Strategic & Business Planning
Strategic Planning is the process through which an organisation determines the results it intends to achieve the Goals, Strategic Objectives, Project and Operational Plans, what it will cost the organisation (budgets) and how it will measure whether it has achieved its results (Performance Measurement) through Results Based Planning – Manto Management Methodology Toolkit. The Strategic Planning process is undertaken every five years where departments are required to produce a five year Strategic Plan. The five year Strategic Plan is comprised of an Annual Performance Plan (APP), that is reviewed and developed each year.
In the context of the public sector, Strategic Planning can be a complex process as it must comply with the prescribed planning frameworks. It must incorporate the different planning cycles in government. It must align to governments programme of action. It must integrate cross-cutting issues. It must prioritise what to achieve with defined resources and it must enable accountable Performance Management, Monitoring, Reporting and Evaluation. Manto Management’s approach to Strategic Planning is based on an approach called Results or Outcomes Based Planning and Management.
This is an approach by which an organisation ensures that its processes, products and services contribute to the achievement of clearly articulated results in its strategy. A result is a consequence of a particular activity, project or program that an organisation implements, and, for which it is willing to be held accountable from a performance perspective.
It moves beyond traditional Strategic Planning in that it changes the emphasis from broad desired future states (Goals and Strategic Objectives) into statements that focus more specifically on change (e.g. what, how much and by when).
This approach is based on the approach adopted by National Treasury and the country.
The current practice of public sector Strategic Planning is restricted by a number of problems and challenges:
•A predominance of performance measures and targets that are not aligned to the national strategy and the mandate of the department and agency;
•A culture of malicious compliance where Strategic Plans and APP’s are produced to meet deadlines and Treasury requirements rather than produced quality plans that enable the organisation to be strategy led;
•Strategic Planning is driven by managers responsible for Strategy and there is lack of ownership from other line managers;
•Poor alignment between the Strategic Plans of the organisation and it’s organisational and individual Performance Management;
•Weak processes of Performance Monitoring and Reporting;
•The AG continues to raise issues with the quality and compliance of departmental and agency Strategic and Annual Performance Plans;
Our Strategic Planning approach is aligned to country requirements and embedded in best practices for Outcomes Based Planning and Performance Management. The approach incorporates top-down and bottom-up planning processes and follows the structured process outlined a per the Treasury guidelines.
Our structured process of Strategic Planning produces a high quality plan that is aligned to the regulatory requirements.
A deep track record of experience – we have supported a multitude of customers in developing Strategic and Annual Performance Plans.
Our Strategic Management solutions have been deployed across all spheres of government;
We have developed Strategic Plans and APP’s for numerous national departments, agencies and entities of government (DCOG, Human Settlements, Health; TIA, EAB, ESKOM)
We have supported the development of IDP, SDBIPS and budgets for municipalities ;
We have developed national sector strategies;
Our methods and tools are aligned the public sector frameworks