Planning Guide for Non-Operation

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



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!



Control the future

Attain order from chaos

Grow skills Create attained advantage

Failure to Plan is planning to Fail



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



Analyse Performance Analyse Performance



Gather &AssembleData

Analyze,probe &

validate

FormulateStrategy



ANALYSE PERFORMANCE



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!



ANALYSE PERFORMANCE



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!



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



ANALYSE PERFORMANCE



Strengths

Internal

Somethingto build

Weaknesses

Internal

Somethingto improve

Opportunities

External

Somethingto exploit

Threats

External

Somethingto avoid



Weaknesses

Threats

Convert

Stren ths

Match Opportunities

Exploit



Provides a clear simple framework in the

implementation of strategies

Stands for:KKey OObjectives

GGoalsMMeasures & Target

AActivities



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



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



Performance measures provide

accountability

Evaluate progress towards achievement of target

Measures can either be input, output,outcome, efficiency or quality



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



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



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



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!)



Activit

DelinquencyTraining

PersonAccountable

BranchManager

Training

Dept.

i e ra e

March 2010

Resources

Materials P5k

Trainor P5k



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

Planning Guide for Non-Operation

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