VISION COUNCIL STRATEGIC PLAN视觉委员会的战略计划

1、.VISION 2016 COUNCIL STRATEGIC PLAN 2004 2006Thotoetso ya Tiragatso ya Tebelopeple 2016(Facilitating the Implementation of Vision 2016)CHAPTER 11.0 INTRODUCTION Vision 2016: 1.1VISION 2016 A long Term Vision for BotswanaThe development plans of Botswana have always been upon the four national princi

2、ples, which are Democracy, Development, Self-Reliance and Unity. These principles are still valid today, and must be re-focused to embrace change and relate to Botswanas current level of development.The fifth principle for Botswana will be Botho. Botho as a concept must stretch to its utmost limits

3、the largeness of the spirit of all Batswana. It must permeate every aspect of our lives, like the air we breathe, so that no Motswana will rest easy knowing that another is in need.By the year 2016, Botswana will be an educated, informed nation. All people will be able to have good quality education

4、 that is adapted to the needs of the country. Schooling will be universal and compulsory to the secondary level. Good quality vocational and technical training will be available at secondary level and beyond as an alternative to academic study. Entrepreneurship and business skills will be an integra

5、l part of all schooling. No student will be disadvantaged by ethnic origin, gender, language or remoteness of settlement.Batswana will be in the forefront of information technology with state of the art communications equipment, and will play a full part in the coming information age. All people wil

6、l have access to telephones, national newspapers, radio and television services, and to computer equipment. Information about the operations of Government of other organizations will be freely available to all citizens.By the year 2016, Botswana will be a prosperous, productive and innovative nation

7、. Batswana will be a hard working and disciplined people with a diversified economy. Agriculture, industry, mining and services will be productive and vital components of economic activity.Botswanas development will be sustainable, and will take account of the preservation of the environment and ren

8、ewal of resources. Incomes in Botswana will have been raised closer to those in developed nations. All Batswana, male and female will have the opportunity of paid employment, access to good quality housing, as well as increased resource ownership.By the year 2016, Botswana will be a compassionate an

9、d caring nation. Income will be distributed equitably. Poverty will have been eradicated, and there will be an efficient social safety net for those who suffer misfortune. All Batswana will have access to good quality health services, sanitation and nutrition. The negative impact of the AIDS epidemi

10、c in Botswana will have been halted and reversed.By the year 2016, Botswana will be a safe and secure nation. Violent crime will have been eliminated, and there will be full protection of individual rights. Batswana will have confidence in law enforcement agencies, and standards of road safety will

11、be high. The people and borders of Botswana will be protected by a small, disciplined and accountable national defence force.By the year 2016, Botswana will be an open, democratic and accountable nation. There will be a system of decentralized democracy and political tolerance. Civil society will pl

12、ay a full part in the development of the country, alongside Government. The nations leaders will be open and accountable to the people. The role of traditional leaders will have been enhanced. Freedom of expression as well as press freedom will be fully protected.By the year 2016, Botswana will be a

13、 moral and tolerant nation. There will be high standards of personal morality, and tolerant social attitudes towards people of different cultures, ethnic traditions, religions or disabilities.By the year 2016, Botswana will be a united and proud nation, sharing common ideals, goals and symbols. Soci

14、ety will be underpinned by resilient family values with a strong sense of tradition and pride in its history.1.2 The Vision Council A Vision Council must be set up to monitor and evaluate the implementation of the Vision. The Council must have statutory powers to collect information, call authoritie

15、s to account, and to guide and monitor the policies during implementation. The meetings, hearings and investigations of the Council will be conducted in a transparent manner.The Council should consist of all of the major stakeholders in the Vision. There will be Government representatives in the Cou

16、ncil, but the civil society and the private sector representatives will be the majority. The membership should be about 50 persons, appointed for 3-year term. Members will be eligible for reappointment at the end of their terms.The Council will have working committees that monitor the progress in ea

17、ch of the main strategy sections of the Vision, and report on a regular basis in a public and transparent manner. The Council must be financed from the Government budget.The Council will publish its findings widely by issuing periodic progress reports and recommendations to public and implementing a

18、gencies. There will be a national conference to review the Vision every two years in order to allow more stakeholder participation, and to review progress.1.3 The Current Implementation Structure of Vision CouncilVision CouncilVision ForumsBIDPA Vision Secretariat1.3.1Dedicated Council Secretariat S

19、taffà Vision Coordinatorx 1à Publicity Managerx 1à Monitoring Specialist x 1à Forum Secretaryx 1à Council Secretaryx 1à Executive Secretary x 11.4 Vision Council Strategic PlanA Vision 2016 Stakeholder Conference was held in 2003 to take stock of where the nation was in

20、 terms of realizing the objectives of the National Vision. Even though there was no definitive answer as to the exact progress made so far in this regard, the Conference revealed the need for a multi-year perspective plan to help operationalise the goals of Vision 2016.Following the Conference, the

21、Vision Council expressed the need for a strategic plan to guide and direct the effective implementation of Vision 2016. To this end, the Council set in motion the machinery for the development of a strategic plan with concise vision and explicit mission statement. A Strategic Retreat to Selebi Phikw

22、e was scheduled for October 20 and 21, 2003 to develop strategic plan and help mobilize resources towards the achievement of Vision 2016 goals.CHAPTER TWO2.0VISION, MISSION, AND VALUES2.1IntroductionWhile the vision describes the direction the Vision Council intends taking, and what it will look lik

23、e in the future in terms of efficiency and effectiveness, the mission statement focuses on the principal services and strategies and the reason for the Vision Councils existence. Related to this and derived from it over-time is the Vision Councils culture (values). During its existence since the app

24、ointment, the Vision Council has developed values and beliefs, a philosophy of life, ethical standard, attitudes, and the “chemistry” which surrounds the work environment that gives it a definite character.2.2Councils VisionBearing in mind the multiplicity and complexity of forces that inevitably im

25、pinge on the environment within which the Vision Council operates, the Councils Vision is to re-position and re-orient itself to address both present and future opportunities and threats, thus becoming a World Class Vision Council.VISIONTo be a world class Council and the nations leading motivator,

26、advocate and authority for the achievement of Vision 2016.2.3Councils Mission StatementIn furtherance of this Mission and in collaboration and partnership with relevant stakeholders, the Vision Council is responsive to the nations needs, is committed to professionalism, quality and integrity as well

27、 as to innovation and the application of the most effective strategies in realising Vision 2016 objectives.MISSION STATEMENTWe exist to effectively and efficiently promote, drive, monitor, evaluate and report on the attainment of Vision 2016 goals, ensuring active involvement and participation of al

28、l stakeholders.2.4 Vision Council Shared ValuesThe Vision Councils shared values consist of culture, philosophy and the “modus vivendi” regulating the work environment and giving the Council a definite character.SHARED VALUESà Bothoà Result-Orientedà Openness, honesty and sincerity

29、24; Passion for the Vision 2016à Team Work2.4.1Professional Image of the Vision Councilà Continually improving knowledge and expertise to guarantee first-class implementation of Vision 2016à Working together with openness, trust and mutual respectà Operating in a spirit of unity

30、of purposeà Upholding the noble principles of professionalism and integrityThe Vision Council will aspire to excellence, teamwork and dedication to the ideals for which it was established.CHAPTER THREE3.0STRATEGIC BUSINESS MODELLING3.1 IntroductionThe chapter deals with the Councils initiative

31、to spell out in some detail the paths along which its Vision and Mission will be accomplished. In this phase of the planning process, the retreat team reviewed the current Vision implementing structures with a view to develop the most effective structures towards the fulfillment of the overall Visio

32、n 2016.The strategic business modelling generally consists of three major elements:1. Identifying the major implementing structures or the organizations strategic profile that will help it to fulfill its mission.2. Identifying the key activities that are undertaken in order to achieve the objectives

33、.3. SWOT analysis that assesses both the internal and external environment of the organisation.3.2Vision Council Implementing Structures and Activities Implementing StructuresActivities1. Vision Councilà Monitoring and Evaluationà Review functions of Vision Councilà Reportingà St

34、aff appointmentà Resource Mobilisation à Advocacyà Promotion of Vision 2016à Promoting “Smart” Partnershipà Support Vision Forumsà Public hearing and Investigationà Budgeting and Planningà Policy Formulationà Strategic direction2. Forumsà Vision 2016

35、 promotionsà Implementing Council decisionsà Reporting3. BIDPA/Vision Secretariatà Budget and Funds Administrationà Staff Recruitment and Appointmentà Provision of Office facilitiesà Staff Supervisionà Purchasing and Procurement of goods and servicesà Research

36、 and Studiesà Servicing Vision Council à Servicing the Forumsà Vision 2016 publicity and promotionà Monitoring and Evaluationà Implementation of Council decisionsà Advices Vision Councilà Staff Training and Development à Reporting à Resource Mobilisation

37、and allocationà Supports Stakeholdersà Arranges and Services Conferences, Forums and Seminarsà Develops Terms of References for Consultancies and Studiesà Prepares and develops implementation plansà Liaison with key stakeholders3.3SWOT AnalysisThis process looked at both the

38、 internal and external environments of the Vision Council. The internal environment factors are strengths and weaknesses and external environment are opportunities and threats.3.3.1Strengthsà Diverse skills of Council membershipà Documentation of Vision 2016à Vested interest in the su

39、ccess of Vision 2016à Some committed Secretariat staffà Some dedicated Council membersà Monitoring and evaluation toolà Legitimate existence3.3.2 Weaknessesà Weak Secretariatà Status of Vision Council (should be supreme)à Competing needs for Council members (no tim

40、e for Council business)à Understaffing/limited HRs for the Secretariatà Limited financial resourcesà Lack of statutory powers to enforce complianceà Constraining management contract with BIDPAà Lack of operational procedures for Council members (charter)à Lack of role c

41、larity BIDPA/Secretariat/Vision Councilà Lack of visibility of Vision 2016 Councilà Limited administrative support systems and facilitiesà Dual line of reporting by Vision Secretariatà No implementation plans3.3.3Opportunitiesà Compliance to Vision 2016 of NDP9 and DDPsà

42、; Support and backing of the Office of Presidentà Potential donor supportà Goodwill of stakeholders business community and individualsà Strategic partnerships NEPA, MDG, etc.à Conducive political environmentà Availability of financial resourcesà Developed scenarios by V

43、ision Council and BNPCà Buy-in by members of publicà Population size (easily reached)à Sound national policy framework3.3.4 Threatsà Poor performance by Vision Councilà Resistance to changeà HIV/AIDSà Weak implementation capacity of National policiesà Regional

44、 political instabilityà Globalisationà Population size (too small)à Competing needs for the national fundsà Party-politicisation of Vision 2016CHAPTER FOUR4.0 STRATEGIC OPTIONS AND CRITICAL SUCCESS FACTORS4.1IntroductionChapter four deals with strategic options and critical succe

45、ss factors that are required for the successful achievement of Councils strategic goals. Capital to any organizations strategic planning process is its “mindset” that profoundly affects how the organization behaves when faced with environmental challenges.4.2RequirementsStrategic options are the var

46、ious identified courses of action open to Vision Council in order to fulfill its mandate. If the Council is to successfully execute the strategic options and therefore fulfill its mandate, certain conditions and prerequisites (critical success factors) must be in place. The table 1 below outlines th

47、e strategic options:NB:Chapter four responds to SWOT analysis and focuses on internal capacity building to enable the Vision Council to fulfill its mandate as articulated in Chapter five.Table 1:Strategic Options, Critical Success Factors and StrategiesStrategic OptionsCritical Success FactorsStrate

48、gies1. Strengthen Vision Secretariat to effectively drive the implementation of Vision 2016.1.1 Competent and motivated Secretariat staff.1.2 Adequate staff to match the Vision implementation workload1.3 Competitive and attractive working conditions.1.1.1 Revise recruitment and selection system to n

49、et the right people and reprofile jobs1.2.1 Review current staff complement in context of the Vision implementation requirements.1.3.1 Review current working conditions of the Secretariat staff.2. Internal monitoring and Evaluation System2.1 Performance appraisals2.1.1 Establish performance manageme

50、nt system3. Building Capacity of Vision 2016 Implementing Structures3.1 Working Conditions3.2 Monitoring and Evaluation Instrument3.1.1 Provide adequate office/ infrastructural facilities3.2.1 Develop effective monitoring and evaluation instrument.3.2.2 Develop periodic monitoring and evaluation pla

51、ns and schedules.4. Improve profile of Vision Council and Secretariat4.1 High caliber and qualified staff and Council members4.2 Expertise to help guide implementation of Vision 20164.3 Adequate Funds4.4 Enabling climate4.5 Commitment to Vision 20164.1.1 Develop effective job profile for the Secreta

52、riat positions.4.1.2 Design effective recruitment system4.2.1 Engage qualified expertise.4.3.1 Mobilise financial resources4.3.2 Develop development budget for capacity building4.4.1 Establish effective communication system.4.4.2 Engage in participative management style.4.5.1 Full involvement of sta

53、keholders5. Identify project Funding Sources5.1 Fund raising strategies5.2 Knowledge of donor preferences5.3 Credibility5.1.1 Good public relations with potential funders5.1.2 Develop Vision 2016 credible implementation strategies that will attract funding.5.2.1 Study donor funding policies5.2.2 Stu

54、dy bilateral agreements with Government of Botswana.5.3.1 Keep donors and funders abreast of Vision 2016 progress.5.3.2 Provide funders/donors with financial reports and relevant documents.5.3.3 Ensure quality delivery of all donor funded projects.6. Staff Training and Development6.1 HR development

55、policy6.2 Staff training and development budget6.3 Strategic alliances with external similar organizations6.1.1 Develop in-house training programmes6.1.2 Identify credible external programmes6.2.1 Identify staff training and development needs.6.2.2 Secure sponsorship for training through Government

56、bilateral sources6.3.1 Public relations initiatives with external organization6.3.2 Negotiate staff secondment with other organizations.7. Improve physical facilities and Equipment7.1 Acquiring additional facilities7.1.1 Lobby with Government to fund/allocate adequate facilities7.1.2 Lobby for funds for construction of new, up to date facilities.CHAPTER FIVE5.0 GOALS, KEY RESULTS AREAS (KRAs) AND KEY DELIVERABLES5.1Key DeliverablesKey Result Areas Determine whatGoals These are statements ofthe Council will be judged upon. They intent and are normally