The current 3-year strategic plan (July 2018 – June 2021) is the second plan falling under the long- term strategic objectives identified back in 2015; as such, it can be regarded as a ‘rolling-forward’ plan, building upon the accomplishments of the 1st strategic plan.
In order to develop the plan, those responsible for each strategic objective were required to follow a four-step approach:
The above steps were carried out in the period March – May 2018, and the outcomes were used to develop the underlying draft 3-year strategic framework.
During the above process, the Secretariat realized that most of the Secretariat staff had not owned the previous strategic plan. In other words, the plan had not become a working document in their day-to-day fulfillment of their respective responsibilities. In addition, the Secretariat underwent significant restructuring over the past two years, and most senior staff members were replaced and/or newly appointed; priority was given to “cleaning ship”within their respective Directives / departments, and insufficient time remained for pursuing strategic priorities, as set-out in the 2015-2018 strategic plan. As a result, most interventions could not or only partially be implemented, and have been “rolled forward” in the current plan. For successful implementation, it is crucial that all staff are aware of this strategic framework, and understand their roles and responsibilities within; and that a monitoring framework is put into operation to ensure that expected results and outcomes are realized.