Strategic gap analysis
The completion of the strategic gap analysis (SGA) is a large task and should not be underestimated. It requires appropriate resource and a consistent approach to highlight and action the gaps in compliance. There are different ways to achieve completion of the gap analysis. It is typically resource heavy.
Examples of successful implementation have included a programme approach where each SGA and section of National Operational Guidance (NOG) has been treated as an individual project through to completion, adhering to the same structures and consistent approach but each with a designated owner. On completion they all go through the same governance and assurance process to ensure agreed consistency
Governance needs to be established for this process to be effective. To ensure a consistent approach some services have appointed a moderator for the SGA.
It is important not to ask people to complete an analysis outside of their competence. If work is delegated, it needs to be allocated to the correct departments with the appropriate levels of competence and accountability. Actions arising from the SGA and non-compliance also need to be delegated to personnel with the appropriate accountability and decision-making capacity within the relevant areas. Strategic sponsorship and urgency referenced in the plan phase makes this process more achievable.