Essien Abel Essien Director, Strategic Planning ECOWAS Commission September 2009

1. ECOWAS COMMISSION COMMISSION DE LA CEDEAO MAINSTREAMING ECOWAS VISION AND THE STRATEGIC PLANNING PROCESS Essien Abel Essien Director, Strategic Planning ECOWAS Commission September 2009

2. Content Page • Background • Where are we? • Role of Institutions: Linking the Vision to Your Roles • Pyramids of Success and Translation

3. Objectives of the Presentation To communicate the ECOWAS Vision 2020To communicate the strategic planning processTo indicate the role of each Institution plays within the pyramids of success and translation developed as a backbone to the implementation processTo concretize the institutional arrangement for the implementation of the tenets of the Vision and the Strategic Plan TOWARDS AN ECOWAS OF PEOPLES Building ECOWAS Future Now

4. 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 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.

5. 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. • Strategic Planning: It may not be a recipe for success, but without it, an organization is much more likely to derail/fail. • Serves as a framework for decisions or for securing support/approval • Provides a basis for more detailed planning. • Explains the business to others in order to inform, motivate & involve • Assists benchmarking & performance monitoring • Stimulates change and become the building block for the next plan • Enhances Visibility

6. Strategic Planning (2 Of 3) • Key Steps: From Visioning to Programs Vision Mission Values Goals / Objectives Strategies Programs 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 Sets out the implementation plans for the key strategies. These should cover actions, time-scales, deadlines, budgets and performance targets.

7. Strategic Planning (3 Of 3) • Key Steps in Developing a Strategy Strategic Thinking Road Mapping Goal and Objective Setting Capacity Gap Communicate the Plan Explore the critical Issues Identify a range of possible routes to your goals and Investigate ‘stepping stones’ for each route Identify and prioritize the goals and objectives – be as specific as possible Identify any gaps or discrepancies in your knowledge and experiences Communicate to the different constituents

8. The Role of the Strategic Planning Unit • Coordinates ECOWAS Institutions on the implementation of these plans in syn with the overall vision of the organization. • Aids implementation through a system of monitoring and evaluation, thereby raising the awareness of the employees on all related activities and plans. • Aid at directing the resources of the region towards achieving the priority goals • Seeks to help the different constituencies and sectors within the regional institutions in developing their strategic plans • Ensures effectiveness and efficiency in the organization. As a global outreach organization, assist in the coordination of regional systems and policies.

9. Mandate of the 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.

10. Where are we?- ECOWAS Vision KEYWORDS ENABLERS • Borderless • Peace • Prosperity • Cohesion • Good governance • Access • Harnessing • Creation of opportunities OBJECTIVES • Sustainable development • Environmental preservation • 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

11. The Regional Strategic Plan (Purpose) Community • Provides an opportunity for the citizens to participate in the process and take a genuine interest in their future, thereby increasing morale • Promotes a common sense of purpose and cohesion • Indicates a “road map” for development and service delivery in the near and distant future • Focuses on “what must be done”, “what can be delayed or eliminated”, “who will be served”, “what is the intended outcome”, and “who will provide the service, how, and to what level”

12. The Regional Strategic Plan (Purpose) ECOWAS Institutions • Raises their collective awareness on current and future issues and operations • Facilitates a reconciliation between past ways of doing things versus modern ideas and the projection of future service demand • Sets the stage for the Community’s institutions to operate at a new, purposeful, and efficient level • Aides the development of an outcome “planning” document suitable for developing action plans, creating timelines, and communication to the Community

13. Major Steps- Regional Strategic Planning (1 of 3) 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 We need to be clear about the objectives of the ECOWAS region / Commission • Define goals and intermediate and short-term objectives • Develop a strategy profile for the future • Draw an action timetable • Carry out a SWOT analysis to appreciate our strengths and identify our obstacles • Define our critical issues • Decide what resources are required • Determine our main strategic mandate • Determine our strategic vision & mission How are we going to do this? Institute a Strategic Planning and Programming System

14. Major Steps-Regional Strategic Plan (2 Of 3) Activities: Phase I Defined a clear process strategy Established an Institutional Framework Arrangement Draft the Zero Version of the Strategic Plan Program and Plan Synthesis Details • Agenda • Mission • Core Values • Environmental Scan • Strategic Framework • Implementation Strategy • Participatory Approach • Ownership • Acceptability/ • Commitment • Stakeholders Confidence • Analyze Planning Documents • Establish linkages • Management Committee • Strategic Planning Steering Committee • Strategic Planning Operational Committee

15. Major Steps-Regional Strategic Plan (3 Of 3) Activities: Phase II Develop Capacity Building Plan having identified capacity gaps Communicate Strategic Planning Process to internal and external customers Institute a planning & programming system within a program planning cycle Develop an Action Plan Details • Monitoring and Evaluation System • Supportive ICT infrastructure • Implementation Review Reports • Midyear Execution Report • President’s Annual Review Reports • Set up different Stakeholder Forums • Develop a Communication Plan • Identify planning issues • Develop Performance Indicators • Carry out costing and integrate into a multi-year budgetary framework • Develop a capacity building plan

16. 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 2010-2014 Strategic Plan has been submitted to Management We have aligned the strategic plan with the 2020 Vision We have started defining the programs / projects / activities under the Strategic Plan 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

17. Strategic Priorities • PRIORITY 1: • Promote good governance and upgrade the conflict prevention, management and resolution mechanism • PRIORITY 3: • Sustained development and cooperation in the region • PRIORITY 2: • Promote a competitive business environment • PRIORITY 4: • Deepen economic and monetary integration • PRIORITY 6: • Strengthen the mechanism for integration into the global market • PRIORITY 5: • Reinforce Institutional Capacity

18. 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. 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. VISION 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? MISSION 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 Technology Organization How should we structure our capabilities to realize value and work efficiently as an organization? Good Governance Facilities Culture Good Governance Funding Institutions People

19. Pyramid of Translation ECOWAS CITIZENS END POINT of Delivery to ECOWAS Citizen 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. PROGRAMS /PROJECTS Managing the financial resources for the programs and projects 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. FINANCE (management) PEOPLE MGMT SYSTEM ICT FACILITIES 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. CONTROL SYSTEM(Components – M&E, AUDIT, ICT etc.) CULTURE PROCESS MANAGEMENT SYSTEM Ownership/ Responsibilities Business Process Manual Business Rules/ Authority Limits/ Operations Manual Having defined the vision, finances must be sourced in-house and through external channels to translate the vision into reality. Reports Automation Support Key Performance Indicators Data Forms FINANCE (mobilization of resources) START POINT of Delivery to ECOWAS Citizen ECOWAS VISION

20. Concluding Remarks • The regional architecture has to fit the vision. • Architectural Review should be in seven key areas Institutional Arrangement Process Redesign Strategic Alliance Control Systems Communication ICT Infrastructure Financial Strategy • Regional economic integration holds the • (key) to development in our region. • The process is irreversible

21. THANK YOU MERCI OBRIGADO