1 / 64

South African Weather Service - Parliamentary Portfolio Committee Presentation All 4 - Quarters

This presentation by Dr. Linda Makuleni provides an overview of the South African Weather Service's performance and financial report for the 2014/15 fiscal year. The presentation focuses on the organization's goals of delivering meteorological and related products and services, effective stakeholder management, revenue sustainability, organizational effectiveness, and creating a strategy-driven human capital capacity.

mmarguerite
Download Presentation

South African Weather Service - Parliamentary Portfolio Committee Presentation All 4 - Quarters

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. South African Weather Service - Parliamentary Portfolio Committee PresentationAll 4 - Quarters Dr. Linda Makuleni 14 AUGUST 2015 “Saving lives and property”

  2. CONTENTS • Introduction • Performance • Q1 - 4 • Financial Report • Conclusion Doc Ref no: CA-PPT-PPCEA 02 14 August 2015

  3. AG Financial Year Audit Report 2014/15 Doc Ref no: CEO’s Report 1st Qtr. – 30 July 2015

  4. AG Financial Year Audit Report 2014/15 Doc Ref no: CEO’s Report 1st Qtr. – 30 July 2015

  5. PERFORMANCE QUARTER 1

  6. GOAL 1: TO ENSURE THE CONTINUED RELEVANCE OF THE ORGANISATION IN DELIVERING METEOROLOGICAL AND RELATED PRODUCTS AND SERVICES

  7. GOAL 1: TO ENSURE THE CONTINUED RELEVANCE OF THE ORGANISATION IN DELIVERING METEOROLOGICAL AND RELATED PRODUCTS AND SERVICES

  8. GOAL 1: TO ENSURE THE CONTINUED RELEVANCE OF THE ORGANISATION IN DELIVERING METEOROLOGICAL AND RELATED PRODUCTS AND SERVICES

  9. GOAL 2: TO ENSURE THE EFFECTIVE MANAGEMENT OF STAKEHOLDER, PARTNER AND KEY CLIENT RELATIONS

  10. GOAL 2: TO ENSURE THE EFFECTIVE MANAGEMENT OF STAKEHOLDER, PARTNER AND KEY CLIENT RELATIONS

  11. GOAL 2: TO ENSURE THE EFFECTIVE MANAGEMENT OF STAKEHOLDER, PARTNER AND KEY CLIENT RELATIONS

  12. GOAL 2: TO ENSURE THE EFFECTIVE MANAGEMENT OF STAKEHOLDER, PARTNER AND KEY CLIENT RELATIONS

  13. GOAL 3: TO ADDRESS THE SHORT-TERM VIABILITY AND LONG-TERM SUSTAINABILITY OF SAWS REVENUE AND ENSURE CONTINUED FISCAL DISCIPLINE * Deferred to following year as there has been a reduction in PG allocation beyond the control of the entity ** Conditional on the approval of the SAWS/WIS transaction

  14. GOAL 4: TO ENSURE CONTINUOUS ORGANISATIONAL EFFECTIVENESS AND EFFICIENCY

  15. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE

  16. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE [1] Talent retention of scarce and critical skills *Phase 2 of dual career pathing will be deferred to 15/16 **Defer the appointment of personnel to 15/16 [2] Increase relative to baseline

  17. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE

  18. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE [1] Talent retention of scarce and critical skills *Phase 2 of dual career pathing will be deferred to 15/16 **Defer the appointment of personnel to 15/16 [2] Increase relative to baseline [3] Is the organisation’s ability and readiness to deliver in the specific areas that contribute to engagement? [4] Is the organisation’s ability and readiness to deliver in the specific areas that contribute to engagement?

  19. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE

  20. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE [1] Talent retention of scarce and critical skills *Phase 2 of dual career pathing will be deferred to 15/16 **Defer the appointment of personnel to 15/16 [2] Increase relative to baseline [3] Is the organisation’s ability and readiness to deliver in the specific areas that contribute to engagement? [4] Is the organisation’s ability and readiness to deliver in the specific areas that contribute to engagement?

  21. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE [1] Talent retention of scarce and critical skills *Phase 2 of dual career pathing will be deferred to 15/16 **Defer the appointment of personnel to 15/16 [2] Increase relative to baseline [3] Is the organisation’s ability and readiness to deliver in the specific areas that contribute to engagement? [4] Is the organisation’s ability and readiness to deliver in the specific areas that contribute to engagement?

  22. PERFORMANCE QUARTER 2

  23. GOAL 1: TO ENSURE THE CONTINUED RELEVANCE OF THE ORGANISATION IN DELIVERING METEOROLOGICAL AND RELATED PRODUCTS AND SERVICES

  24. GOAL 1: TO ENSURE THE CONTINUED RELEVANCE OF THE ORGANISATION IN DELIVERING METEOROLOGICAL AND RELATED PRODUCTS AND SERVICES

  25. GOAL 2: TO ENSURE THE EFFECTIVE MANAGEMENT OF STAKEHOLDER, PARTNER AND KEY CLIENT RELATIONS

  26. GOAL 2: TO ENSURE THE EFFECTIVE MANAGEMENT OF STAKEHOLDER, PARTNER AND KEY CLIENT RELATIONS

  27. GOAL 2: TO ENSURE THE EFFECTIVE MANAGEMENT OF STAKEHOLDER, PARTNER AND KEY CLIENT RELATIONS

  28. GOAL 3: TO ADDRESS THE SHORT-TERM VIABILITY AND LONG-TERM SUSTAINABILITY OF SAWS REVENUE AND ENSURE CONTINUED FISCAL DISCIPLINE * Deferred to following year as there has been a reduction in PG allocation ** Conditional on the approval of the SAWS/WIS transaction

  29. GOAL 4: TO ENSURE CONTINUOUSORGANISATIONAL EFFECTIVENESS AND EFFICIENCY

  30. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE

  31. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE [1] Talent retention of scarce and critical skills *Phase 2 of dual career pathing will be deferred to 15/16 **Defer the appointment of personnel to 15/16 [2] Increase relative to baseline

  32. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE

  33. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE

  34. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE

  35. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE

  36. PERFORMANCE QUARTER 3

  37. GOAL 1: TO ENSURE THE CONTINUED RELEVANCE OF THE ORGANISATION IN DELIVERING METEOROLOGICAL AND RELATED PRODUCTS AND SERVICES

  38. GOAL 1: TO ENSURE THE CONTINUED RELEVANCE OF THE ORGANISATION IN DELIVERING METEOROLOGICAL AND RELATED PRODUCTS AND SERVICES

  39. GOAL 2: TO ENSURE THE EFFECTIVE MANAGEMENT OF STAKEHOLDER, PARTNER AND KEY CLIENT RELATIONS

  40. GOAL 2: TO ENSURE THE EFFECTIVE MANAGEMENT OF STAKEHOLDER, PARTNER AND KEY CLIENT RELATIONS

  41. GOAL 2: TO ENSURE THE EFFECTIVE MANAGEMENT OF STAKEHOLDER, PARTNER AND KEY CLIENT RELATIONS

  42. GOAL 3: TO ADDRESS THE SHORT-TERM VIABILITY AND LONG-TERM SUSTAINABILITY OF SAWS REVENUE AND ENSURE CONTINUED FISCAL DISCIPLINE * Deferred to following year as there has been a reduction in PG allocation ** Conditional on the approval of the SAWS/WIS transaction

  43. GOAL 4: TO ENSURE CONTINUOUS ORGANISATIONAL EFFECTIVENESS AND EFFICIENCY

  44. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE [1] Talent retention of scarce and critical skills *Phase 2 of dual career pathing will be deferred to 15/16 **Defer the appointment of personnel to 15/16 [2] Increase relative to baseline

  45. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE

  46. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE

  47. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE [1] Talent retention of scarce and critical skills *Phase 2 of dual career pathing will be deferred to 15/16 **Defer the appointment of personnel to 15/16 [2] Increase relative to baseline [3] Is the organisation’s ability and readiness to deliver in the specific areas that contribute to engagement? [4] Is the organisation’s ability and readiness to deliver in the specific areas that contribute to engagement?

  48. GOAL 5: TO CREATE A STRATEGY - DRIVEN HUMAN CAPITAL CAPACITY FOR SAWS PERFORMANCE [1] Talent retention of scarce and critical skills *Phase 2 of dual career pathing will be deferred to 15/16 **Defer the appointment of personnel to 15/16 [2] Increase relative to baseline [3] Is the organisation’s ability and readiness to deliver in the specific areas that contribute to engagement? [4] Is the organisation’s ability and readiness to deliver in the specific areas that contribute to engagement?

  49. PERFORMANCE QUARTER 4

  50. GOAL 1: TO ENSURE THE CONTINUED RELEVANCE OF THE ORGANISATION IN DELIVERING METEOROLOGICAL AND RELATED PRODUCTS AND SERVICES

More Related