NBE Strategic Plan 2012-2015 Eng

7/31/2019 NBE Strategic Plan 2012-2015 Eng

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Strategic Plan of National Bureau of Enforcement

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Vision of National Bureau of Enforcement

We, the National Bureau of Enforcement, are

ready and want to do our best to reach the

following result by the end of 2015:

Activity of our organization become knowledgeable to thebiggest part of the community as much as possible;

Ensuring property and financial liabilities of the customerat high quality and professionally will remain our mainservice. However, at the same time we will substantiallyhave developed services of protection and assessment of

rights;

To have conscientious, motivated and professionalemployees who will be exceptionally competent innegotiations with people and convincing them.


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Values of National Bureau of Enforcement

Each of our employees understands and shares theNBE organizational values , which is established:

Professionalism,

Honesty,

Balance.

Professionalism - We will continuously care for ourprofessional development, raising our qualification andimprovement of professional skills.

Honesty - We will keep honesty and professional dignityperforming any job, in communications with ourcolleagues and customers. Thoroughly protect highquality standards of public service and performance.

Balance - Our work will be focused on balancing therights between the parties. We will employ identicalprofessional and conscientious service for both parties.


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he effective management of running business processes

Approved standards are employed at every segment of organization, highlevel of satisfaction of customers is ensured and organizational resourcesare consumed effectively.

Attraction of customers

Maximize the share of private sector in various business processes andensure diversification of customers' segments.

Continuous improvement of services and service quality

Ensure high satisfaction of our potential and existing customers throughintroduction of new services and development and improvement of therunning business processes.

Strategic Plan of National Bureau of Enforcement for 2012-2015 years

The main strategy for the next 3 years:

Initial Concept

The main part of our effort will be used for managing ongoing businessprocesses efficiently and at a high level which, we think, will be able to domainly by creating and implementing respective service standards.

Besides, we will actively work towards adding new forms of services and

constant development of the quality of service.In addition, we will try to attract more customers to our numerous services,for which we will try to raise awareness toward National Bureau of Enforcement and develop direct sales.


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Strategic Tasks of National Bureau of Enforcement

1. Effective management of running business processes

The task implies :

Management of current activities should meet the Service standards. Providing better services to the consumers Using resources in a more rational way

The task is divided into the following sub-tasks that are given accordingto the priorities:

I. To improve management quality in Bureaus

This sub- task includes the improvement of management of bureaus.Employees should receive adequate information about existingstandards, Opportunities to increase the effectiveness of individuality,team and general management.

II. To make support more centralized and effective

This sub-task includes setting up efficient and centralized support systemwhich ensures timely and appropriate assistance for territorialenforcement bureaus in methodological and practical as well as technicalway.

III. To improve the quality of work

This sub-task includes communication of standards and principles with

employees involved in customer service , which ensure adequatetrainings and high quality service.


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2. Attraction of customers

The task implies increase of the share of the private sector among thecustomers of the National Enforcement Bureau to its maximum throughful use of the potential of running services by attraction of diversifiedconsumers both physical and legal entities.


I. Increased brand awareness

This sub- task implies to minimize information about NBEs activities,accurate selection of information channels, effective forms for transfer andinformation distribution.

II. Focused and precise informational campaigns

The sub-task includes determination of informing segments,preparation/processing of calcification offers and communication of proposals with specific segments.

III. Development of direct and cross selling systems

The sub-task implies to formation of sales team, development of workingmethods and means, development of motivation system andintensification of cross selling mechanisms.


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3. Development of service quality

The task envisages creation and activation of a system which providescontinuous development of the quality of service.

As a result of the reviews it was agreed, that this task will beimplemented with the development of standards, employees and serviceareas.


I. Constant development of service standards, principles andtechnologies

The sub-task implies: monitoring and detection of opportunities fordevelopment and improvement in service standards, basic principles,methodologies and information technologies; also the transformation of these opportunities into ideas/projects and their implementation.

II. Personnel development

The sub-task implies detection of development of the capabilities of employees involved in services and adequate reactions to them, in orderto make employees knowledge, competence and motivation determiningfactors for customer satisfaction.

III. Respective environment and inventory/equipment for serviceareas

The sub-task implies to generate ideas and discover opportunities interms of service environment and equipment, in order to make ourservices more customer-oriented.


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5 . Creat and develop service quality control system

The task implies rapid and full detection of existing and possibledrawbacks in customer relations, their analysis and reacting to themaccordingly.

The task is divided into the following sub-tasks that are given according tothe priorities:

I. Detection of irregularities/drawbacks: Preliminary control, Inprogress control, Further control;

II. Analysis of detected drawbacks and providingrecommendations;

III. Providing fully adequate reaction to detected violations;

IV. Establishing constructive attitude among the staff regardingcontrol;

V. Technological and methodological development of controlsystem.

NBE Strategic Plan 2012-2015 Eng

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Transcript of NBE Strategic Plan 2012-2015 Eng