Post on 09-Apr-2018
8/8/2019 Planning Guide for Non-Operation
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8/8/2019 Planning Guide for Non-Operation
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At the end of this workshop, participants are
expected to:
Know how to analyse the currentperformance and assess market condition
Perform a better SWOT analysis
Develop a workable KOGMA/Action Plan Prepare a realistic Projections with valid and
verifiable assumptions
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Planning as a sort of mental exercise
(compliance purposes!)
All plans end up to storage room, drawer orcabinet (no monitoring!)
Coming up of theoretical instead of workable
goals and objectives Unrealistic Projections with unverifiable
assumptions
Not SMART!
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Control the future
Attain order from chaos
Grow skills Create attained advantage
Failure to Plan is planning to Fail
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Formulate KOGMA/Action Plan
Set Goals Select Measures Set TargetPrepare
Projections
Conduct SWOT Analysis
Identify Strengths and Weaknesses Identify Opportunities and Threats
Diagnose Current Strategic Position
Analyse performance Understand current market condition
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Analyse Performance Analyse Performance
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Gather &AssembleData
Analyze,probe &
validate
FormulateStrategy
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ANALYSE PERFORMANCE
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Gather only relevant data which are helpful in
seeing the over-all picture, trends and
behavioural patterns of your operation Sources are likely to come from Accounting,
Finance, MIS and your own internal data
Get them involved!
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ANALYSE PERFORMANCE
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Probing provides meaning in your analyses
Investigate significant fluctuations
Always be critical to know WHY? What went wrong and why?
Probing paves way in formulating gooddefences, good strategies and best plans
Let them involve!
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Make sure to confirm that such a behavioural
trend has in fact occurred
Establish facts not insinuation Correlate one data to another
Correlate actual performance results againstyour completed actions
Review issues identified and actions taken
Consider your formulated ACTION PLAN
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ANALYSE PERFORMANCE
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Strengths
Internal
Somethingto build
Weaknesses
Internal
Somethingto improve
Opportunities
External
Somethingto exploit
Threats
External
Somethingto avoid
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Weaknesses
Threats
Convert
Stren ths
Match Opportunities
Exploit
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Provides a clear simple framework in the
implementation of strategies
Stands for:KKey OObjectives
GGoalsMMeasures & Target
AActivities
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Should address your strategies you have in
mind after carefully reviewing performanceand analysing market condition
Should cover your SWOT
Should not conflict with one another
Should be clear enough to guide operating
decisions Should be flexible to allow innovation and
creativity
Should align the Key Objectives
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Maintain a
high quality
asset portfolio
GoalsKey Objective
1. Improved group formation
and recognition system
2. Revised repayment
incentives for group members
and staff 3. Revised credit monitoring/
reporting system
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Performance measures provide
accountability
Evaluate progress towards achievement of target
Measures can either be input, output,outcome, efficiency or quality
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No. of potential clients
No. of loan applications receivedInput
No. of approved loans
No. of clients retainedOutput Percentage reduction in deliquency
Percentage increase in incomeOutcome
Operating Cost Ratio Ave. Portfolio per PAEfficiency Retention Rate
Portfolio At RiskQuality
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Should be developed by the one accountable
Should include final and annual increment
Should be realistic towards attainment of goals and key objectives
Should be based on experience andexpectations
Should improved income
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4. Effective credit
system
> 95% by
March
2006
Process
efficiency
rating
Compliance
with
processes
and
procedures
100% by
December
2005
On demand
accurate
reports
60% by
Dec 2005
Measures TargetsGoal
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Should align to your key objectives and goals
Can be assessed by your developed measures
Should contribute to the attainment of target Should indicate resources allocated
(BUDGET!)
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Activit
DelinquencyTraining
PersonAccountable
BranchManager
Training
Dept.
i e ra e
March 2010
Resources
Materials P5k
Trainor P5k
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4.
Effective
credit
system
> 95% by
March
2006
Process
efficiency
rating
Compliance
with
processes
and
procedures
1. Train on waste reduction by
June 2005 (SECURITY and
OPERATIONS)
2. Implement Activity Based
Costing by December 2005
(OPERATIONS and FINANCE)3. Automate Manual Processes
by September 2005 (IT)
1. Issue certificate of compliance
to policies and procedures ±
by March 2005 and Quarterly
(OPERATIONS)2. Performance standards to
include compliance by March
2005 and Quarterly (HR and
CREDIT)
100% by
December
2005
On demand
accurate
reports
1.Define Reports in the new
system for credit management
by April 2005 (CREDIT)
60% by
Dec 2005
Measures Targets ActivitiesGoal