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Strategy

Strategic planning

Information and internal perceptions are compared with the external perspective of the marketplace and customers, and a comprehensive analysis of the organization and its competitive environment is carried out. This process includes the following:

  • Understanding of the market or sector.
  • Evaluation of growth opportunities.
  • Analysis of the economic and political situation.
  • Mission, vision and values.
  • SWOT analysis (strengths, weaknesses, opportunities, threats).
  • Definition of value proposition.
  • Evaluation of capacities and competitive advantages.
  • Definition of strategic objectives, strategies and goals.
  • Design of an action plan and Balanced Scorecard.

As a result, a strategic plan is obtained that allows for systematic and sustainable growth.

As for the public sector, strategic planning is conducted using the same techniques, though these are adapted to public institutions requirements on several levels. Each sector associated with a ministry formulates a Multi-Year Sector Strategic Plan. Also, subnational governments formulate development plans for their respective territories. Furthermore, national or special plans are formulated to render certain policies viable. The Institutional Strategic Plan (PEI, for its acronym in Spanish) is a management tool that guides the development of public institutions in the medium and short term. On the other hand, Institutional Operational Plans (POI, for its acronym in Spanish) propose short-term activities, specific tasks, and goals of each area within the institution.

 

 

Private sector experiences

Public sector experiences

National Water and Sanitation Plan

As requested by KfW, AC Pública drafted the Water and Sanitation National Plan for the 2016 – 2021 period, the scope of the plan encompassed the subsectors of water, sanitation, and wastewater treatment and final disposal in both urban and rural areas.

We first identified the major milestones throughout the sector’s institutional history, and we assessed the institutional arrangement and functions of relevant entities, and compared these to those of other countries in the region. We also carried out a thorough analysis of the sector’s indicators. These tasks allowed us to identify the sector’s problems and their causes and define the sector’s vision, objectives (general and specific), goals, and strategic actions. The Investment Plan (contains the investment schedule required by the sector to reduce its gaps) and Financing Plan (sensitivity analysis that allowed the identification of possible scenarios and their budgets, for which we proposed financing alternatives) were included.

Thus, we conducted a survey, carried out in-depth interview (S – “interviews”) and workshops with more than 100 key players corresponding to more than 20 entities with a fairly active participation.

Development of the Institutional Strategic Plan of SUNEDU (national authority for university higher education)

AC Pública developed SUNEDU’s Institutional Strategic Plan for the 2016-2018 period, which articulates educational policies in the field of university education with the National Development Strategic Plan approved by the National Center for Strategic Planning (CEPLAN), as well as national education policies included in the country’s National Agreement.

The strategic plan developed by AC Publica was prepared with the active participation of Sunedu officials and by analyzing international experience, expert opinions, and the entity’s current situation.

Prospective analysis of Crime in Peru by 2021

The objective of the study was to identify future scenarios of crime, violence, and social conflict in Peru by 2021, detailing the foreseen trends and describing the factors that may cause crime to decline, remain unchanged, or increase and  proposals for the prevention and prosecution of the conflict, such as the protection of victims and rehabilitation of perpetrators.

To fully comprehend the trends of crime and violence up to 2021, we developed a prospective study that identified the most relevant and uncertain drivers (factors of change) to come. These drivers were grouped into categories of work, with the objective of guiding the actions to foster public safety.

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