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GOVERNMENT PRINTING WORKS

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Title: GPW Portfolio Presentation Subject: Strategic Plan 2011 - 2014 Author: Rassie Barnard Last modified by: Rassie Barnard Created Date: 5/29/2007 4:40:17 PM – PowerPoint PPT presentation

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Title: GOVERNMENT PRINTING WORKS


1
Building a New Government Printing Works
  • 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 States 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

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
DETAILS 2011/12 R 000s 2012/13 R 000s 2013/14 R 000s
Asset Replacement - Machinery 161 935 73 086 81 056
New IT System 52 000 10 000 10 000
Facilities 48 000 Not Determined yet Not Determined yet
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
DETAILS 2011/12 R 000s 2012/13 R 000s 2013/14 R 000s
Web offset printing presses 18 225 20 250
Web-fed kraft press 20 280
Sheet based laser imaging system 11 000
2 x four-unit web-fed printing presses 6 000 6 000
Numbering units for the Concepta press 10 000
Multi-unit sheet fed printing press 46 000
Four-unit sheet fed printing press 11 000
Complete digital printing system 60 000
Sewing machine 12 000
Polycarbonate material manufacturing line 51 776
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
Statement of Financial Performance (R million) Audited Outcome 2007/08 Audited Outcome 2008/09 Audited Outcome 2009/10 Medium-Term Estimate 2010/11 Medium-Term Estimate 2011/12 Medium-Term Estimate 2012/13 Medium-Term Estimate 2013/14
Revenue 416.8 487.0 639.0 652.7 695.4 765.1 799.6
Transfers Received 110.2 160.9 334.5 97.4 129.0 135.6 143.1
18
19
Expenditure estimates are summarised as follows
Statement of Financial Performance (R million) Audited Outcome 2007/08 Audited Outcome 2008/09 Audited Outcome 2009/10 Medium-Term Estimate 2010/11 Medium-Term Estimate 2011/12 Medium-Term Estimate 2012/13 Medium-Term Estimate 2013/14
Employee Benefits 80.2 86.8 94.0 98.2 178.9 227.7 243.0
Administrative Expenditure 24.9 25.0 19.7 21.9 56.6 63.8 65.5
Production and Stores 383.8 500.7 497.0 505.7 393.6 411.1 393.1
Equipment 1.1 1.4 1.3 1.6 2.0 2.1 2.3
Professional Services 24.4 26.8 24.0 30.2 36.7 38.5 40.4
Depreciations and Provisions 37.7 57.1 66.7 71.1 81.4 107.0 140.0
Sundry Expenditure 2.3 0.2 4.2 2.1 2.0 2.1 2.2
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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