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Management Strategy – The Road Ahead

Management Strategy – The Road Ahead. Oupa Mopaki ISETT SETA Chief Executive Officer 04 th May 2003 Midrand. Vision & Mission.

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Management Strategy – The Road Ahead

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  1. Management Strategy –The Road Ahead Oupa Mopaki ISETT SETA Chief Executive Officer 04th May 2003 Midrand

  2. Vision & Mission The ISETT-SETA seeks to develop South Africa into ICT knowledge based society by encouraging more people to develop skills in this sector, as a means of contributing to the economic growth of South Africa.

  3. Purpose of Presentation To demonstrate how the Chief Executive Officer would lead the ISETT SETA towards achieving mandated/statutory objectives

  4. Key Performance Areas • Prepare and implement strategic/business plans in line with ISETT SETA mandate • Develop and implement policies and procedures, systems and processes for ease of operation • Observe/implement proper Financial Management Systems and Practices – PFMA & Code of Good Governance • Develop a performance driven organisation • Inculcate a service excellence culture

  5. …Key Performance Areas Manage assets and develop resources Liaise and interact with all stake holders Create a participative, partnership culture among all stakeholders

  6. Strategic Objectives • Customer/stakeholder centeredness &improved government relations THE ISETT SETA IS A SETA OF CHOICE • Internal Focus-employee centeredness & governance • Sustainability and Growth of the SETA –

  7. Strategic Focus FINANCIAL MANAGEMENT (1): • 100% compliance with the PFMA (unqualified audit report) • Policies and procedures, systems and processes • Levy administration and Grant disbursement processes • Grant disbursement schedule • Risk management strategy

  8. …Strategic Focus CLIENT/CUSTOMER CENTEREDNESS (2): • Outward looking organisation with a pronounced stakeholder focus • Hassle – free client relationship - Accessibility - Responsiveness - Quality service • Develop a sense of ownership-Employees

  9. …Strategic Focus INTERNAL FOCUS (3): • Project Driven Organisation • Quality Management System • Performance Management System • Service Excellence Model

  10. …Strategic Focus SUSTAINABILITY/GROWTH (4): • Guard against inertia • Eliminate comfort zones and silos • Promote team work • Encourage Service Innovation • Empowered Employees

  11. …Sustainability and Growth(4) SWOT Analysis: • Political • Economic • Social • Technological • Environmental • Legislative

  12. Organisational issues which may hinder the Effectiveness of the ISETT SETA A …may be assessed by using the model illustrated

  13. Performance Indicators • Business Plan Targets • Value for grants disbursed (NSDS Objectives) • Client satisfaction survey • Employee satisfaction/attitude survey

  14. … Performance Indicators • Project performance index (multiple projects) • Quarterly and Annual Reports – DoL • 100% Compliance with statutory reporting requirements

  15. Issues for Urgent Consideration • Strategy for the levy-grant system • Systems and guidelines for Workplace Skills Plans • Fast tracking the development of Unit Standards and Qualifications – JIP • Qualifications Development Strategy and a Funding Model

  16. … Issues for Urgent Consideration • Learning Materials Framework Development • Accreditation of Training Providers • Learnership Development and Implementation Strategy – provider and employer partnerships • Networking/collaboration with all stakeholders

  17. Align and Create Synergies Across Core Functional Areas • Develop and implement a consolidated ISETT-SETA Implementation Project Plan to support Sector Skills Plan and Business Plan

  18. The ISETT SETA is a Customer Driven Organisation • Develop/implement a Service Excellence Model/Strategy • Inculcate a culture of service excellence • Create a sense of urgency • Eliminate fear • ‘Raise the bar” Strive for continuous performance improvement

  19. Operational Initiatives • Identify constraints and resource deployment needs of the ISETT SETA • Reduce cycle time in all activities • Improve interpersonal, teamwork, supervisory and management skills of employees

  20. Internal Management and Administration • Eliminate silos • Emphasize team-work • Create an enabling environment (empowerment) • Develop and implement a QMS, Project Management System and Performance Management System

  21. … Internal Management and Administration • Streamlined processes alone will not necessarily result in service excellence and performance improvement • A change of attitudes and behaviour within the organisation required – A paradigm shift • Create a learning organisation

  22. … Internal Management and Administration • Sustain/improve results • Reward performers and address non-performers • Adaptive leadership as opposed to maladaptive leadership

  23. Provincial Offices and Service Delivery Taking the ISETT SETA to the people: • Provide end – to – end service to clients/stakeholders • Implement and maintain quality in service delivery – Service Excellence • Collaborate with DoL provincial office (Provincial Skills Plan) and other stakeholders

  24. In Conclusion… THE ISETT SETA NEEDS TO DO THREE CRITICAL THINGS… COMMUNICATE ! COMMUNICATE! AND COMMUNICATE!

  25. “We refuse to embrace mediocrity” THANK YOU!!

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