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1 Management Strategy – The Road Ahead Oupa Mopaki ISETT SETA Chief Executive Officer 04 th May 2003 Midrand
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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.
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3 Purpose of Presentation To demonstrate how the Chief Executive Officer would lead the ISETT SETA towards achieving mandated/statutory objectives
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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
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5 …Key Performance Areas Manage assets and develop resources Liaise and interact with all stake holders Create a participative, partnership culture among all stakeholders
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6 Strategic Objectives 1.Customer/stakeholder centeredness &improved government relations THE ISETT SETA IS A SETA OF CHOICE 2.Internal Focus-employee centeredness & governance 3.Sustainability and Growth of the SETA –
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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
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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
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9 …Strategic Focus INTERNAL FOCUS (3): Project Driven Organisation Quality Management System Performance Management System Service Excellence Model
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10 …Strategic Focus SUSTAINABILITY/GROWTH (4): Guard against inertia Eliminate comfort zones and silos Promote team work Encourage Service Innovation Empowered Employees
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11 …Sustainability and Growth(4) SWOT Analysis: Political Economic Social Technological Environmental Legislative
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12 A Organisational issues which may hinder the Effectiveness of the ISETT SETA …may be assessed by using the model illustrated
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13 Performance Indicators Business Plan Targets Value for grants disbursed (NSDS Objectives) Client satisfaction survey Employee satisfaction/attitude survey
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14 … Performance Indicators Project performance index (multiple projects) Quarterly and Annual Reports – DoL 100% Compliance with statutory reporting requirements
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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
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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
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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
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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
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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
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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
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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
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22 … Internal Management and Administration Sustain/improve results Reward performers and address non- performers Adaptive leadership as opposed to maladaptive leadership
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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
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24 In Conclusion… THE ISETT SETA NEEDS TO DO THREE CRITICAL THINGS… COMMUNICATE ! AND COMMUNICATE!
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25 “We refuse to embrace mediocrity” THANK YOU!!
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