Grant Thornton Learning Institute (GTLI)

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Learning and Development for Finance Knowledge Improvement in

Local Government


BACK TO BASICS


PERFORMANCE IMPROVEMENT

It is recognized however, that despite our deliveryachievements, much still needs to be done to improve the performance of local government.


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.


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.


SOUND FINANCIAL MANAGEMENT

Proper record keeping and production of annualfinancial statements

Credit control, internal controls and increase therevenue base

Cut wasteful expenditure including monitoringovertime

Functional Supply Chain Management structures with appropriate oversight


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


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.


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


Prepare & Train the WorkforcePrepare & 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.


Purposive Learning & DevelopmentAnalysis

• 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


Retention Rate


May 3, 2023

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


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.


Training ProgrammeDay 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.


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


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

Economy & Finance

Grant Thornton Learning Institute (GTLI)