1. Operational efficiency 20 November 2007

2. Contents Background –Approach –Context Initiatives Results

3. Background Strategic mapping exercise in 2006 Restructuring thereafter Senior programme manager position created Strategy and Planning sub-programme established M&E unit established

4. Background - Budget Architecture Opex 7% of total

5. What it’s about Continuous improvement Increased productivity Doing things better – more with less Minimising operational costs Improving synergies Simplification of administration Ultimate improvement of outputs

6. Context - operational efficiency and strategy Creating a unique and sustainable competitive position Assimilating, attaining, and extending best practices OperationalEfficiencyStrategy Run the race faster Choosing the race to run – e.g. innovation plan Adapted from: Michael Porter

7. Strategic alignment Strategy Tactical Execution (Services and Business Processes) Operational Support and Enablers (Financial, Human, Technology) Gaps Integration Process architecture to optimise operations

8. Initiatives Streamline planning through planning framework Approved planning cycle for –Strategic plans –Business plans –Estimates of National Expenditure –Policy options for funding

9. Initiatives Quarterly and monthly reporting Financial analysis of cost architecture Improved financial efficiency through detailed monitoring of transfers IT infrastructure - document management system Vacancy rate – 8% moving target

10. Initiatives Action plan on audit findings –Asset management Policies and procedures developed –Information systems User profile management procedures approved –Office building in the process of being transferred to DPW

11. Results Reprioritisation for critical project funding Improved operations However, we strive for continuous improvement

12. Thank you (#121586)