HOW OSDAT WORKS

A rigorous, structured assessment — from request to report

OSDAT applies a multi-tier, indicator-based methodology. Trained assessors gather documentary evidence, score it against published criteria and deliver a quality-assured Performance Assessment Report.

The framework

Three cascading levels of measurement

Every score traces from a Measurement Dimension, to a Performance Indicator, to a Performance Result Area. Rigour is non-negotiable.

Level	Component	What it covers
Level 1	6 Performance Result Areas	Broad strategic management domains — what is being measured.
Level 2	19 Performance Indicators	Specific results within each result area.
Level 3	32 Measurement Dimensions	The evidence-anchored aspects actually scored for each indicator.

 

Result areas and indicators

The 19 Performance Indicators

PRA 1

Strategic Clarity

Is the strategy clear, communicated and understood at every level?

PI1-1	Documented and communicated strategic direction
PI1-2	Strategic alignment (external and internal)
PI1-3	Shared understanding and embedding of strategy

 

PRA 2

Effective Strategic Planning Process

Is strategy developed through a structured, evidence-based and consultative process?

PI2-1	Established strategic management cycle
PI2-2	Existence of a specified strategic planning model
PI2-3	Quality of environmental scanning and situational analysis
PI2-4	Consultative strategic planning process

 

PRA 3

Strategy Execution and Operationalisation

Are objectives translated into operational plans, budgets and clear accountability?

PI3-1	Translation of strategy into operational plans
PI3-2	Accountability framework for strategy execution
PI3-3	Adequacy of resource allocation for strategy

 

PRA 4

Effective Strategy Monitoring and Evaluation

Is performance tracked, evaluated and fed back into strategic adaptation?

PI4-1	Continuous collection, analysis and sharing of performance data
PI4-2	Periodic evaluation of strategic plan performance
PI4-3	Learning, adaptation and strategy review

 

PRA 5

Risk Management Integration

Are strategic risks identified, monitored and managed within the strategy cycle?

PI5-1	Strategic risk identification and documentation
PI5-2	Active risk monitoring and response

 

PRA 6

Established Strategic Management Function

Does a capable, resourced and well-governed strategy function exist?

PI6-1	Existence of a functional strategy unit
PI6-2	Dedicated and competent human resource
PI6-3	Governance and board oversight of strategy
PI6-4	Allocation of financial resources to strategy

 

Scoring methodology

The ABCD rating scale

Each Measurement Dimension is scored on a four-point scale against specific criteria set out in the OSDAT Visit Guide.

Score	Meaning
A	Strong performance meeting or exceeding expected good practice.
B	Sound performance, one step below expected good practice. Gaps do not critically undermine the function.
C	Weak performance relative to expected good practice. Performance falls materially short.
D	Inadequate performance, or insufficient evidence to score C or higher.

 

Method 1 — Weakest link

Used where poor performance on one dimension undermines the value of the others. The indicator takes the lowest dimension score.

Method 2 — Average

Used where a low score on one dimension does not undermine the others. Dimension scores are averaged (A=4, B=3, C=2, D=1) and converted back to a grade, with the higher grade applying on a boundary.

Missing evidence counts

Failure to provide required information is itself indicative of weaknesses in management information and M&E systems, and is scored accordingly.

The assessment process

Four phases, about 10–13 weeks end to end

Assessments are conducted by a team of typically three trained assessors — all experienced strategic management specialists — including a designated team leader.

Phase	Timing	What happens
01 Initiation	About 1–2 weeks	The CEO or a designated senior officer submits a formal written request to the ZISM Secretariat, indicating preferred timing. An engagement contract is then signed.
02 Pre-assessment	At least 3 weeks before the visit	ZISM assembles a team of trained assessors with a designated team leader, confirms dates and logistics, issues the Pre-Assessment Client Questionnaire and conducts desk research.
03 The visit	7–10 days on site	An opening meeting with senior management, structured meetings on each result area, scoring of the evidence, a draft report delivered to the CEO at least 24 hours before an exit meeting, and a window of 7 working days for written comments.
04 Post-assessment	Within 30 working days	The ZISM Secretariat quality-reviews the report, your feedback is considered and the final, approved Performance Assessment Report is delivered to your organisation.

What you receive

The Performance Assessment Report

Every assessment produces a Performance Assessment Report (PAR) following a standard ZISM template and quality-assured by the Secretariat before release. It contains:

• An executive summary and score profile across all six result areas
• A background to your organisation and its planning history
• Findings for each of the 19 indicators, with the evidence behind every score
• 5–7 priority recommendations, each linked to a specific indicator and a responsible party
• A conclusion on your readiness to improve, including immediate actions before your next planning cycle

How to prepare

Documents requested before the visit

At least three weeks ahead of the visit, you will be asked to share the following, together with short answers to a pre-assessment questionnaire:

• Your two most recent annual reports
• The current, approved strategic plan
• Departmental annual operational plans or workplans
• A sample of three to five individual performance agreements or scorecards
• The current strategic risk register
• KPI gap analysis or performance review reports from the last cycle (if available)
• Your organisational chart and role descriptions of the units managing strategy
• Mid-term or end-term evaluations of the strategic plan (if available)
• Board minutes or resolutions on strategy approval and review