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Railway Safety Regulator: Strategic Progress Overview 2014/15

Learn about the Railway Safety Regulator's strategic progress overview for the 2014/15 financial year quarters 1 and 2. Explore the organizational evolution, performance analysis, and future direction highlighting collaboration and results-driven strategies.

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Railway Safety Regulator: Strategic Progress Overview 2014/15

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  1. 11 November2014 • RAILWAY SAFETY REGULATOR • 2014/15 FINANCIAL YEAR QUARTER 1 & QUARTER 2 PROGRESS

  2. OVERVIEW • INTRODUCTION • BACKGROUND • 2014/15 QUARTER 1 & 2 PERFORMANCE • COMPARATIVE ANALYSIS OF QUARTERLY PERFORMANCE

  3. INTRODUCTION Strategy is an ongoing process of enriching ideas, improving concepts and initiatives, making the execution happen and getting RESULTS

  4. INTRODUCTION: Strategic Overview

  5. INTRODUCTION: RSR’S NEW Strategic DIRECTION Time Impact landscape FUTURE Collaboration landscape PRESENT Operational landscape PAST Impact & Change

  6. BACKGROUND 2014/15 STRATEGIC approach • Premised on Results/Outcomes-Based Management • Emphasises outcomes and impacts • Makes explicit provision for organisational learning and accountability • Differentiates between Strategic, Tactical and Operational Targets • More Outwards Focussed i.e. Attention to External Environment • Greater emphasis on Collaboration and Intra-Departmental Work • Proactive • Provides the basic Architecture for Good Governance

  7. BACKGROUND 2014/15 STRATEGIC approach Cont. • Supports the Policy Framework for the Government-Wide Monitoring and Evaluation System (GWMES) • Aims to establish a political and administrative culture characterised by accountability, continual improvement, efficiency, a concern for ethics, and avoidance of conflicts of interest by facilitating a clear sequence of events based on critical reflection and managerial action in response to an analysis of the relationships between the resource inputs, service delivery outputs, and their associated outcomes and impacts.

  8. BACKGROUND 2015/16 – 2018/19 FINANCIAL YEARS: • Focus on Strategy Execution • Higher level focus on external impacts will require focus on critical issues : • Value creation – contribute to the SUSTAINABLE growth of rail as a safe, reliable, cost-effective and more energy efficient mode of transportation • Stakeholder engagements • Understanding the Risk Landscape • Practice and Demonstrate Integrated thinking • Upwards matrix – transformation journey

  9. 2014/15 QUARTER 1 & 2 PERFORMANCE

  10. 2014/15 QUARTER 1 & 2 PERFORMANCE

  11. 2014/15 QUARTER 1 & 2 PERFORMANCE

  12. 2014/15 QUARTER 1 & 2 PERFORMANCE

  13. 2014/15 QUARTER 1 & 2 PERFORMANCE

  14. 2014/15 QUARTER 1 & 2 PERFORMANCE

  15. 2014/15 QUARTER 1 & 2 PERFORMANCE

  16. 2014/15 QUARTER 1 & 2 PERFORMANCE

  17. 2014/15 QUARTER 1 & 2 PERFORMANCE

  18. 2014/15 QUARTER 1 & 2 PERFORMANCE

  19. 2014/15 QUARTER 1 & 2 PERFORMANCE

  20. QUARTERLY PERFORMANCE: COMPARATIVE ANALYSIS

  21. THANK YOU Q & A

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