2. 01. ASSESSING STRATEGIC PLAN
02. BEST PRACTICES/BENCHMARKING
03. INTERNAL CONTROL SYSTEM
04.BALANCED SCORECARD
05. RESULTS-BASED MONITORING AND EVAUATION (RBME) SYSTEM
3. A systematic process to improve organizational
performance by developing the performance of individuals
and teams working with an organization. It is a means of
getting better results from the organization, teams and
individuals by understanding and managing their
performance within a framework of planned goals,
standards and competence requirements.
PERFORMANCE MANAGEMENT
5. Ensures your strategy is focused, effective and
complies with modern industry standards and
developments.
I. ASSESSING STRATEGIC PLAN
6. Collection and analysis
of key documents by
facilitator (constitution,
annual report, financials,
strategic and risk
documents as agreed).
A. Initial preparation work
Strategic Planning Review Process
B. Strategic planning review
facilitation with the management
1. Review Vision/Mission statement and its
impact on decision making.
2. Review the current strategic plan and relevant
business plans against new opportunities
and risks.
3. Investigate what has been missed and what
should be incorporated into the revised
strategic plan.
4. Investigate any strategic assumptions that
have changed and their impact on the
strategic plan.
5. Discuss strategies for ensuring that the
strategic plan is carried out at the various
levels (Board, staff, committees etc),
including reviewing the strategic plan
regularly, and strategic thinking processes.
7. II. BEST PRACTICES/BENCHMARKING
Adapt,
Don’t Adopt
Leadership
Does Not Stop
at the Top
Establish
Accountability at
All Levels of the
Organization
Provide a Structured
Strategic
Management
Framework
Establish a Reward
and Recognition
System to Foster
Performance
Improvements
8. III. INTERNAL CONTROL SYSTEM
Internal control is a process for achieving
an organization’s objectives in operational
effectiveness and efficiency, reliable
financial reporting, and compliance with
laws and regulations.
Effective internal controls are a vital
component of any successful business. A
working internal controls system can
safeguard a company against fraud or
financial loss as well as improve financial
reporting and operations.
9. Five areas of internal control
it is the evaluation of
your organization
flow and exposure to
risk.
Risk Assessment
ongoing testing and
feedback to ensure
that internal controls
are effectively
designed and
functioning.
Monitoring
the process of
gathering information
throughout the
business to allow
employees to
complete their daily
processes.
Information&
Communication
the set of standards,
processes and
structures that
provide the basis for
internal controls
across the company.
Often referred to as
“tone at the top.”
Control
Environment
specific activities
performed by
employees to ensure
that management
directives are carried
out and risks are
mitigated.
Control Activities
10. IV. BALANCED SCORECARD
It is a strategy management system that
helps managers to translate organization
strategy into operational objectives and
implement it.
11. Four Perspectives:
focuses on the internal
business results that
lead to financial
success and satisfied
customers
Internal Perspective
it represents the long-
term goal of the
organizations to
provide superior
returns based on the
capital invested in the.
Financial Perspective
looks at how an employee of
an organization learns and
grow in his/her career to
improve the performance of
the organization.
Learning and Growth
Perspective
it captures the ability of the
organization to provide quality
goods and services, the
effectiveness of their delivery,
and overall customer service
and satisfaction. This will
result from price, quality,
availability, selection,
functionality, service,
partnerships and brand value
propositions, which will lead to
increased customer
acquisition and retention.
Customer Perspective
12. V. RESULTS-BASED MONITORING
AND EVAUATION (RBME) SYSTEM
It is a systematic approach to tracking results and
performance, based on a transparent and reflective logical
and results framework approach, and to measure impact
through evaluation.
13. is a continuous process
of collecting and
analyzing information to
compare how well a
project, program, or
policy is being
implemented against
expected results
1. Result-based Monitoring
There are two sources of information: monitoring system and evaluation system
2. Result-based Evaluation
is an assessment of a
planned, on-going, or
completed intervention
to determine its
relevance, efficiency,
effectiveness, impact
and sustainability.
14. 10-Step Model for Building a Results-Based M&E System
Step 1. Conducting a Readiness
Assessment.
Step 2. Agreeing on Outcomes to
Monitor and Evaluate.
Step 3. Selecting Key Indicators to
Monitor Outcomes.
Step 4. Baseline Data on Indicators
– Where Are We Today?
Step 5. Planning for Improvement –
Selecting Results Targets.
Step 6. Monitoring for Results.
Step 7. The Role of Evaluations.
Step 8. Reporting findings.
Step 9. Using findings.
Step 10. Sustaining the M&E
System within the Organization.
16. CREDITS:
This presentation template was created by Slidesgo,
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Please keep this slide for attribution.
THANKS!PRESENTED BY: GENEROSA, JESSICA CHARIE B.
+63977-656-7159
chaagenerosa@gmail.com
17. REFERENCES:
World Bank 2004, Ten Steps to a Result-Based Monitoring and Evaluation System, accessed 29 March 2020,
http://documents.worldbank.org/curated/en/638011468766181874/pdf/296720PAPER0100steps.pdf
Queensland Government 2018, Performance Management Framework, Strategic Planning, Better Practice Guide, accessed 26
March 2020, www.forgov.qld.gov.au › pmf-strategic-planning-better-practice-guide
Pilot Software, Strategy and Performance Management in the Government, accessed 26 March 2020,
https://exinfm.com/workshop_files/strategy_pm_gov.pdf
Tutorials Point, Performance Management, accessed 28 March 2020,
https://www.tutorialspoint.com/performance_management/performance_management_tutorial.pdf
The Non Profit Times 2014, 1 Year Later: Assessing Your Strategic Plan, accessed 26 March 2020,
https://www.thenonprofittimes.com/npt_articles/1-year-later-assessing-strategic-plan/
Conscious Governance, Strategy Plan Review, accessed 26 March 2020, http://consciousgovernance.com/strategic-plan-
review
Research Gate 2007, Balance Score Card and Organizational Performance: A Comparative Study of State and Private Sector
Banks in North and Eastern Provinces of Sri Lanka, accessed 26 March 2020,
https://www.researchgate.net/publication/200707274_Balance_Score_Card_and_Organisational_Performance_A_Comparative
_Study_of_State_and_Private_Sector_Banks_in_North_and_Eastern_Provinces_of_Sri_Lanka
http://www3.mruni.eu/~int.economics/3nr/Isoraite.pdf
