1

Management Strategy –The Road Ahead

Oupa MopakiISETT SETA

Chief Executive Officer

04th May 2003Midrand

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

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 –

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

A

Organisational issues which may hinder the Effectiveness of the ISETT SETA

…may be assessed by using the model illustrated

External Environment

Individual and organisation performance

Leadership

Management Practices

Work Unit Climate

Motivation

Organisational culture

Systems (Policies) & Procedure

Individual Needs & Values

Mission & Strategy

Structure

Tasks & competencies

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!!