1 CORPORATE STRATEGIC GOALS REPORT - PowerPoint Presentation

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CORPORATE STRATEGIC GOALS REPORT2017 STRATEGIC OBJECTIVES ACCOMPLISHMENT STATUS FOR DEPTS,COS & RSHQ UNITS

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PERFORMANCE INITIATIVE-ASSESSMENT DETAILS FOR UNITS UNDER CORPS MARSHAL’S OFFICE

S/N

OFFICE

TOTAL STRATEGIC INITIATIVES

FULLY ACHIEVED

STRATEGIC INITIATIVES

PARTIALLY ACHIEVED

STRATEGIC INITIATIVES

NOT ACHIEVED

STRATEGIC INITIATIVES

1

SA-CM/ITC

24

16

8

-

2

PSO

21

18

-

3

3

PIO

12

10

2

-

4

PAU132655PSS77--6SERVICOM422-7PROTOCOL22--TOTAL 8457(68%)18(21%)8(14%)

SUMMARY:

TOTAL NUMBER OF ACTIONABLE ITEMS:

84

% COMPLETED 68%

% ONGOING 21%% NOT DONE 14%

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SUMMARY:

TOTAL NUMBER OF ACTIONABLE ITEMS: 84

Fully Achieved

68%

Partially Achieved

21%

Not Achieved

14%

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SUMMARY:

TOTAL NUMBER OF ACTIONABLE ITEMS:

84

Fully achieved strategic initiatives

57

Partially achieved strategic initiatives

18

Not achieved strategic initiatives

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PERFORMANCE INITIATIVE-ASSESSMENT DETAILS FOR DEPARTMENTS AND CORPS OFFICES.

S/N

DEPT/CORPS OFFICE

TOTAL

STRATEGIC INITIATIVES

FULLY

ACHIEVED

STRATEGIC INITIATIVES

PARTIALLY

ACHIEVED

STRATEGIC INITIATIVES

NOT ACHIEVED

STRATEGIC

INITIATIVES

1

OPS

20

20(100%)

-

-

2

AHR

3

3

(100%)

-

-

3

MVA

76(86%)1(14%)-4TRG2020(100%)--5SD& P97(78%)2(22%)-6PRS1816(89%)2(11%)-7F&A1010(100%)--8TSD

4

3(75%)

1(25%)

-

9CLA10

10(100%)

-

-

10

CMRS

10

9(90%)

1(10%)

-

11

BUD

9

9(100%)

-

-

12

CS

7

7(100%)

-

-

13

CIO

17

16(94%)

1(6%)

-

14

CPRO

9

9(100%)

-

-

15

CPEO

10

7(70%)

3(30%)

-

16

CP

3

3(100%)

-

-

17

CA

10

8(80%)

-

2(20%)

18

CTSO

28

28(100%)

--19COSEN1312(92%)1(8%)-TOTAL217188(87%)27(12%)2(1%)

SUMMARY:

TOTAL NUMBER OF ACTIONABLE ITEMS: 217

% COMPLETED

87%% ONGOING 12%% NOT DONE 1%

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SUMMARY: TOTAL NUMBER OF ACTIONABLE ITEMS: 217Fully Achieved 87%Partially Achieved 12%Not Achieved 1%

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SUMMARY: TOTAL NUMBER OF ACTIONABLE ITEMS: 217Fully achieved strategic initiatives 188Partially achieved strategic initiatives 27

Not achieved strategic initiatives

2

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GENERAL OBSERVATIONS

As statutory, the

PIO paid routine visits to all offices to track implementation of

their Strategic

Initiatives for the year and to provide timely guidance. The following were observed

:-

Responsibility

persons were not duly informed/carried along in implementation of strategic initiatives assigned to them in

Offices.

Delay in convoke of Strategy Sessions for presentation of performance score card heightened uncertainty and possibly dampened the enthusiasm of Depts/COs in

performance.

Frequent amendment of strategic initiatives by some Depts/COs (especially PRS

, CMRS & MVA

) mid-way into implementation to reflect only activities successfully completed or near completion which defeats the essence of goal

projection.

Presentation of low-ball targets/initiatives that have no strategic

flavor.

Frequent redeployment of TSOs in the Commands and ongoing revamping of the RTSSS portal adversely impacted on performance of the

CTSO’s activities.

Delay in prosecution of RTSSS violators as reported by CTSO.

The

collective accomplishment of strategic initiatives for

second quarter 2017

stood at

:

a. Fully Achieved -

81%

b. Partially Achieved - 15% c. Not Achieved - 4% 8

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RECIPE FOR IMPROVED ACCOMPLISHMENT

Heads of Department and Corps Officers are enjoined to redouble commitment to successful implementation of their respective initiatives in 2018.

Need for communication of achievement status/corporate performance to all staff as motivation to put in greater efforts in successive goals.

There is need for prompt speedy publication of scorecard and reward to prizes to motivate Departments and Corps Offices in succeeding review periods.

In

line with the Corps Performance Management System (PMS) and contemporary g

lobal best practices

, the periodic SWOT analysis of the Corps policies, strategies, goals and resource deployment

should remain

critical

in the accomplishment of set

goals.

The Corps Budget Office should also intensify efforts at securing improved budgetary allocation for the Corps in view of the Corps various capital-intensive programmes.

Management may also consider making the RTSSS portal fully functional in order to strengthen implementation of the RTSSS.

The PIO

would also continue to objectively

monitor projects, programmes

,

assignments, tasks

and directives issued towards the full realization of the Corps

Strategic goals

and optimal service delivery to the Nigeria

nation.

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