ACTION & DEVELOPMENT PLAN
Prepared by: Yasser Al-Saidi
Date: January 23rd 2011
This Management Action Plan (MAP) provides short-term and long-term strategic plans for the improvements and operations of the YEFE. The Plan expands upon the specific short and long-term recommendations that were developed through the review and analysis of the current management system and were developed within the context of phased time frames for implementation. The establishment of different time frames is based upon the recognition that certain management and structural improvements can be achieved in a relative short period of time while others will require a longer developmental period to complete. Implementation time frames are as follows:
• Phase 1: Jan – Apr 2011
• Phase 2: May – Dec 2011
• Phase 3: 2012 – 2013
• Phase 4: 2014 – 2016
In addition to this approach, the MAP also addresses certain concerns, and makes recommendations regarding those concerns.
As a roadmap document, the MAP will focus on identifying and implementing measures that will enhance the performance of the YEFE staff throughout the phased timeframes. It is therefore intended that the MAP continue to serve as a ‘living’ document that will be periodically revised in order to conform to YEFE realities and needs over time.
The following table is an analysis that identifies the strengths & weaknesses of the existing management, operations and functions of the foundation:
* Excellent mission statement * Staff committed to the YEFE mission * Dedicated and motivated team * Staff ability to multi-task when necessary * Project management experience (based on challenges & lessons learnt from previous management of funded projects) *
| * Lack of communication amongst team, particularly with major objectives * Quality of work (lack of experience in suitable reporting techniques, etc) * Unable to organize tasks according to order of priority * Non-adherence of policies & procedures * No coordination amongst team and EFE US staff * Understanding the foundations development goals and objectives * Understanding the importance and requirements of a suitable financial system * Appropriate management of externally funded projects * Some of the existing staff lack leadership skills
| Pilot project Difficult to * operationalise
| * Supportive and cooperative local board members * What needs exist that you can meet? What problems or challenges is the community facing that your NGO can help resolve? What community organizations exist with which you could work? Are there other NGOs active in the region with whom you could cooperate? What talents and skills do the people in the region possess? What opportunities do you see for multiplying the benefits of your work? What sources of reliable information can you identify within the region? * What seasonal factors can be used to your advantage?
| How great is the potential for ethnic or religious conflict? Is the proposed project consistent with local political agendas? What permits or licences are required to carry out the project? Are there any potentially negative environmental effects? Is there likely to be resistence to new technologies, services, ideas? What difficulties might there be in establishing trusting relationships between our NGO & partners and the local community? Do we or our project partners have any known insurmountable weaknesses? Do we have reliable financial backing?
It is clear that these weaknesses relate to two basic aspects of the organization. These are (1) The Management System & (2) Future Development.
Four general aspects of management are deemed to be crucial in order for the operational system to succeed in developing a vibrant work force that effectively and efficiently support the mission, goals and...
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