Dr Rovel Shackleford on the CGIT csd budget 2004

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Public Sector Education Budget presentation by Dr Rovel Shackleford

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Dr Rovel Shackleford on the CGIT csd budget 2004

  1. 1. CGIT CSD Budget 2004
  2. 2. Agenda CSD Budget 2004 <ul><li>2003 What Has Been Achieved? </li></ul><ul><li>2004 What Can Be Expected? </li></ul><ul><li>Risk Management </li></ul><ul><li>Questions? </li></ul>
  3. 3. 2003 What Has Been Achieved? <ul><li>Repositioning </li></ul><ul><li>Labor Management </li></ul><ul><li>Asset Management </li></ul><ul><li>Market Development </li></ul><ul><li>Portfolio Streaming </li></ul>
  4. 4. Repositioning <ul><li>CSD cash powerhouse of CGIT </li></ul><ul><li>Two core points of access ETTA & NMTC </li></ul><ul><li>Ethos </li></ul><ul><ul><ul><li>Point of difference - Centre of Excellence Energy </li></ul></ul></ul><ul><ul><ul><li>Delivery – Flexible </li></ul></ul></ul><ul><ul><ul><li>Market relationship – Customer First </li></ul></ul></ul>
  5. 5. Labor Management <ul><li>Removal of $600K (annualized) of non core underperforming labor </li></ul><ul><li>Development of a flexible high value delivery workforce </li></ul><ul><li>Increased productivity through devolved performance management practices </li></ul><ul><li>Changed work ethic </li></ul>
  6. 6. Asset Management <ul><li>Industry support harnessed </li></ul><ul><ul><ul><li>Maintenance </li></ul></ul></ul><ul><ul><ul><li>Loan </li></ul></ul></ul><ul><li>Disposal of redundant high maintenance fleet </li></ul><ul><li>Stream-lining of procurement/purchasing practices to a value focused model </li></ul>
  7. 7. Market Development <ul><li>Geographic growth model </li></ul><ul><ul><ul><li>National </li></ul></ul></ul><ul><ul><ul><li>International </li></ul></ul></ul><ul><li>Industry specific representation/partnerships </li></ul><ul><ul><ul><li>State </li></ul></ul></ul><ul><ul><ul><li>National </li></ul></ul></ul><ul><li>Centre of excellence vision/focus </li></ul><ul><li>Strategic positioning </li></ul>
  8. 8. Portfolio Streaming <ul><li>Accountability has been moved to a portfolio level for: </li></ul><ul><ul><ul><li>Performance management </li></ul></ul></ul><ul><ul><ul><li>Market development </li></ul></ul></ul><ul><li>Profile development within the wider world context </li></ul><ul><li>Linkages are being developed between portfolios to develop total solutions to industry clusters </li></ul>
  9. 9. 2004 What Can Be Expected? <ul><li>Points of Difference 2003 vs 2004 </li></ul><ul><li>New Targets </li></ul><ul><ul><li>Electrical </li></ul></ul><ul><ul><li>Gas </li></ul></ul><ul><ul><li>Telecommunications </li></ul></ul><ul><ul><li>Water </li></ul></ul><ul><ul><li>Consulting </li></ul></ul><ul><ul><li>NMTC </li></ul></ul>
  10. 10. Points of Difference 2003 vs 2004 <ul><li>Maturing of strategies and approaches implemented in 2003 </li></ul><ul><li>Proactive work ethic </li></ul><ul><li>Further streamlining of work teams </li></ul><ul><li>Working asset divestment </li></ul><ul><li>Improved IP management </li></ul><ul><li>New stakeholders – industries unions </li></ul>
  11. 11. New Targets <ul><li>Electrical </li></ul><ul><ul><ul><li>Targets are realistic subject to compliance and support from the new stakeholders </li></ul></ul></ul><ul><li>Gas </li></ul><ul><ul><ul><li>Geographic growth on the back of existing client network </li></ul></ul></ul><ul><li>Telecommunications </li></ul><ul><ul><ul><li>Tough market requiring urgent attention from a dedicated team – new ideas – new level of commitment </li></ul></ul></ul>
  12. 12. New Targets (New Business) <ul><li>Water </li></ul><ul><ul><ul><li>Emergent opportunity through the forging of new partnerships </li></ul></ul></ul><ul><li>Consulting </li></ul><ul><ul><ul><li>Consolidation and formalization of a currently fragmented situation </li></ul></ul></ul><ul><li>NMTC </li></ul><ul><ul><ul><li>The appropriate development of a dormant tiger </li></ul></ul></ul>
  13. 13. Risk Management <ul><li>Cluster Approach to Client Development </li></ul><ul><li>Value Pricing Model (not cost +) </li></ul><ul><li>Flexible Workforce </li></ul><ul><li>Devolved Performance Management </li></ul><ul><li>Client Ownership (CGIT-ETTA) – Client Management (Program Leader) </li></ul><ul><li>Streamline Financial Management </li></ul><ul><li>Early Warning Systems – implementation of a risk management log-frame </li></ul>
  14. 14. QUESTIONS

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