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CorporateStrategicPlan - page 17 / 34

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BALAStrategicPlan225

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ServiceExcellence

Weshallconductourbusinesswithahighdegreeofhonestyandintegrityatalltimes

Integrity

Weshallstrivetoexceedcustomerexpectationsatalltimes

CustomerSatisfaction

Wewillbeaccountableforallouractionstoourcustomersandstakeholders

Accountability

Weshallupholdtheprinciplesconsultationanddialoguewithallourstakeholdersonallpolicyissuesthataffectthem

Consultation

Weshallgiveourcustomersserviceofexceptionalqualityatalltimesduringourinteractionswiththem

CORE VALUES

SWOT Analysis Impact – Internal Strengths and Weaknesses

Internal Strength

Current Impact

Analysis

Internal Weaknesses

Current Impact

Analysis

Established Secretariat

High Impact

Established secretariat give stakeholders and donor confidence that BALA is serious about its business

Board Secretariat Link

Severe Impact

There appears to be no role clarity between the Board and Secretariat.

Investment Opportunities

High Impact

BALA already has a plot in Palapye plot and other investment opportunities in the country that has potential generate revenue for the organisation

Out dated Constitution

Severe Impact

The constitution is out dated and  needs to be reviewed to bring it in line with the New Local Government Act and modern times of organisational operations.

Ministry of Local Government Funding

High Impact

BALA has enjoyed funding support  from the  MLG some time.

Lack of participation by members

Severe Impact

BALA internal strengths that requires the organisation  to build on  and derive some advantage from them some internal weaknesses that need to be addressed in order to mitigate their current future impact on the performance outcomes of the organisation

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