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GOVERNMENT PRINTING WORKS

GOVERNMENT PRINTING WORKS. Building a New Government Printing Works. PRESENTATION TO PORTFOLIO COMMITTEE STRATEGIC PLAN 2011/12 – 2013/14. 15 March 2011. AGENDA. Background Mandate and Overview Strategic Outlook Key Strategic Objectives Strategic Implementation Plan

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GOVERNMENT PRINTING WORKS

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  1. GOVERNMENT PRINTING WORKS Building a New Government Printing Works PRESENTATION TO PORTFOLIO COMMITTEE STRATEGIC PLAN 2011/12 – 2013/14 15 March 2011

  2. AGENDA • Background • Mandate and Overview • Strategic Outlook • Key Strategic Objectives • Strategic Implementation Plan • Progress with Key Projects • Funding Requirements • Summary and Closing Remarks 2

  3. The objective of our presentation is as follows... • Provide the Portfolio Committee with a high level Mandate and Overview of the GPW and also give the Committee an insight into the progress and developments at GPW for the 2011/12 financial year and beyond. • Provide insight into the key priorities going forward. • Provide an update on the major successes achieved. • Challenges with regards to transformation and modernization 3

  4. Overview and Mandate of the Government Printing Works (GPW) • This strategic plan focuses on specific processes: • Where the organisation wants to be in the medium – long term • Critical assessments of its current status • Set measurable targets • Operating Model • The GPW has been converted into a Government Component (GC) • Implement sound financial management (profitable and viable) while cultivating a commercial oriented culture. • Focus on its core business – security printing 4

  5. STRATEGIC OUTLOOK OF THE GPW • Vision • To be be State’s Mandate Security Printer • Mission • To provide cost effective, reliable and timeous services to all spheres of Government in security printing • To provide the public with equitable information • To disseminate Government information through technology, innovation and service excellence • Values • Reliability • Integrity • Accuracy • Stakeholder satisfaction These belief systems motivate our people to provide excellent service to all our stakeholders. 5

  6. KEY STRATEGIC OBJECTIVES (1/3) • Production Process Optimisation • Allocated Visagie Street premises • Develop appropriate facilities for efficient and cost competitive production • Best Practice for high security printing environment • Site survey and needs analysis • Asset Replacement Programme • Replacement of outdated technology and machinery • Average life 30 years – majority in poor condition and not economically viable to maintain • Technological advances in the printing industry • Lack of capacity to produce high security printed matter • Security printing in line with International standards • Spending R316m over MTEF period. 6

  7. KEY STRATEGIC OBJECTIVES (2/3) • Technological Migration • ICT Governance • ICT Legal compliance (MISS, ECT ACT 25 2005, Relationship between PPI, PAIA and RICA inclusive of NCA and CPA, King III Companies ACT Cobit, ITIL and International Standards such as ISO 27001/2) • Acquire Hardware and Software to accommodate new IT systems and Services • Business Continuity solution that supports redundancy and functionality with recovery. • Acquire and implement new hardware and Software • Optimum activities to ensure systems and infrastructure operate at prescribe service levels. • Business recovery with failover and minimise downtime at remote location • Automate Official Gazette Content distribution • Electronic Gazette on the Web • Resource Management • Proper IT Sourcing Strategy and related vendor management processes. • People Management: • Attract and train and technical people to have depth in their respective areas and breadth across other areas in IT. • Link individual and team objectives to a shared GPW IT vision & strategy and reward according to performance • Effective IT asset management 7

  8. KEY STRATEGIC OBJECTIVES (3/3) • GPW Establishment • Fully implement new GPW structure • Migrate staff to new approved structure • GPW aligned policies • Talent management and Leadership development • Special dispensations • Performance management • Marketing • Consolidation of business opportunities and customer focus • Develop GPW Brand • Local Customer Retention • Local Business Development • Develop an aggressive regional marketing strategy on face value documents These objectives are the bedrock of a sustainable GPW which will ensure organic growth and financially vibrant organisation. 8

  9. Strategic Implementation Plan (1/5) • Operations Management • Replacement of outdated technology and machinery • Optimisation of production capacity and efficiencies – cost competitive • High quality security products • Achieve product/service excellence • Financial Management • Accurate planning and forecasting • Maintain optimal cash flows and working capital • Manage financial risks • Implementation of new ERP System • Reduce AG findings and qualifications • Cost Management • Change/review the cost/product pricing system/strategy • Reduction in wastage and spoilage 9

  10. Strategic Implementation Plan (2/5) • ICT Management • Governance • Enablement of high level information security and control. • Minimise harm to GPW business from potential vulnerabilities and threats • Strategy Formulation and Planning • Common framework for inclusive, business aligned operational and tactical decision-making. • IT that is security minded, performance based and aligned to GPW Business. • Architecture Management • Integrated and environment with scalable and optimised processes. • ERP and IT Technical Delivery • Properly coordinated portfolio of IT projects. • Efficient and ERP running on secured infrastructure on a self defending network. • Centralised and efficient help desk and service management processes. • Resource Management • Proper IT Sourcing Strategy and related vendor management processes. • Attraction, development and retention of good IT skills. • Effective IT asset management. 10

  11. Strategic Implementation Plan (3/5) • ICT Management (Cont.) • Service Delivery • Effective IT services delivery and support. • Well coordinated user training and support. • Centralised and efficient help desk and service management processes • Supply Chain Management • Reduce Stock Levels • Phase out slow moving items and redundant stocks • Strategic supplier management • Update and develop electronic suppliers database and order information • Contract and SLA management 11

  12. Strategic Implementation Plan (4/5) • HR, Strategy and Transformation • Fully implement new GPW structure • Finalise outstanding job descriptions • Continue with job evaluation process • Migrate staff to Government Component • Migration plan • Consultations with labour • Communication strategy • GPW aligned policies • Revise, develop and customize policies in place. • Talent management and Leadership development • Training partnerships • Time spend on training • Special dispensations • Determine critical jobs • Determine which category of jobs dispensation is in line with broader public service jobs. • Negotiate with DPSA for special dispensation. • Performance management • Job descriptions • Alignment of work plans 12

  13. Strategic Implementation Plan (5/5) • Security • Security risk assessment • New and updated physical, personnel, production and documentation security systems in place • Introduce vetting system for key personnel • Internal Audit • Development of internal audit and risk management plans • Monitor compliance with PFMA and related regulations • Marketing • Expand the range and value of products • Scope for the sophistication of printing services - Upgrading of the social security forms • Governments within the SADC do not have access to the modern printing facilities The conversion of GPW into a GC will allow the transformation process and turnaround of GPW in the MTEF period 13

  14. KEY PROJECTS • Installation and commissioning of new security printing division • Implementation of the ABC costing methodology • Creating capacity to print passport visa pages inhouse • Implementation of new ERP system • Development of new facility 14

  15. Finally, the transformation and modernisation will require additional capital injection by the State to ensure conversion and success of GPW * The GPW has budgeted R500m over the MTEF period Pavilion 2 was handed over in October 2011. DPW has started to draw the master-plan for the total facility before more development is done. 15

  16. The critical equipment that needs to be procured as part of the asset replacement program, includes the following: 16

  17. In order to ensure growth and a financially viable organisation, GPW has embarked on the implementation of a new ERP system: • ERP software solutions • Hiflex – Production System • Microsoft Dynamics AX – Financial • Microsoft Sharepoint • Intranet & Internet • Phase 1 - Analyis • Completed and all documentation signed of. • Legal requirements done • Phase 2 - Implementation • Proposals and plans completed • Intranet go-live April 2011 • Production solution, business solution including VIP, public web and e-gazette • Go-live 2 April 2012 17

  18. Income estimates are summarised as follows 18

  19. Expenditure estimates are summarised as follows 19

  20. There are challenges ahead but hope that this presentation highlights the support/resources required from Government at this critical juncture • We urge you to please provide us with the necessary advise and support during the transformation process • Support us by ensuring that the requisite funds are forthcoming, as this is always key to any turnaround initiative WE THANK YOU KINDLY! 20

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