Essien Abel EssienDirector, Strategic PlanningECOWAS CommissionSeptember 2009

ECOWAS COMMISSION COMMISSION DE LA CEDEAO

MAINSTREAMING ECOWAS VISION AND THE STRATEGIC PLANNING PROCESS

• 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

1. Background

2. Where are we?

3. Role of Institutions: Linking the Vision to Your Roles

4. Pyramids of Success and Translation

“Two important tools available to aid Management think strategically-- Visioning and Scenario building-- by identifying what is on the horizon, signals of change in specific sectors of the macro-environment (social, technological, economic, environmental, and political) and suggesting their implications.”.

Visioning is more than writing vision statements that are framed and hung on a wall.

Begins with the development of a vision for the organization and identifying the desired states of that organization.

A vision is a realistic, credible, attractive future for an organization to aspire to

Proceeds to developing strategies to achieve those desired states and goes on to scanning the environment to discover what things will hinder or help achieve those strategies.

• 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

Vision

A pen picture in three or more years time in terms of its likely physical appearance, size, activities, etc

Purposes of the business—in soft or hard statements (What business vis. reason for existence)

Governing the operation of the business and its conduct or relationships with society at large, customers, suppliers, employees, local community and other stakeholders.

Specific interim or ultimate time-based measurements to be achieved by implementing strategies in pursuit of the organization objectives. Should be quantifiable, consistent, realistic and achievable

The rules and guidelines by which the mission, objectives etc. may be achieved, organic growth, or acquisition plans, or they can relate to primary matters in key functional areas

Mission ValuesGoals /

Objectives

Strategies Programs

Key Steps from Vision to Programs

Sets out the implementation plans for the key strategies. These should cover actions, time-scales, deadlines, budgets and performance targets.

Key Steps in Developing a Strategy

Strategic Thinking

Road Mapping

Explore the critical Issues

Identify a range of possible routes to your goals and Investigate ‘stepping stones’ for each route

Goal and Objective Setting

Capacity Gap

Identify and prioritize the goals and objectives – be as specific as possible

Identify any gaps or discrepancies in your knowledge and experiences

Communicate the Plan

Communicate to the different constituents

• 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

9

•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.

MANDATE 1

Formulate a regional strategy based on regional integration and aligned with the development agenda of the NEPAD Framework

MANDATE 2

Ensure conversion into operational, sectoral, regional and national programs

MANDATE 3

Develop a detailed regional strategic plan indicating key implications and strategic options for implementation

MANDATE 4

Develop short/medium and long term work plans

MANDATE 5

Develop a mechanism for facilitating coordination of the Commission strategic plans in collaboration with the Commissioners and Directors.

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

• Carry out a SWOT analysis to appreciate our strengths and identify our obstacles

• Define our critical issues

• Decide what resources are required

• 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

We need to appreciate the resources we have available to meet these objectives

Allows us to consciously be responsive to the demands of the Community

• Management Committee

• Strategic Planning Steering Committee

• Strategic Planning Operational Committee

• Participatory Approach

• Ownership

• Acceptability/

• Commitment

• Stakeholders Confidence

• Agenda

• Mission

• Core Values

• Environmental Scan

• Strategic Framework

• Implementation Strategy

Activities: Phase I

Details

Program and Plan Synthesis

• Analyze Planning Documents

• Establish linkages

Established an Institutional Framework Arrangement

Defined a clear process strategy

Draft the Zero Version of the Strategic Plan

• Set up different Stakeholder Forums

• Develop a Communication Plan

• Develop a capacity building plan

• Monitoring and Evaluation System

• Supportive ICT infrastructure

• Implementation Review Reports

• Midyear Execution Report

• President’s Annual Review Reports

Activities: Phase II

Details

Develop an Action Plan

• Identify planning issues

• Develop Performance Indicators

• Carry out costing and integrate into a multi-year budgetary framework

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

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

We have aligned the strategic plan with the 2020 Vision

We have started defining the programs / projects / activities under the Strategic Plan

The 2010-2014 Strategic Plan has been submitted to Management

We have commenced the preparation of the medium term action plan that will define the 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

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

Borderless

Region

Peaceful Region

Prosperous

Region

Cohesive

Region

Good Governance Region

ECOWAS INSTITUTIONS

Unity , Consisten

cy, Solidity,

Organization

Seamless, No Limits,

No Bounda

ry

Serene, Calm, Non-

Violent

Control, Suprema

cy

Affluent,

Wealthy, Rich, Thrivin

g

THE SOCIAL CHARTER FOR THE PEOPLE

VISION

MISSION

STRATEGY

CAPABILITIES

ARCHITECTURE

How should we structure our capabilities to realize value and work efficiently as an organization?

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.

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.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?

Good Governance

Processes

Good Governance

Institutions

Technology

Facilities

Funding

Organization

Culture

People

How do we do this?The methods and tools necessary to achieve our mission. It involves preparing the best way to respond to the circumstances of the organization's environment, whether or not these circumstances are known in advance

PROGRAMS /PROJECTS

FINANCE (management)

PEOPLE MGMT SYSTEM

ICT FACILITIES CULTURE

PROCESS MANAGEMENT SYSTEM

FINANCE (mobilization of resources)

ECOWAS VISIONSTART POINT of Delivery to ECOWAS Citizen

END POINT of Delivery to ECOWAS Citizen

A process management system defines how a business operates and the way in which it delivers value to both to its internal and external customers.Processes involve both manual and automated activities, and integrating these activities into a seamless and harmonious flow provides process excellence and competitive/cost cutting advantages.

CON

TROL SYSTEM

(Components – M

&E, AU

DIT, ICT etc.)

Business Rules/Authority Limits/

Operations ManualHaving defined the vision, finances must be sourced in-house and through external channels to translate the vision into reality.

These are key drivers of an effective process management system as they continuously ensure that the right people occupy the right positions, and they possess the right tools to carry out their duties.

There is a need to ensure that only viable programs/projects (aligned to the vision) are embarked upon, internal resources are properly directed for effective implementation, and resources are properly managed to ensure program/project sustenance over time.

Programs/projects can only be successfully delivered to ECOWAS citizens within an established program management framework.

Ownership/Responsibilities

Business Process Manual

Reports

DataForms

Key Performance Indicators

Automation Support

Managing the financial resources for the programs and projects

ECOWAS CITIZENS

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