage in Intensive

marketing of the LOIC

manufactured products.

A2.2 Develop and

implement Business Model

for the BDU.

P3. Business

Development Unit (BDU)

O3. To start the

LOIC Business

Development

Function by

June 2021.

N3.

Conceptualise

and build

capacity for BDU

operations.

A3.1Commence BDU

operations and engage

appropriate marketing

strategies.

A3.2Establish a business

incubation and

entrepreneurship

development programme

for graduates.

P4. Newtraining

programmes and intake

capacity increase.

People Learning

& Growth

G2. Attract, develop

and retain talent in

order to achieve high

organisational

performance

O4. To

introduce new

training

programmes

and increase

intake capacity

by January

2021.

N4. Explore

potential areas of

growth in terms of

new programmes

and intake

capacity.

A4.1Prioritise and develop

new programmes to be

introduced and those

that need intake increase

and allocate resources.

4.2 Implement the new

programs and increase

capacity

P5. Improvement of

sports and recreation

O5. To promote

a sporting

N5. Establish an

active sports and

A5.1Identify the facilities

to be improved and

9


AREA


OBJECTIVES

STRATEGIC

INITIATIVES


facilities culture in the

Organisation by

December

2020.

recreation team. execute the

improvements.

A5.1 Introduce sporting

and

educationaltrips/tours.

P6. Human capital

affairs

O6. To build a

strong human

capital of the

LOIC by 2022

N6. To make

provision for staff

training and

development

A6.1Develop and

execute a recruitment

plan, staff learning &

development plan and

staff retention strategies.

A6.2 Develop and

implement and clear

Performance

Management System.

P7. Facilities face-lifting

and maintenance

Customer,

Stakeholders &

Partnerships

G3. Build strategic

alliances, promote

brand presence and

customer/stakeholders’

relations

O7. To

modernise all

the existing

LOIC building

facilities and

develop new

ones by

December

2022.

N7. Compile a

complete

architectural

master-plan for

the LOIC

campus.

A7.1. Revamp and

renovate the existing LOIC

buildings.

A7.2Call for an expression

of interest to develop an

architectural master-plan

for the Institution.

A7.3 Source funding for

funding of the plan.

P8. Evening and

supplementary classes

O8. To

diversifyreach

out to

customers

January 2021.

N8. Customise

training courses

for specific

needs.

A8.1 Advertise the

evening and

supplementary courses on

local media.

A8.2 Schedule and deliver

the courses in response to

the demand.

P9. Promotion of the O9. To ensure N9. Establish a A9.1 Review the LOIC

10


AREA


OBJECTIVES

STRATEGIC

INITIATIVES


Institution that the

Institution is

known and

recognized as

an ideal

business

partner from

June 2020.

working team to

pursue the

promotion

activities.

corporate colours and

redesign the Logo

(Rebrand).

A9.2 Acquire a wide

range of promotion and

advertising gear.

A9.3 Make use of local

media and other social

platforms to promote the

LOIC and have managed

feedback.

A9.4. Establish formal

working

arrangements/partnership

s with other strategic

organisations (MOU’s).

A9.5 Host and/ or

participate in exhibitions

of the LOIC products.

A9.6 Organise community

service and corporate

social responsibility

campaigns.

P10. Innovation and

agility

Internal

Processes

G4. Continually

enhance adherence

to standards, align to

new technology trends

and healthy working

environment

O10. To remain

abreast of the

new

technology

advancements

N10. Establish an

active Research

and

Development

(R&D)

Team/function.

A10.1 Improve Internet

connectivity and

associated applications.

A10.2 Review and

document all business

processes and policies.

A10.3 Present and

develop some new

11


AREA


OBJECTIVES

STRATEGIC

INITIATIVES


findings from the R&D

initiatives.

Table 1: Strategic Theme, Priorities, Goals, objectives, Initiatives and Activities

12

5. STRATEGY EXECUTION

5.1 Annual Business Plan – 2020/2021

OBJECTIVE ACTIVITY TARGET INDICATOR & MOV RESPONSIBLE Q1 Q2 Q3 Q4 COST

EST. (M)

O1. To

so

urc

e a

nd

se

cu

re s

tud

en

t’s

spo

nso

rsh

ips

an

d d

on

or

fun

de

d p

roje

cts

by

Jun

e 2

021.

A1.1 Identify specific potential

sponsors and donors and

initiate financial support efforts

There are students

sponsored by NMDS by

March 2020. At least

one income

generating project has

been identified and

potential donor(s) by

Dec. 2020.

A list of NMDS

sponsored

students exists. A

project proposal

has been

compiled and

submitted to

potential donor(s).

FAM

ED

100,000

A1.2 Review students’ school

fees.

School fees structure

has been reviewed

and approved by Sept.

2020.

A new fees

structure is

available.

FAM

ED

O2. To

est

ab

lish

th

e

LOIC

Ma

nu

fac

turin

g

Hu

b b

y J

an

ua

ry

2022

A2.1 Engage in Intensive

marketing of the LOIC

manufactured products.

Manufacturing hub is

well established by

December 2020.

LOIC products that

are available for

the market and

realisable income

from the Hub.

TDM 25,000

With the assumption that the formulated strategic goals, objectives, initiatives and activities are practical and achievable, execution thereof

becomes the most important component of this Strategic Plan. It is the main bridge between the current and the desired positions. The

Action/Business Plan for the first year 2020/2021 is as tabulated below. This plan needs to be redone annually as it also informs the budget.

13


EST. (M)

A2.2 Develop and implement a

well-defined Operating Model

for the BDU.

BDU operations plan is

in place by June 2020

BDU Operational

Plan

TDM

O3. To

sta

rt t

he

LO

IC

Bu

sin

ess

De

ve

lop

me

nt

Fun

ctio

n b

y J

un

e 2

021. A3.1 Commence BDU

operations and engage

appropriate marketing

strategies.

A well designed BDU

that can generate

revenue for the LOIC is

functional by Dec.

2020.

Realisable benefit

that can lead to

income

generation.

TDM 50,000

A3.2 Establish a business

incubation and

entrepreneurship development

programme for graduates.

Have engaged

business development

technical expert to

mentor graduates on

business by July 2020.

Reports on the

mentorship work

done by the

expert.

TDM 400,000

O4. To

intr

od

uc

e n

ew

tra

inin

g

pro

gra

mm

es

an

d in

cre

ase

inta

ke

ca

pa

city b

y J

an

ua

ry 2

021.

A4.1 Prioritise and develop new

programmes to be introduced

and those that need intake

increase and allocate

resources.

Groundwork and

planning for

introducing Catering

and Hospitality

programme is

complete by

December 2020.

Syllabus, plans and

proof of funding

for the facilities are

available.

TDM

HRM

950,000

4.2 Implement the new

programs and increase

capacity

Intake of existing

programmes has

increased by at least

10% during 2020

Students ‘Registry

and increased

payments of

school fees.

TDM

14


EST. (M)

O5. To

pro

mo

te a

sp

ort

ing

cu

ltu

re in

th

e O

rga

nis

atio

n b

y

De

ce

mb

er

2020.

A5.1 Identify the facilities to be

improved and execute the

improvements.

There are samples of

improved sports

grounds (Football and

volleyball) by

December 2020.

Upgraded facilities

are visible.

Sports Officer 550,000

A5.2 Introduce sporting and

educational trips/tours.

At least one sporting

and educational trip

made by December

2020

Record and report

of the trip taken.

Sports Officer

HRM

150,000

O6. To

bu

ild a

str

on

g h

um

an

ca

pita

l of

the

LO

IC b

y 2

022

A6.1 Develop and execute a

recruitment plan, staff learning

& development plan and staff

retention strategies.

At least three

instructors have

attended short courses

and vacant positions

have been filled by

November 2020

Training reports, no

vacancy and staff

retention strategy

document.

HRM 140,000

A6.2 Develop and implement

and clear Performance

Management System

Performance

Management

Policy/system has been

developed and

approved by

December 2020.

Performance

Management

Policy/System

Document.

ED

HRM

O7. To

mo

de

rnis

e

all

the

exi

stin

g L

OIC

bu

ildin

g f

ac

ilitie

s

an

d d

eve

lop

ne

w

on

es

by D

ec

em

be

r

2022.

A7.1. Revamp and renovate

the existing LOIC buildings.

Maintenance plan for

the year developed

and implemented by

March 2021.

Visibly improved

buildings and

surroundings

Maintenance

Officer

700,000

A7.2 Call for an expression of

interest to develop an

architectural master-plan for

Project brief/concept

developed and

expression of interest

Architectural

documents of the

Master-plan.

ED 3,500,000

15


EST. (M)

the Institution.

submissions received

by September 2020.

A7.3 Source funding for the

plan.

Development Project

proposal for funding

has been completed

and issued for sourcing

funding by March 2021.

Project proposal

document with

details of the

identified potential

Development

partner.

ED ????

O8. To

div

ers

ify r

ea

ch

ou

t to

cu

sto

me

rs J

an

ua

ry 2

021.

A8.1 Advertise the evening and

supplementary courses on local

media

Have enrolments for

evening and

supplementary classes

on all courses by

January 2021.

Enrolment register

showing number

of evening and

supplementary

classes students

TDM

2,300,000

A8.2 Schedule and deliver the

courses in response to the

demand.

There are instances of

courses delivered in

response market

demand by January

2021.

Enrolment register

showing students

TDM

O9. To

en

sure

th

at

the

In

stitu

tio

n is

kn

ow

n a

nd

rec

og

niz

ed

as

an

ide

al b

usi

ne

ss

pa

rtn

er

fro

m J

un

e

2020.

A9.1 Review the LOIC corporate

colors and redesign the Logo

(Rebrand).

The new LOIC

Corporate colors

approved and a

graphic designer will

be sourced and

engaged to redesign

the Logo by June 2020.

Presence of a new

Logo and

redefined

corporate colours.

ED

16


EST. (M)

A9.2 Acquire a wide range of

promotion and advertising

gear.

At least five sets of

corporate

merchandise including

clothing bearing the

LOIC branding have

been acquired, new

sign boards erected, all

by September 2020.

Visible branded

merchandise and

new sign Boards.

ED

FAM

HRM

500,000

A9.3 Make use of local media

and other social platforms to

promote the LOIC and have

managed feedback.

There is at least one

new promotional

activity each quarter

for the LOIC brand

recognition on different

platforms.

Copies of adverts

and pictures of

such promotional

work.

ED

A9.4. Establish formal working

arrangements/partnerships with

other strategic organisations

(MOU’s).

To have signed at least

one MOU’s with clear

areas of collaboration

every six months.

Signed MOU’s with

some action items

for the parties to

benefit.

ED

A9.5 Host and/ or participate in

exhibitions of the LOIC

products.

Organise and host one

exhibition and

participate in at least

one more organized by

other institutions like

BEDCO in a year.

Reports with

pictures and local

media coverage.

TDM

A9.6 Organise community

service and corporate social

responsibility (CSR) campaigns.

Organise one CSR or

community service

event by January 2021.

Reports with

pictures and local

media coverage.

ED 30,000

17


EST. (M)

O10. To

re

ma

in a

bre

ast

of

the

ne

w t

ec

hn

olo

gy a

dva

nc

em

en

ts

A10.1 Improve Internet

connectivity and associated

applications

Upgrade the current

Internet connection,

LAN, develop the LOIC

Intranet, introduce or

improve the use the

LOIC E-mail system by

staff for internal

communication before

by December 2020,

Implementation

report of working

and reliable

Internet and

Intranet, the LOIC

e-mail system and

other applications.

IT

12Million

A10.2 Review and document all

business processes and policies

Engage a consultant to

Identify all the business

processes/workflows

and policies that need

to be reviewed within

the current year

(administrative and

productivity) and

facilitate the review by

March 2021.

Reviewed Business

processes/workflo

ws and policies

documentation.

ED

A10.3 Present and develop

some new findings from the

R&D initiatives.

At least one research

subject is pursued with

clear findings that

stimulate improvement

of weak processes,

innovation and

development within

the LOIC by March

2021

A developed

concept that

addresses a

certain need or

solves a certain

problem.

TDM

Table 2: Business Plan for 2020/2021

18

5.2 Annual Impact Evaluation Plan and Associated Potential Risks

STRATEGIC INITIATIVES

STRATEGIC IMPACT

BASELINE POTENTIAL RISK & MITIGATION

N1. Engagement of potential financial support stakeholders and International Development partners. Improved financial position of

the LOIC and dependence on Government subvention is reduced to 30% by 2022

The Institution financially depends mainly on

Government subvention (95%)

By its nature, the Institution targets disadvantaged people, so making surplus out of such groups is a bit

difficult. Creating students sponsorship opportunities could curb

the risk.

N2. Compile a catalogue of special products that the LOIC manufactures

N3. Conceptualise and build capacity for BDU operations.

N4. Explore potential areas of growth in terms of new programmes and intake capacity. High staff morale and

satisfaction (85% satisfaction from annual staff feedback survey); low staff turnover

(0 – 3% per Annum) Intake capacity has increased

(250 students)by 2022.

There is low staff morale and 50% satisfaction from

staff feedback survey. Curent Intake is170

Students

Other similar institutions might offer better remuneration to their trainers and therefore temp trained LOIC

staff. Good staff retention strategies be developed and

implemented.

N5. Establish an active sports and recreation team.

N6. To make provision for staff training and development

N7. Compile a complete architectural master-plan for the LOIC campus. Signs of a transformed

Institution in terms of infrastructure and has working

business alliances and is respected by its customers.

The LOIC buildings and other facilities are

dilapidated. There are not concrete and formal

business alliances formed. Customer satisfaction is

unknown.

Investing in TVET is still not taken that serious in the country, thus it is

not easy to have TVET infrastructure development support. Need for

sensitization campaigns.

N8. Customise training courses for specific needs.

N9. Establish a working team to pursue the promotion activities.

N10. Establish an active Research and Development (R&D) Team/function. There are no Audit findings

that show concern about compromised business

standards, work quality, controls and Health & Safety

rules from 2020/21.

There are currently no formal reports with regard to adherence to standards,

business processes, efficiency and controls.

Technology changes rapidly and therefore to remain relevant and up

to date might be a challenge. Efforts should always be to at least

comply with the Government expectations.

Table 3:Annual Impact Evaluation Plan and Associated Potential Risks

19

5.3The LOIC Strategy on a Page (SOAP)

Figure 5: The LOIC Strategy on a Page based on Balanced Scorecard

20

6. CRITICAL SUCCESS FACTORS

1) Structure and Culture: Figure 6 below shows anOrganisational Structure that will be executing this

Strategic Plan. Any foreseeable mis-alignment of the structure to the strategy should be rectified.

Also a culture that is driven by the core values should continually be built in various ways including

but not limited to team building exercises.

This business strategy like any other, has some important factors that need to be given attention to ensure its

successful implementation. Below are some few elements believed to be Critical Success Factors (CSFs) for

execution of this strategy. The point of departure is the understanding that the strategy crafting process was

done consultatively and inclusively.

21

DEPUTY DIRECTOR -

TRAINING

BOARD OF GOVERNERS

EXECUTIVE DIRECTOR

MANAGER

ADMINISTRATION

EXECUTIVE DIRECTOR’S PA

MANAGER -FINANCE

MANAGER - HUMAN

RESOURCES

HOD - TECHNOLOGY

DEPUTY DIRECTOR

ADMINISTRATION

HOP-BOILERMAKING &

WELDING

HOP – ELECTRICAL INST.

HOP – DIESEL MECH (FUTURE)

HOD – BUILT ENVIRONMENT

HOP-B/LAYING & PLASTERING

HOP – CARPENTRY &

JOINERY.

HOP – PLUMBING &

SHEETMETAL

Figure 6: The Proposed LOIC Organisational Structure

HOD – TEXTILES (FUTURE)

HOP DRESSMAKING (FUTURE)

HOP – FASHION DESIGN.

(FUTURE)

HOP – TAILORING (FUTURE)

HOD – HOSPITALITY

(FUTURE)

HOP- HOTEL & RESTAURANT

MANAGEMENT (FUTURE)

HOP – CATERING (FUTURE)

HOP – TOURISM

MANAGEMENT (FUTURE)

HOD – BEAUTY THERAPY

(FUTURE)

HOP - MASSAGE THERAPY

(FUTURE)

HOP - HAIR TECHNOLOGY

(FUTURE)

HOP – NAIL TECHNOLOGY

(FUTURE)

MANAGER –BUSINESS

DEVELOPMENT UNIT

MANAGER –

MANUFACTURING

HUB

MARKETING & PUBLICITY

STUDENT AFFAIRS

SUPPORT SERVICES &

MAINTENANCE

HR OFFICER

HR OFFICER

ACCOUNTANT

ACCOUNTS CLERK

SALES

MARKETING

DELIVERIES & DISPATCH

OPERATIONS

MANUFACTURING

DELIVERIES & DISPATCH

PROCUREMENT

REGISTRAR LIBRARIAN

22

2) Systematic and Focused Execution: This Strategic Plan should be taken as a practical and

working document across all the functions of theInstitution and easily accessible for regular

reference rather than being shelved as one of the Executive Management documents. As a result,

daily, weekly and monthly work should be supporting its contents. It is the duty of the Senior

Leadership to ensure adherence to the plan by all who are part of the LOIC. Progress on each of the

planned activities should be tracked and checked weekly of fortnightly. Detailed written monthly

reports should also be prepared, and submitted to the ED and be presented in a special Strategy

Management Monthly Meeting (SMMM). Whereas the ED should compile progress reports, submit

and present to the Board on quarterly basis or as when needed. This therefore calls for a much

focused Chief Executive Officer who plays a central and pivotal role in making this strategy happen.

3) Setting the tone at the top: Corporate governance is another critical component for the successful

execution of the strategy. Achievement of the LOIC Strategic Goals and Objectives needs to always

be part of the business of the Board. The rest of the organisation will follow the leadership

accordingly.

4) Staff/Stakeholder Engagement: The level and nature of staff engagement that prevailed during the

strategy formulation needs to be maintained during implementation. The strategy would need to be

shared and communicated with some key stakeholders whom their contribution was sought during or

prior to the strategy formulation. Cascading the strategy would need to be done in a form of taking

the developed Business Plan, Table 2 and out of it derive the departmental workplans and finally

individual performance agreements be prepared and signed off.

5) Performance Management System: Successful implementation of an organisational strategic plan

goes with high performing staff. It would therefore be beneficial to all the staff are performance

conscious and empowered for high performance. Performance coaching could be considered as

another performance boosting intervention to use. High staff morale is also pivotal for high

performance, clear performance rewarding policies are worth having in place.

6) Management Skills: Some of the key personnel entrusted with the implementation of the Strategy

might need some managementskills upgrade and refreshing. Important special skills worth

considering includeProject Management Skills, Change Management Skills, Report Writing Skills,

Presentation Skills, Time Management Skills, Strategy Management to mention but few.

7. CONCLUSION

23

In conclusion, the process to develop this Strategic Plan was rigorous and complex especially because there

was no information on any Strategy that was ever developed and implemented in the past years of the life of

the Institution. In addition to that, there were numerous ailments that the LOIC seemed to have suffered from

for several years. It was therefore not practical to address all the issues that came up. As a result, the Working

Team considered all the aspects and proposed priority areas. Considering resources and other dynamics, one

could see the choices to be ambitious. Despite all those circumstances, the thirst to transform the LOIC to be

modern, relevant and sustainable needs to be quenched by making this a living document.

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