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3.0 THE STRATEGIC PLAN (CONTINUED)
3.4.3 Strategy Map
The creation of value for our customers and stakeholders will be achieved through the careful management of our strategic objectives across four performance perspectives as shown in Figure 3. The organisational capacity and business processes perspectives are the performance driving objectives and the financial/ stewardship and stakeholder perspectives are the results objectives.
Figure 3: CXC’s Strategy Map
The linking of the strategic objectives to the respective performance perspectives allows for seamless execution of initiatives and projects to drive the success of the strategy. It was recognised that the driving force of the strategy was that of making sure that the Council is equipped with the requisite knowledge, skills and attitudes (SO13). Having these, will enable the rapid adoption of improved technology (S09), improved business continuity (SO10), a strengthened corporate governance structure (S011) and an improved organisational culture (SO12), thus building the capacity of the organisation to execute the strategy. Strategic objectives 9 - 13 are the foundation on which the Council will be able to improve its business processes, financial management and stakeholders’ experience. Improving product and service quality (SO6) will ensure that the Council maintains and improves on its delivery of its products and services with the aim of increasing revenue (SO4) and enhancing brand awareness (SO1) through improved marketing strategies and other initiatives that will drive improved stakeholder satisfaction (SO2) and improved customer satisfaction (SO3). The Council has also found it necessary to increase operational efficiency (SO7) and enhance corporate performance management (S08) with an aim of reducing cost (SO5) which will ultimately lead to improved customer satisfaction (S03).
CXC® STRATEGIC PLAN | 2021–2025
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