More Related Content Similar to Grant Thornton Learning Institute (GTLI) (20) Grant Thornton Learning Institute (GTLI)1. © Grant Thornton. All rights reserved.
Learning and Development for
Finance Knowledge Improvement in
Local Government
3. © Grant Thornton. All rights reserved.
PERFORMANCE IMPROVEMENT
It is recognized however, that despite our delivery
achievements, much still needs to be done to
improve the performance of local government.
4. © Grant Thornton. All rights reserved.
MUNICIPALITIES THAT ARE DOING WELL
Strong political and administrative leadership
Characterised by political stability
Councils meeting as legislated
Functional council and oversight structures
Regular report back to communities
Low vacancy rates
Collection rates above 80% on average
Spending on capital budgets above 80%
Continuity in the administration
Consistent spending of capital budgets
Consistent unqualified audit outcomes
Responsive to service delivery needs
Evidence of good administrative and financial management
Performance driven by Integrated Development Plans, Budgets
Compliance and Innovation.
5. © Grant Thornton. All rights reserved.
MUNICIPALITIES THAT HAVE A POTENTIAL
TO DO WELL
Fair amount of financial and records management
Some level of political and administrative stability
Reasonable feedback through community meetings
Reasonable access to basic services
Councils sitting fairly regularly
Reasonable adherence to the IDP and Budgets, compliance and little
innovation
Most of administrative positions filled by incompetent staff
Some critical positions not filled
Poor expenditure of capital budgets
Poor records keeping
Low collection rates (less than 50%)
Mainly qualified audit outcomes
Significant mismatch between Plans and Budgets.
6. © Grant Thornton. All rights reserved.
SOUND FINANCIAL MANAGEMENT
Proper record keeping and production of annual
financial statements
Credit control, internal controls and increase the
revenue base
Cut wasteful expenditure including monitoring
overtime
Functional Supply Chain Management structures
with appropriate oversight
7. © Grant Thornton. All rights reserved.
VISION 2024
(AGSA’S ASPIRATIONS FOR THE PUBLIC SERVICE)
The AGSA aspire to see a public service that is characterised by:
Robust financial and performance management systems
Oversight and accountability
Commitment and ethical behaviour by all
A competent and value adding Auditor General
8. © Grant Thornton. All rights reserved.
Talent Management
Talent Management is the implementation of integrated strategies or
systems designed to increase workplace productivity by developing
improved processes for Attracting, Developing, Retaining and Utilizing
your Human Capital with the required skills and aptitude to meet current
and future business needs.
9. © Grant Thornton. All rights reserved.
Grant Thornton Learning, Development and Finance
Knowledge Improvement Approach
Grouping
Munic’s
Develop
relevant
training
program
Identifying common
AGSA issues/findings
Coach/
Mentor
on Job
Certification
& Retention
Performance
Feedback Leading the
Best Talent
Succession
Planning
Reward,
Motivate &
Promote
Attitude
Surveys
Keeping the Best
Talent
Improved
Finance
Knowledge
Provide honest
opinion and
redeploy
Continuos monitoring &
assessment
Taylormade to
Improve
performance
10. © Grant Thornton. All rights reserved.
Prepare & Train the Workforce
Prepare & Train activities include
development of a training strategy, plan,
and curriculum
Depending on the need, Grant Thornton
can partner with clients to:
• Transfer knowledge for supporting a client
providing training “in-house”
• Jointly deliver classroom training and/or
eLearning
• Manage an out-sourced training provider
Objectives for managing “end-to-end” training:
• Project Team Training – Equip the team with
functionality knowledge, process improvement tools, and
effective project management.
• Knowledge Transfer – Reinforce knowledge transfer &
comprehension across sites by employing a “Train-the-
Trainer” approach, involving key local users.
• Business-Focused Delivery – Use the business
processes as the driver for teaching new system
concepts and transactions to end-users.
• Role-Based Training – Train employees on what they
need to know and do to carry out their jobs in the new
environment by matching learning to job roles.
• User Interaction – Implement instructor-led, self-paced,
and technology-based training vehicles to promote
effective, timely, and cost-efficient learning.
• Competency Evaluation – Confirm that employees
display competency in their areas of responsibility by
meeting performance and learning objectives.
• Continuous Improvement – Establish ongoing skills
development through post Go-Live Education and
Training plans.
11. © Grant Thornton. All rights reserved.
Purposive Learning & Development
Analysis
• Conduct Initial
Data Collection:
Gather general
client
information
Gather general
project
information
Understand
your constraints
Audiences
analysis
• Understand
Processes, Sub-
processes, Tasks
• Complete Needs
Assessment &
Job Impact
Template
• Define Training
and Support
Strategy
Design
• Define Learning
Objectives
• Create Course
Curriculum and
Lesson Plans:
Identify
audience
List objectives
and activities
Choose
instruction
methods
List timing
List materials
• Begin developing
the
Implementation
Approach
Develop
• Identify Training
Development
Team
Grant Thornton
Grant Thornton
coaching client
3rd party
• Develop & Test
Materials
• Develop
Evaluation
Approach
• Train-the-Trainers
• Finalize
Implementation
Approach:
Material
Reproduction,
Delivery Logistics,
etc.
Implementation
• Deliver Training
Program
• Implement
Evaluation
Approach
• Identify Post
Implementation
Support Needs
Evaluation
• Revise Training
Materials based
on Evaluation
• Roll-out post
implementation
support activities
(help-desk, job
aids, targeted
communications)
• Integrate Final
Training Program
into Client Course
Curriculum
Project Management
13. © Grant Thornton. All rights reserved.
January 16, 2016
Combined Training Method
• Lecture Method- Our facilitators presents a segment of training,
questions the student frequently, and provides periodic summaries or logical
point of development.
• Demonstration Method- DM is one in which the student observes
the portrayal of procedure, technique, or operation
• Apprentice Training - content associated to knowledge
requirements-re performance improvement
• Practical Exercise (Practice Method) PE is a method of
training in which the participants actively participates, either individually or as a team
member. He does this by applying previously learned knowledge or skills
14. © Grant Thornton. All rights reserved.
Identified Training Objectives
Address performance Improvement through Finance Knowledge &
Human Capital Management
Attain Specific Improvement on Audit Opinion e.g. Asset
Management, Revenue Management, Debtors, Creditors etc.
Measurable Individual and divisional performance improvement
Hand holding staff through continuous learning and development
stages
Certify staff by offering accredited courses by various SETA’s e.g.
Leg SETA , Treasury & Dept. of higher education.
Sequenced for optimal learning ( Service delivery target)
Consistent with the Departmental needs, goals, and capabilities
(e.g., resources) or directed towards clean audit and back to
basics.
15. © Grant Thornton. All rights reserved.
Training Programme
Day 1
• Introduction of the Learning and Development for Finance Knowledge
Improvement in Local Government and GTLI
• The Monash South Africa Knowledge base
• Demonstrating how AGSA audit opinion can be improved by applying the GTLI
learning programme and the approach
• Half day training of councillors and Local Government senior staff on:"
Municipal Oversight" including CHANGE MANAGEMENT PRINCIPLES within
a local government environment.
• Day 2
Classroom facilitation (Face to Face)
Focus on key findings of the Auditor –General
• Day 3
Practical Exercise & Group discussions
Team practice, role play, case study, brain storming and discussions.
Apply previously learned knowledge or skills.
16. © Grant Thornton. All rights reserved.
Day 4
Apprentice Training (On the Job, Hands on)
Participants are shown how to address the challenges and also given
an opportunity to address the challenges themselves
Day 5
Assessment and Reporting
Online Survey ( Participant Feedback )
Group and individual assessments
Formal and informal assessments
17. © Grant Thornton. All rights reserved.
Training Evaluation Criteria
Criteria – Specific evaluation forms –on line
I. Assessment of how participants felt about the training program (e.g.,
adequacy of content coverage, usefulness of material, how material was
delivered)
II. Assessment of what was learning immediately following training
III. Did learning that occurred during training transfer back to the job
IV. Did the training lead to positive organizational outcomes e.g., increased
understanding, better output, less accidents and audit findings