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Monitoring and Evaluating the Strategic Plan - Fall 2012

Apr 06, 2020
hello class this is section 14 and our topic today is

monitoring

and evaluation

plan

by

plan

of course we mean the

strategic

plan one of the most critical steps in the

monitoring

and evaluation phase is creating what we call indicators performance key that will help you track and control whether or not you are on time with costs and results that's what we're going to talk about today the key questions to ask and the time frame for the first year should be every three months and then if it's a three year plan you might want to do it twice a year unless of course there are issues and you can do it more often the key questions to ask yourself are are we in the good way?
monitoring and evaluating the strategic plan   fall 2012
Will the objectives be achieved within the time frame they have allocated in the plan and if not, what is happening? Hey, it's not being achieved, the second part of that if the goals are not being achieved, ask yourself how realistic would the goals be if they were postponed or changed? I know many organizations that have to postpone goals that cannot be met due to changing circumstances, so that's legitimate. reason and if you don't stop and follow up every three months, you'll end up at the end of the year not completing a goal and then wondering why this wasn't articulated and identified and moved to another date or postponed indefinitely if necessary.
monitoring and evaluating the strategic plan   fall 2012

More Interesting Facts About,

monitoring and evaluating the strategic plan fall 2012...

That being the case, and the last question you ask if goals aren't on time is whether the deadlines are realistic. Did we bite off more than we can choose from, so to speak? Did we have a realistic plan that changed due to other circumstances? So let's ask ourselves these questions: why not, why hasn't gold been achieved? Are the goals themselves realistic and are the deadlines realistic? now the most important thing is to review what I like to call the lessons learn to talk about what we are learning about the process that we can use in the future what are the good steps we have taken that we can replicate what are some of the warning signs that we should keep in mind so always report with lessons learned now let's take a look at those key performance indicators these indicators of success allow an organization to know exactly what they are doing if they are on track ahead of schedule they are known as KPIs Key Performance Indicators Those who implement the action plans, strategies and tactics are then responsible for collecting the data and providing the status report, so if you delegate to a particular department or program, those are the people who collect the key performance indicators, I'll come back to that, so if there are problems bring the people together Appropriate people in the room to determine why the particular performance is not being achieved according to the expected and identified indicator Examine the action plan and strategies, tactics, on the contrary, if the objective is on track and is being met, use this information to determine if we can replicate this and use it elsewhere in the

strategic

plan so we can have better results elsewhere, the strategic planning committee as a whole should always take action based on performance results data review and review lagging or declining performance, as well as recognize and duplicate exceptional performance.
monitoring and evaluating the strategic plan   fall 2012
These are some examples of key performance indicators in some organizations, so if the strategic plan had one of its objectives as offering quality to the customer. service perhaps one of the key performance indicators could be to identify and review the number of complaints that have come in if the goal identified reduction in staff turnover as a result, you may want to look at the number of volunteers on voluntary terminations to see how it is maintained if filling staff vacancies in a timely manner is a goal; you would consider the length of time between the start of the recruiting phase when you place the ad and receive the resume to the actual hire and the start date and look at the amount of time to see if there are steps that can bridge the gap between the initial and the final cost the final hiring step or lastly if the goal was to reduce program costs you would certainly want to document and identify the cost per hour of service so these are just a few examples of key performance indicators , remember if you can't measure it you can't manage it and the data is collected by the program department responsible for overseeing the strategies and tactics of that particular program, it is compiled by them and discussed with senior management along with the strategic planning committee so that an assessment can be made as to whether or not they are on track or lagging behind and the reasons why remember that e he evaluation process is ongoing even if changes are being made to ict strategies and tactics and even action plans, the process of measuring, monitoring and reporting on performance would and should continue, so here is a summary of what what we talked about today card or dashboard to collect your results I mentioned that earlier and said for those of you who are interested you can go online and learn more about how to use a scorecard or dashboard both are very visual and often use light red colors. green light uh yellow light to tell you if something was completed on time or has a problem remember you have to set up a process to review and respond to measurements so that's the monthly meeting or monthly test for the first year remember measuring alone is not the important thing is then to act on the measures and the results creation of the course correction of the course could involve the creation of a new action plan and those c the components be sure to include who will do it who will own it and who will work with the owner identify to other staff when they will do it when they will start when is their milestone record and when is it expected to be completed and where is it an internal site or is it an external site many organizations have multiple sites some of them work with other organizations e.g. what identifying where they do it helps create the action plan and then you should ask what their strategies and tactics are how you would do it n I like to ask that question three times how will they do it how else will they do it how else will they do it and finally how much time will it cost how much will it cost and how long will it take expect it to be done in three months six months one week two days how long will it take because time is a very expensive resource and how much will it cost also in dollars and cents so its a quick interview overview of overseeing a second strategic plan assessment segment hopefully it was helpful and you know that it is a very important component of the strategic plan. your timeline and follow-up responsibilities, many organizations don't want to pay for that phase, so a good consultant might put in an extra 10 or 20 hours just to get the organization off to a good start and then have a framework for knowing what to they need to do it on their own in the future talk to you again soon
monitoring and evaluating the strategic plan   fall 2012

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