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ECOWAS 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 macroenvironment (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. o Explains the business to others in order to inform, motivate & involve o Assists benchmarking & performance monitoring o Stimulates change and become the building block for the next plan o Enhances Visibility
STRATEGIC PLANNING (2 OF 3) Key Steps from Vision to Programs Vision Mission 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) Values Governing the operation of the business and its conduct or relationships with society at large, customers, suppliers, employees, local community and other stakeholders. Goals / Objectives Specific interim or ultimate timebased measurements to be achieved by implementing strategies in pursuit of the organization objectives. Should be quantifiable, consistent, realistic and achievable Strategies 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 Programs 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 Explore the critical Issues Road Mapping Identify a range of possible routes to your goals and Investigate ‘stepping stones’ for each route Goal and Objective Setting Identify and prioritize the goals and objectives – be as specific as possible Capacity Gap Communicate the Plan Identify any gaps Communicate to or discrepancies the different in your constituents knowledge and experiences
WHERE ARE WE? - ECOWAS VISION • To create 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
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. 9
STRATEGIC PLANNING UNIT MANDATE 1 MANDATE 2 MANDATE 3 MANDATE 4 MANDATE 5 Formulate a regional strategy based on regional integration and aligned with the development agenda of the NEPAD Framework Ensure conversion into operational, sectoral, regional and national programs Develop a detailed regional strategic plan indicating key implications and strategic options for implementation Develop short/medium and long term work plans 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 • Determine our main strategic mandate • Determine our strategic vision & mission We need to appreciate the resources we have available to meet these objectives • Carry out a SWOT analysis to appreciate our strengths and identify our obstacles • Define our critical issues • Decide what resources are required Allows us to consciously be responsive to the demands of the Community • Define goals and intermediate and short-term objectives • Develop a strategy profile for the future • 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 • Participatory Approach • Agenda • Strategic Planning Steering Committee • Ownership • Core Values • Acceptability/ • Environmental Scan • Commitment • Strategic Framework • Stakeholders Confidence • Implementation Strategy • Strategic Planning Operational Committee • Mission
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 • Set up different Stakeholder Forums • Develop Performance Indicators • Develop a Communication Plan • Carry out costing and integrate into a multiyear 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 20102014 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 Control, Supremacy Serene, Calm, Non -Violent Good Governance Region Peaceful Region Borderless Region Seamless, No Limits, No Boundary Unity , Consistency, Solidity, Organization ECOWAS INSTITUTIONS Cohesive Region 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. VISION MISSION 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? 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 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 CAPABILITIES ARCHITECTURE Processes Good Governance Institutions Technology Organization Facilities Culture Funding People How should we structure our capabilities to realize value and work efficiently as an organization?
PYRAMID OF TRANSLATION ECOWAS CITIZENS END POINT of Delivery to ECOWAS Citizen (mobilization of resources) ECOWAS VISION START POINT of Delivery to ECOWAS Citizen CONTROL SYSTEM (Components – M&E, AUDIT, ICT etc. ) There is a need to ensure that only viable programs/projects (aligned to the vision) are Programs/projects can only be embarked upon, internal resources are successfully delivered to ECOWAS properly directed for effective citizens within an established program implementation, and resources are properly PROGRAMS management framework. /PROJECTS managed to ensure program/project sustenance over time. Managing the financial These are key drivers of an effective FINANCE resources for the programs and (management) process management system as they projects continuously ensure that the right people occupy the right positions, and PEOPLE they possess the right tools to carry ICT MGMT FACILITIES CULTURE out their duties. A process management system defines SYSTEM how a business operates and the way in PROCESS MANAGEMENT SYSTEM which it delivers value to both to its Business Rules/ internal and external customers. Business Process Ownership/ Authority Limits/ Having defined the vision, Responsibilities Manual Processes involve both manual and Operations Manual finances must be sourced inautomated activities, and integrating Automation Reports Key Performance house and through external Support these activities into a seamless and Indicators Data Forms channels to translate the vision harmonious flow provides process into reality. excellence and competitive/cost cutting FINANCE advantages.
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
THANK YOU MERCI OBRIGADO