Public Sector

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Mazars Public Sector Advisory

An efficient and effective public service is a key enabler of development for its ability to provide opportunity and hope for the future by meeting fundamental human needs like personal safety, decent housing, dignified employment, and access to healthcare services and a good education.

Complex operating environment

The increasing complexity of societal and developmental challenges is forcing public services and public servants to work beyond the confines of traditional structures and try out new approaches.

For public sector organizations across the world, the pressures for improved efficiency during the past decades are now accompanied by an equally strong need to revolutionise service delivery to create solutions that better meet citizens’ needs; to develop channels that offer efficiency and increase inclusion to all citizens being served; and to re-invent supply chains to deliver services faster, cheaper, and more effective.

Technology

How can the public service harness technology to maintain an effective, credible and trusted presence in the Brave New Digital World, where concepts such as ‘open democracy’ and ‘collaborative economy’ emerge and evolve quickly?

Information is turning out to be a strategic asset for creating opportunities and gaining competitive advantage. The need for improved information management strategies and use of contemporary tools has become apparent in the sphere of local government structures, where information technologies have emerged and are being used to aid the local government management processes. The adoption of an information and communication technology (ICT) governance framework can be recognized as supporting effective and efficient management of information management resources to facilitate the achievement of an organization’s strategic objectives

Performance Information in the public sector

Performance information is important for effective management, including planning, budgeting, implementation, reporting, monitoring and evaluation. This is emphasised in the Framework for Managing Programme Performance Information.

Greater consideration is given to the “effective use” of information for specific service delivery purposes and information conservation, sharing and recycling throughout local government structures and between spheres of government, be they national, provincial or local. The practice and strategies of information management in the public sector involve understanding and analysis of the government service delivery programmes and the objectives of all spheres of government. The integrated nature of delivery requires an understanding of how these integrated programmes and families of information categories are related to one another.

 

The National Treasury has revised Treasury Regulations 5 and 30 issued in terms of the PFMA to provide the necessary legal basis for the implementation of this Framework and to support the implementation of the Framework for Managing Programme Performance Information.

Public sector of the future

Mazars public sector strategy is developed to assist public sector organisation to Doing-more-with-less’. Our approach is integral to the reality of Catching up with the speed and spread of technological innovation.  The future is characterised by changes in the design and delivery of public services. The effort of Dealing with complex development challenges can only be achieved through collaboration and partnerships between private and public sector that we believe governments will need to make to be able to deliver against the public service outcomes citizens expect, at a sustainable cost and embracing a citizen-centred approach.

Our Approach

The focus is on processes that will develop a sound understanding of the Public entity current service delivery issues, as well as the desired future position.

The resultant outcome is a customized delivery strategy that is compiled and made available to our client to implement with our assistance. Other factors for consideration during our delivery process are:

a)               Public entity organization design

b)               Performance management processes

c)               Service delivery capabilities

d)               Supporting systems of performance

e)               Management Control  Systems

f)                Auditor General reports 

g)               Growth  and Development strategy

Management by Projects

Management by projects ensures that each project is managed properly in relation to costs, benefits and resources. Project management requires a high skill of management and service delivery knowledge. To succeed and deliver as expected, a Project office is being put in place and staffed with competent resources. Our Project office would account/report to a combined client/Mazars project board on all new, ongoing and completed projects on a monthly basis. This will ensure that we deliver solutions that are aligned and integrated with other business initiatives, and strive to understand the context in which the business is operating to propose solutions “which make a difference”.

Main Functions of the Projects Management Office (PMO):

The Project Management Office (PMO) enshrines the project management approach as a central point for:

  • Meeting people, Collecting, processing, storing data and managing information and Communicating project information to project teams, customers, suppliers and other stakeholders.  
  • The development of tools that we apply within the PMO are embedded within our strategy development framework and found to be a prerequisite in improving performance.

 

Practitioners and academics have developed numerous maturity models for many domains in order to measure competency. These initiatives have often been influenced by the Capability Maturity Model.

 

Our public service focus if developed on a researched standard development framework. This framework forms a sound basis to guide the development of a model through first the descriptive phase, and then to enable the evolution of the model through both the prescriptive and comparative phases within a given domain.

Our services:

Information Management

  • Business Process  Management
  • Business Analysis
  • Systems Analysis
  • Knowledge Management
  • Business Intelligence
  • Enterprise Architecture
  • Content Management
  • IT Service Management
  • Forensic Audit
  • Regulatory Audit
  • Risk Management
  • Internal Audits
  • IT Audit
  • Strategy Development
  • Performance Management
  • Organisational Design
  • Job Profiling
  • Change Management
  • Learnership Programs
  • Training & Development

Risk and Audit Services

  • Forensic Audit
  • Regulatory Audit
  • Risk Management
  • Internal Audits
  • IT Audit

Human Capital

  • Strategy Development
  • Performance Management
  • Organisational Design
  • Job Profiling
  • Change Management
  • Learnership Programs
  • Training & Development

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