Minimum Standards and Guidelines for the Development of Strategic Plans/Corporate Plans of Departments and Agencies #
There are ten (10) basic elements that must be included in the final presentation of the Strategic Business Plan (SBP) or Corporate Plan (CP). Details outlining these elements (minimum standards) are provided. This template is to be used by Departments and Agencies.
Indicator Classification Database #
The Indicator Classification Table should be used in the selection of indicators for the Executive Direction and Administration Programme. Indicator Classification Table is a supplementary tool intended to provide the Planning, Monitoring, Evaluation and Management personnel of the Ministries, Departments and Agencies with an additional suite of indicators from which they can choose to utilize during their planning processes.
The indicators are accompanied by definitions, measures and sources where applicable in order to provide a clear picture of the conceptualization behind each indicator and allow planning professionals to do further research on the indicators. The indicators in this database are mostly organized by sectors, but in some cases, by specific areas, for example service delivery.
The database is not intended to be prescriptive but rather as a reference source.
Logic Model #
The Logic Model tool is an essential component of an effective strategic planning process. It helps ensure that national priorities, programmes, and interventions are grounded in a clear and logical results chain, linking what the government does (outputs) to what it ultimately seeks to achieve (outcomes). By distinguishing between outputs, immediate outcomes, intermediate outcomes, and ultimate outcomes, the tool provides a structured framework to define, align, and measure change across different levels of planning and implementation.
Integrating this outcomes-based approach enhances the quality and credibility of the strategic plan by ensuring clarity of purpose, results orientation, and logical consistency. It enables planners to establish realistic expectations, prioritize interventions, allocate resources effectively, and set meaningful indicators for performance measurement. Moreover, by anchoring results in a clear causal pathway, this tool strengthens the strategic planning process as a whole, supporting alignment across sectors, improving monitoring and evaluation practices, and enabling continuous learning and adaptation.
Users of this tool should ensure each level of the results chain is logically linked, time-bound, and clearly articulated to support robust monitoring and evaluation, learning, and accountability.
