(Download) - BALA - Botswana Association of Local Authorities

Report
BOTSWANA ASSOCIATION OF LOCAL AUTHORITIES
Corporate Strategic Plan
2011 – 2015
Volume 2
Local Governance Our Pride
1
BALA Strategic Plan 2010 - 2015
Strategy Statement
2
From The PRESIDENTS DESK





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.
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.
M MORUAKGOMO
2
SECTION 1 : Introduction & Historical Evolution of BALA
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.
2.
3.
4.
5.
6.
7.
Promote and strengthen local governance
Provide advice and guidance to local authorities
Provide training to BALA members
Provide opportunities for discussing issues of common interest
Formulate common policies on issues affecting local government
Collaborate and engage in dialogue with central government.
Build partnerships, networks and coalitions with strategic organisations locally, regionally and
internationally
3
BALA Strategic Plan 2010 - 2015
BALA HISTORICAL BACKGROUND
4
BALA’s historical background has been fairly challenging
CORE VALUES
Accountability
1983
BALA WAS
FORMED
Autonomous
Non govt
organisation
established
1984
1ST
CONGRESS
First Congress
Held in Gantsi
1997
1998/99
BALA
OFFICE
SET UP
Initial
Partnership
Agreement
BALA office set
up as a
precondition
for funding by
European
Union
2004
Local
Democracy
Project
BALA developed
In Partnership
agreement with Local With Fredrick
Govt
Ebert
Association UK & Urban Foundation
councils association of For all Local
Zimbabwe
Authorities till
Fredrick Ebert
2010
Foundation
2006
Women
Commission
Women's
commission
was
established
To ensure
that
government
and other
local
governance
structure are
gender
sensitive
We will
be
accountable for all
our actions to our
customers
and
stakeholders
2008
Gender &
Local
Govt
Consultation
We shall uphold
the
principles
consultation and
dialogue with all
our stakeholders
on
all
policy
issues that affect
them
In partnership
With Gender
Links
Service
Excellence
We shall give our
customers service
of
exceptional
quality at all times
during
our
interactions with
them
MAJOR SUCCESSES
Customer
Satisfaction
Establishment of the Office
Increase funding from Central Government (P 2 million in 2008)
First strategic Plan 2007
Acquisition of Palapye Plot.
We shall strive to
exceed customer
expectations at all
times
MAJOR CHALLENGES
Integrity
Budgetary challenges
Unable to attract and retain skilled staff
Political commitment to the association
4
We shall conduct
our business with
a high degree of
honesty
and
integrity
at
all
times
INTERGRATION WITH GOVERNMENT AND INTERNATION PROGRAMS
A Prosperous,
Productive &
Innovative Nation
An Open,
Democratic and
Accountable
Nation
Vision 2016
Open and Transparent Governance
NDP 10
Ch 9&14
Participatory Democracy
Sustainable Economic Growth
Fostering an enabling environment that
promotes responsive citizenship and enhanced
access to public information.
Strengthening and deepening existing as well as
developing new initiatives for an efficient, transparent,
accountable & responsive government &
administrative structures in service delivery.
Promotion & strengthening of local governance (Leadership & local democracy)
GoB/UNDP
BALA
Build partnerships, networks & coalitions with strategic organizations (Policy Advocacy / Research & KM
Improve quality of life
for all through effective
service delivery … in
partnership with
stakeholders
5
SECTION 2 : Past Performance Review
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.
6
SITUATIONAL ANALYSIS FRAME WORK
LEADERSHIP
CAPTAIN OF THE BOAT
FINANCIAL
INTERNAL PROCESSES
MEASUREMENT
&
ANALYSIS
PEOPLE MANAGEMENT
MARKET & STAKEHOLDER
SATISFACTION
7
LEADERSHIP REVIEW
Assessment 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%
8
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%
9
AGE ANALYSIS
YEAR
NUMBER
%
1940s
1
10%
1950s
0
0%
1960s
2
20%
1970s
5
50%
1980
2
20%
10
EDUCATION /SKILLS ANALYSIS
QUALIFICATION
NUMBER PEOPLE
%
Degree
5
50%
Diploma
1
10%
JC
1
10%
Cambridge
1
10%
Master Degree
2
20%
11
BALA ORGANOGRAM
BOARD OF DIRECTORS
(PRESIDENT)
FINANCE MANAGER
CAPETOWN
PROGRAM MANAGER
CAPETOWN
EXECUTIVE SECRETARY
FINANCE MANAGER
FINANCE
OFFICER
DRIVER
MESSENGER
PROGRAM MANAGER
ADMIN
OFFICER
COMMUNICATIONS
OFFICER
P3
PROGRAM MANAGER
PROCESS
FACILLITATORS
OFFICE
ASSISTANT
PROCESS
FACILLITATORS
Service improvement
Process Reengineering
Financial Management
INTERN
FINANCE
Local Economic Development
12
BALA Strategic Plan 2010 - 2015
STAKEHOLDER ANALYSIS
13
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 goals
The criteria used is a scale of 1 to 5. 1 being low impact and 5 being the highest impact.
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
CORE VALUES
Accountability
We will
be
accountable for all
our actions to our
customers
and
stakeholders
Consultation
We shall uphold
the
principles
consultation and
dialogue with all
our stakeholders
on
all
policy
issues that affect
them
Service
Excellence
We shall give our
customers service
of
exceptional
quality at all times
during
our
interactions with
them
Customer
Satisfaction
We shall strive to
exceed customer
expectations at all
times
Integrity
13
We shall conduct
our business with
a high degree of
honesty
and
integrity
at
all
times
BALA Strategic Plan 2010 - 2015
SECTION 3 : Strategic Foundations
14
Vision Statement
CORE VALUES
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
Accountability
We will
be
accountable for all
our actions to our
customers
and
stakeholders
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.
Consultation
We shall uphold
the
principles
consultation and
dialogue with all
our stakeholders
on
all
policy
issues that affect
them
Service
Excellence
We shall give our
customers service
of
exceptional
quality at all times
during
our
interactions with
them
Customer
Satisfaction
We shall strive to
exceed customer
expectations at all
times
In the following slide you will find the mandate and strategic foundations of the association.
Integrity
14
We shall conduct
our business with
a high degree of
honesty
and
integrity
at
all
times
BALA Strategic Plan 2010- 2015
Strategic Aspiration Statement & Intent
15
Vision: “To be a model of excellence in the promotion of local governance ”
CORE VALUES
Accountability
Mission: To enhance Good Governance through Local Democracy and the provision of
Cost Effective Quality Services to Our Stakeholders
MANDATE
CRITICAL SUCCESS FACTORS
BALA was formed with overriding
objective of contributing towards the
establishment of a strong democratic
and development local governance in
Botswana.
1
Organisational Efficiency &
Effectiveness
The specific objective were to:
1.
2.
3.
4.
5.
6.
7.
Promote Local governance
Provide advice to local authorities.
Financial Sustainability
2
Provide training to members.
Provide opportunities for
discussing issues of common
interest
Formulate policies on issues
affecting local government
Collaborate and engage in
3 Marketing &Communication Proficiency
dialogue with central government
Build Partnerships, net works and
coalitions with strategic
organisations locally, regionally
and internationally.
STRATEGIC INTENT
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
We will
be
accountable for all
our actions to our
customers
and
stakeholders
Consultation
We shall uphold
the
principles
consultation and
dialogue with all
our stakeholders
on
all
policy
issues that affect
them
Service
Excellence
We shall give our
customers service
of
exceptional
quality at all times
during
our
interactions with
them
Customer
Satisfaction
We shall strive to
exceed customer
expectations at all
times
Integrity
15
We shall conduct
our business with
a high degree of
honesty
and
integrity
at
all
times
BALA Strategic Plan 2010 - 2015
SWOT Analysis Impact – Internal Strengths and Weaknesses
16
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
Internal Strength
Current
Impact
Analysis
Internal
Weaknesses
Current
Impact
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 partnerships with
SGLF and P3 on promotion of
Local governance and
transparency in Botswana
Weak funding base
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
Strategic Partnership
Competent Board of
Directors
High
Impact
Medium
Impact
CORE VALUES
Accountability
We will
be
accountable for all
our actions to our
customers
and
stakeholders
Analysis
Consultation
We shall uphold
the
principles
consultation and
dialogue with all
our stakeholders
on
all
policy
issues that affect
them
Severe
Impact
Service
Excellence
Severe
Impact
We shall give our
customers service
of
exceptional
quality at all times
during
our
interactions with
them
Customer
Satisfaction
Strong Membership
base
Medium
Impact
BALA has a very strong
membership base across all
councils in Botswana
Weak Internal
Controls
Medium
Impact
We shall strive to
exceed customer
expectations at all
times
Integrity
Weak Brand
Awareness
Medium
Impact
The brand value should be
synonymous with the business
model & value proposition of the
organisation
16
We shall conduct
our business with
a high degree of
honesty
and
integrity
at
all
times
BALA Strategic Plan 2010 - 2015
SWOT Analysis Impact – Internal Strengths and Weaknesses
17
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
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.
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
Ministry of Local
Government Funding
High
Impact
High
Impact
BALA has enjoyed funding
support from the MLG some
time.
Lack of participation
by members
Severe
Impact
Accountability
We will
be
accountable for all
our actions to our
customers
and
stakeholders
Internal Strength
Investment
Opportunities
CORE VALUES
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.
Consultation
We shall uphold
the
principles
consultation and
dialogue with all
our stakeholders
on
all
policy
issues that affect
them
Service
Excellence
We shall give our
customers service
of
exceptional
quality at all times
during
our
interactions with
them
Customer
Satisfaction
Severe
Impact
We shall strive to
exceed customer
expectations at all
times
Integrity
17
We shall conduct
our business with
a high degree of
honesty
and
integrity
at
all
times
BALA Strategic Plan 2010 - 2015
SWOT Analysis Impact – External Opportunities and Threats
18
CORE VALUES
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.
Accountability
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
Consultation
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
BALA is already recognised by the
Local Government Act
Dependency on
government
funding
Recognition under the
act
High
Impact
Access to Donor Funding
Medium
Impact
We will
be
accountable for all
our actions to our
customers
and
stakeholders
Severe
Impact
We shall uphold
the
principles
consultation and
dialogue with all
our stakeholders
on
all
policy
issues that affect
them
Service
Excellence
We shall give our
customers service
of
exceptional
quality at all times
during
our
interactions with
them
Over dependency on
government support makes
reduces the autonomy of
organization to undertake
some of the initiatives and
action programs
Customer
Satisfaction
We shall strive to
exceed customer
expectations at all
times
Integrity
High
Impact
18
We shall conduct
our business with
a high degree of
honesty
and
integrity
at
all
times
SECTION 4 : Strategic Goals & Objectives
•
•
•
•
•
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.
19
OUR ROAD MAP TO EXCELLENCE
1. Increased
Revenue
2. Improving Operational
Efficiency
Vision: “To be a model of excellence in the promotion of local governance ”
Resource Mobilization
Stakeholder Marketing
Facilitating Robust
Local Governance
Local Economic
Development
QUADRANT /PILLARS OF EXCELLENCE
Mission: To enhance Good Governance through Local Democracy and the provision of
Cost Effective Quality Services to Our Stakeholders
20
BALA Strategic Plan 2010 - 2015
Strategic Themes & Goals
21
Two major strategic THEMES were identified from the listed opportunities; i.e. INCREASE REVENUE and OPTIMISE
OPERATIONAL EFFICIENCY.
Resources
Mobilisation
Investment in high value
added areas
(Capital & Human
Resources)
Prudent Financial
Management
INCREASE
REVENUE
BASE
Increase member
contribution (P 5million)
Intensive
Stakeholder
Marketing
OPTIMISE
OPERATIONAL
EFFICIENCY
Enhance
Local Economic
Development
•ROI
•Cost Savings
•Investment Value
•Turnover
•Member & Donor Contribution
•No of Income Sources
Intensive project
marketing
Drive customer service
& Stakeholder value
propositions
Facilitate a
Robust
Local
Governance
STRATEGIC INDICATORS
Reduce Voter Apathy
Increase Voter Turnover
Improve Political
Leadership Accountability
to Local structures
STRATEGIC INDICATORS
Drive risk management
•Leveland
of participation
compliancein
Civic Activities
•Local Democracy Ratings
•Poverty Datum Line
•Per Capital Income Level
•Environmental sustainability
STRATEGIC
INTENT:
To become
financial
sustainable
organization
(turnover
BWP 46
million) and
facilitate a
Robust Local
Governance
by year 2015
Increase Employment
Levels
Reduce Poverty Datum
Line
We undertake to
minimise
risk
through
good
corporate
governance
THE STRATEGY MAP
VISION
CUSTOMER &
STAKEHOLDER
A ROLE MODEL OF EXCELLENCE IN THE
PROMOTION OF LOCAL GOVERNANCE
ROBUST
LOCAL
GOVERNANCE
Customer & Stakeholder
Satisfaction
Improve Local
Democracy
Local Economic
Development
Financial
Prudence
PEOPLE
MANAGEMENT
INTERPROCESSES
FINANCIAL
Increase revenue
base
Investment
Project Delivery
Effectiveness
Attract & Retain
Strategic Skllls
Fund Raising
Stakeholder
Marketing
Employee
Satisfaction
Policy
Implementation
I
Increase Donor
Contribution
Program
Imapct
Leadership
Effectiveness
Budget
Performance
Integration
Adherence to
Financial
Procedures
Service Delivery
Effectiveness
Corporate
Governance
22
STRATEGIC GOALS
YR
2011
YR
2012
YR
2013
YR
2014
YR
2015
P15m
P18m
P26m
P38m
P46m
85%
65%
70%
75%
80%
85%
75%
85%
77%
79%
81%
83%
85%
34%
24%
32%
30%
28%
26%
24%
Unknown
10%
2%
4%
6%
8%
10%
65%
100%
80%
90%
100%
100%
100%
STRATEGIC GOAL
MEASURE
BASELINE
To become a financially
sustainable organization in 5
years
Income in BWP
P 3 million
To strengthen local
governance and democracy
in 16 councils in Botswana
Local democracy
ratings in 16
council
60%
Enhance Local Economic
Development
Employment
Level
Poverty Datum
Per Capita
Income
Strengthen the capacity of
Local Authorities to improve
service delivery.
Adherence to
service
standards
TARGET
(by
year 5)
23
Revenue Growth BWP Million Projected Over Five Years to 2015
50
BWP (Million)
40
30
20
10
0
2010
2011
2012
2013
2014
2015
Revenue (Million)
24
SECTION 5 : Operational Goals & Objectives
•
•
•
•
•
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.
25
PERSPECTIVE
PEOPLE MANAGEMENT
OBJECTIVE
MEASURE
TARGET
ATTRACT & 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%
26
PERSPECTIVE
INTERNAL PROCESSES
OBJECTIVE
MEASURE
TARGET
Project 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/ Agreements
TBD (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
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.
50%
40% (country wide)
100%
100%
•Local democracy
• Code of Conduct for
Councillors
•E-governance
TBD
by 2011
80%
• Level of voter turnover
•Level of participation in civic activities
( CBOs)
Level of Collaboration between local level institutions
Level of Adherence
Level of computer literacy amongst councillors
100%
100%
70% in 3 years
27
PERSPECTIVE
Financial Perspective
OBJECTIVE
MEASURE
TARGET
Investment
•Return on Investment
•Level of investment
•Dividend earnings
20%/year
P 50 Million
30%
Increase Revenue base
No of income streams
5
Fund Raising
BWP raised in millions
P 1 Million /year
Donor 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
28
PERSPECTIVE
Market & Stakeholder Perspective
OBJECTIVE
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%
Adherence to customer service standards
100%
Customer Service Delivery
29
STAKEHOLDER & MARKET PERSPECTIVE
STRATEGIC GOALS
Customer &
stakeholder
satisfaction
Local Democracy
STRATEGIC OBJECTIVES
1.Communication
ACTIVITIES
Newsletter,
public lectures/hearings,
website
Platform
Full Council Address
Output
2500 copies/quarter
3 public lectures /year
Functional website
2 publications
16 meetings
outcome
Level of
awareness of
target
stakeholders90%
2.Timely service
Develop Service standards
Service standards in 2 years
Capacity building
Training on councillors/Staff
Seminars/workshops
Data base of skills & Expertise
No of training sessions
No of councillors/staff trained16 councils
To be developed by 2011
Customer Satisfaction
3.Research
Conduct surveys
Identify research topics
One every three years
One research topic/year
Outreach
Community mobilisation
Education
Frequency of Public Meetings
10/year
4.Strategic partnership
Sign agreements
No of signed agreements - 8
Adherence
100%
Skill and
competency
levels -60%
Access to
information/
skills
CSI – 70%
Impact on
policy review
Level of
awareness of
target
stakeholders90%
Organizational
sustainability
1.
BALA Congress
Once in two years
BALA Conference
Annually
Consultation
Organizational
Legitimacy
Policy &
resolutions
30
STAKEHOLDER & MARKET PERSPECTIVE
STRATEGIC GOALS STRATEGIC
ACTIVITIES
OBJECTIVES
Customer Satisfaction Conduct surveys
Awareness
Local Democracy Workshops
Transparency
Policy Advocacy
Output
Outcome
One every three years
16 councils covered in 7
workshops per year
CSI – 70%
Increase voter turnover
Voters understanding of
local democracy
Level of inclusiveness &
participation in development
process
Transparent budgeting
Participation
Tariffs models
Citizen report
Information & Communication
Participatory Budgeting workshops No of workshops 16/year
Election monitoring
No of elections
monitoring -26/5 years
Develop observer manual
Decentralisation
Workshops in gender & HIV/AIDS
Ownership & willingness to
pay for services
Ownership of budget
Free and Fair Elections
In place in 2 years.
Free & Fair Elections
Effective local governance
Gender Mainstream
programs
Dialogue with Parliamentarians on
No of session – 2 per year. Support & Collaboration/
legislation and Policy Issues.
parliamentary select
committee on local
governance.
Local Economic
Development
Creation of Enabling
Environment
In place in 2 years.
No of workshops – 16
No of workshops - 5
B.E. E. Surveys
No of Councils -16
LED Round Table
LED Strategies developed in Councils.
No of Round Tables -64
No of Councils-16
Conducive investment climate
31
INTERNAL PROCESSES
Strategic goals
Strategic Objectives
Activities
Output / Measures
Outcome/Measure
PROJECT DELIVERY
EFFECTIVENESS
Improve Project Management
Training on
project management
No of people trained
Source and use project mgt
system (MS project)
Quality
Cost
Time
-Level of Competence
-Success rate of
programmes/projects
-90%
Project Management
Proficiency
Establish donor partnership
Number of partnership
established
Establish partnership with
investment houses
Number of partnership
established
STAKEHOLDER
MARKETING
Develop stakeholder marketing
Strategy
(by April 2011)
(all personnel have been
trained)
Benchmarking for best practices No. of Processes
implemented
DEVELOPMENT OF
Develop internal control systems
SYSTEMS & PROCESSES (March 2011)
Re-engineering and auditing of
key processes
SERVICE DELIVERY
EFFECTIVENESS
32
Improve service delivery
No of jobs created
Improve service
delivery
BWP generated
BWP Investments
undertaken
Implementation of
best practices
Procurement and audit
policies/guidelines
Review Financial Mgt manual
Policies & procedures in
place.
reduction in audit
queries
Compliance with
acceptable accounting
standards
reduction in labour
disputes 30%
Review HR policy
HR policies in place
Staff training in appropriate
skills, BPR, customer service
No of people trained
Adherence to customers
service standards
Customer Satisfaction
Index (derived from
customer satisfaction
survey) 70%
Develop service standards
Level of compliance to
standards
Customer Satisfaction
32
Level 70%
PEOPLES MANAGEMENT
STRATEGIC GOALS
Improve HR Capacity
to deliver
STRATEGIC
OBJECTIVES
Attract & Retain
Strategic Skills
Improve Employee
Satisfaction
Improve Leadership
System
Improve Corporate
Governance
To develop and
implement corporate
strategy
ACTIVITIES
Output/Measure
Outcome/Measures
Attractive Package
Advancement Opportunities
Training & Skill Development
Conducive working environment
Good Office Accommodation
Office automation
SHE
Introduce wellness schemes
Package competitiveness
Staff retention level
Incentives competitiveness Employee satisfaction
Index
Employee productivity
Index
Provide vision & direction
Strategy in place &
Good communication & feedback
implemented
Mentoring & Coaching
Provide resources
Board
Structures in place
Establish Corporate
Internal
procedures
governance structures
Audit Committee
HR Committee
Finance Committee
Leadership effectiveness
ratings
Corporate governance
ratings
Adherence to corporate
governance principles
33
FINANCIAL PERSPECTIVE
STRATEGIC GOALS
Increase Revenue
Base
STRATEGIC OBJECTIVES ACTIVITIES
Output
Draw up and
Conduct fund raising activities
No of fundraising
implement a resource
activities
mobilization strategy
Purchase bonds and equities by year Values of bonds and
2015
equity purchased
Establish consultancy company with No of training course
in BALA by December 2010
conducted
Masepala Pty (LTD) in
Create Masepala Group the
place.
company to be incorporate by
(Certificate of
December 2010.
Incorporation)
Increase member (council)
BALA Congress
contribution to meet the P 5 million Resolution
threshold .
Solicit approval from the Ministry of Ratification Letter
Local Government after the BALA
Congress
Conduct a competitiveness survey of Availability of profile for
each council and identify areas
each council.
potential investment by December
2011
Title deed or lease
To acquire land for investment
agreements
Funding agreements
Attract and retain
Project marketing
signed
premium donors
Outcome
Income generated
Interested earned
Revenue generated
Return on Investment
Contributions
collected
Contributions in BWP
Investments
Investment
Enhanced project
implementation
34

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