In order to advance the strategic priorities issued by the Minister of Economic Affairs and Finance and with regard to the necessity of the tasks assigned in the understanding of strategic planning package and the institutionalization of strategic management package and to promote the strategic management culture, the following actions were planned and implemented to take the necessary measures in order to fulfill the strategic goals.
1. Developing the position of strategic planning in the Deputy Ministry for Financial Supervision and Treasury Affairs
All organizations, including government agencies, are in a turbulent and variable technological, cultural and social environment, requiring compatibility and interaction with it. In other words, an organization cannot be self-sufficient and isolated from its surroundings to continue his social life. Therefore, as a government agency, the Deputy Ministry for Financial Supervision and Treasury Affairs needs to communicate and exchange information with larger systems and all foreign and domestic stakeholders.
2. Objectives and tasks of Strategic Management Council and Secretariat
With regard to the special status of strategic planning and priorities issued by the Minister of Economic Affairs and Finance and consequently the need to align all the current and long-term programs and measures of all affiliated offices of the Deputy Ministry for Financial Supervision and Treasury Affairs with strategic plan, members of the Strategic Management Council and Chairman of the Executive Council were appointed.
3. The position of executive managers in the implementation of the Strategic Plan
Strategic planning is a programming method that can be challenged over time. The necessary for correct formulation and implementation of the planning is the common belief of all employees in an organization, especially senior managers of the organization. Managers with strategic thinking and belief have a better understanding of the strategic planning and will function effectively and it can be said strategic thinking is considered as a complement to strategic plan. In the Deputy Ministry for Financial Supervision and Treasury Affairs, senior managers are members of the Strategic Management Council.
4. The impact of strategic planning on the performance of Deputy Ministry
Strategic planning requires an understanding of the current situation in terms of internal and external factors, combined with a comprehensive view of organizational goals, which would be possible via collecting, updating and analyzing information with an organizational view, and strategic planning is an appropriate sample to do so.
Strategic planning is an art and science of formulating, implementing and evaluating decisions that will enable the organization to achieve its long-term goals.
5- Developing factors of success for Strategic Planning and for Deputy Ministry's plan
It seems the following factors should be seriously considered to promote and institutionalize strategic planning:
· The human factor within and outside the organization, and scientific and technical level of managers and staff;
· Creating a correct picture and single motivation of the organization's vision;
· Explaining the goals of the organization, and promoting employee involvement in innovative and creative solutions;
· Creating a mechanism to change the formulation of strategies according to changes in the environment (flexibility).
6. Developing a vision and mission for Deputy Ministry and creating an infographic document:
The Deputy Ministry 's vision and mission was developed and announced using the experience of 15 countries.
7. Deputy Ministry 's strategic objectives in 1394
Generating and managing state-owned assets;
Enhancing the monitoring of financial performance (receipts and payments) of executive agencies;
Establishing a mechanism for monitoring and accountability of the financial relations of the government (Treasurer General), The Central Bank and the Ministry of Oil;
Increase of electronic securities;
Tracking capabilities for Treasury's receipts and payments (Regulation, monitoring and opening government accounts and participation in the Central Bank's Nasim system);
Increase of confidence in financial oversight and accountability;
Designing a mechanism for managing the government's debts;
Promotion of technical and vocational skills in the Treasury of provinces;
Improving the financial regulatory system through evaluation and professional development of accountants and development of the meritocratic system;
Active participation in the preparation of legal bills, circulars, guidelines;
Enhancing the monitoring of resources' performance and uses of funds;
Developing the management of knowledge, meritocracy and innovation;
Making the government's financial operations transparent and intelligent (deployment of electronic Treasury);
Development, integration and implementation of electronic systems;
8. Deputy Ministry 's Strategic Actions in 1394
Some the actions taken by the Deputy Ministry in last year are:
Design and implementation of productive projects and management of state assets;
Issue of Islamic Treasury bills in order to finance;
Increase of information and documentation nobility of public lands and properties;
Improving the control and monitoring of state-owned companies' accounts to increase shares profit in non-governmental state-owned companies;
Keeping track of information related to production, sales, and deposit of funding sources (oil);
Holding promotional meetings for providing electronic securities;
Accounting, monitoring and opening of executive agencies' accounts and participating in launching the Central Bank's Nasim system;
Management of the government's debt securities
The establishment of electronic payment system and the exchange of information with executive agencies.
9. Preparing a system for performance evaluation and incentive payments
A system for performance evaluation and incentive payments of the Deputy Ministry was designed with the aim to deepen and institutionalize the strategic plan and to align all actions and performance of managers and employees at all levels of the organization.
According to the system, all the goals, strategic and key actions of the affiliated offices will be classified in macro and general levels and their success will be evaluated and rewarded accordingly.