ASSOCIATION OF PUBLIC ACCOUNTS COMMITTEES ANNUAL TRAINING Where do I fit in? 10 MAY 2011

1. ASSOCIATION OF PUBLIC ACCOUNTS COMMITTEES ANNUAL TRAINING Where do I fit in? 10 MAY 2011

2. Reputation promise/mission The Auditor-General of South Africa has a constitutional mandate and, as the Supreme Audit Institution (SAI) of South Africa, it exists to strengthen our country’s democracy by enabling oversight, accountability and governance in the public sector through auditing, thereby building public confidence.

3. WHERE DO I FIT IN? • Getting the job done (right, timely and in excellence) • What is the purpose of my job? • What are the measures of success at my job? • What is an exceptional performance to you? • What are the priorities of my supervisor? • What resources are available to me? • What costs are acceptable? • Requires the right people with the right tools • Skills, Knowledge • Attitude • Work Ethic - A work ethic is a set of values based on the ideals of hard work and discipline. It may include being reliable, having initiative, or pursuing new skills • Results and outcomes matter • Actual services delivered • The quality of services delivered • Key financial performance (expenditure)

4. WHERE DO I FIT IN? • Without productivity all the other pursuits won’t mean a thing because every employer by reason of economics is forced to look at the bottom line. • Ultimately, most services are provided for the benefits of users, and their views on performance are important in determining how well or badly a service is provided. • If you cannot measure an activity, you cannot control it. If you cannot control it, you cannot manage it. • Without dependable measurements, intelligent decisions cannot be made. • Without measurements there is no way to be certain we are meeting value-added objectives or that we are being effective and efficient. • Measurements can be used to identify defect sources, process trends, and defect prevention, and to determine process efficiency and effectiveness, as well as opportunities for improvement.

5. ADDING VALUE • Value-added work • Is the work that is actually valuable and results in a finished product (outcome). • Keep in mind that a customer is only going to want to pay for value • It is important the customer values your work for obvious reasons • Capacity - The employees and tools used must have the necessary capacity to perform the work and add value to it. • Information/Instructions - The workers must have the proper information and instructions needed to complete the job with as little non-value added work, or waste, as possible. • Materials - This refers to the materials required to properly complete the work. • Non-value adding • Non-value added work, also called waste, refers to work that doesn't add value to or is unnecessary

6. ADDING VALUE • Understanding the business environment • Role of the Committee • Processes (committee/ tabling/ Oversight) • The role players • Knowledge and improved understanding of the regulatory framework • Legislation (Constitution/ PFMA/ MFMA) • Rules of Parliament or the Legislature • Knowledge & understanding of Internal Business Processes • We recognise that knowledge adds value – and sharing it adds even more. • Challenging ourselves to create ways to improve the value of the organisation/business Organisations are always going to do things to shape human performance and improve business results.

7. BEING A VALUE ADDED EMPLOYEE • Build your strengths rather than focusing on company weaknesses • You choose your focus and attitude. • You choose how you use your time. • You choose your perceptions and perspectives. • Use that power to become 'value-added‘ • How do you want to be seen in the workplace? • As competent, • Confident, and • Valuable. or • as adequate, • mediocre and • Expendable.

8. GOOD v/s GREAT EMPLOYEES • Good employees • Come to work on time • Do their tasks well • Cause few waves • Great employees • Do all that (good employees do) and more • They are focused on the company's mission and vision. • They can be excellent team-players and excellent leaders when needed. • They are clear about their own purposes and visions and know why they have chosen to work where they work. • They care about others and help them to achieve their goals. • They do these things because it clearly moves them further along their career paths. • It is in their own best interest to do so.

9. THANK YOU QUESTIONS?

10. NEXT STEPS • What are we doing well? Why? • Where are the gaps in performance? • Where are the gaps in delivering support services? • What are the costs associated with the gaps? • Way Forward • Key Initiatives and/or strategies • Interventions to improve individual performance • Interventions to improve team/group performance • Interventions to improve performance of support services