PPT-SAPO Corporate Strategic Plan 2016/17 – 2018/19

Parliamentary Portfolio Committee 1 5 April 2016 AGENDA Current Status Overview STP Migration Status of Mail and Retail Outlets Key Challenges Strategic Intention Revenue Growth and Cost Management Strategy. 2011 – 2015. Volume 2. Local Governance Our Pride. BOTSWANA ASSOCIATION OF LOCAL AUTHORITIES. Strategy Statement. Ladies and Gentlemen we as Batswana must take charge of our own destiny, build on what our fore fathers have achieved in terms of good governance, democracy and development and in order a successful future for our generations to come. . Corporate Plan progress report & future prospects for quarter 3 (2016/2017) . Executive summary. 2. 2. Postbank is profitable, well capitalised and Corporatization process is on track.. ICASA. relationship regularised - postal services reserved area and tariff increases. April 2017. Contents. 2. 2. Progress to 31 March 2017. Current Status Overview. Achievements for 2016/17FY. Postbank Corporatisation Update. Corporate Plan 2017/18 to 2019/20 . Key Challenges. The Future State of SAPO. Names of Team Members . and area of expertise. Table Of Contents. . Identify Team Member Responsibility. Executive Summary . One Page. C. R. O. S. S. -. F. U. N. C. T. I. O. N. A. L. Title Page. Situation Analysis. Ballweg. John Burns. Program Directors 101 Pando ™ Workshop. Objectives. Define strategic planning and strategic . management. Describe the benefits of strategic . planning. List and describe the steps of effective strategic . Agenda . Review AHIMA Strategic Plan 2014-2017 Summary. Review . MaHIMA. Strategic Plan . 2015/2016. Revise . Strategic Plan . 2016/2017 . and beyond. AHIMA Strategic Plan 2014-2017 Goal I - Informatics. 20 March 2018. Introduction. 2. SAPO, as it is currently structured, managed and funded, is not financially sustainable. . SAPO . has regressed so far technologically, that it simply cannot offer a competitive service. . 28 August 2018. SASSA Update . To brief the Portfolio Committee on Telecommunications & Postal Services. Progress achieved with the Card swap;. Technical System Performance Remedies. . August payments;. Executive summary. 2. 2. Postbank is profitable, well capitalised and Corporatization process is on track.. ICASA. relationship regularised - postal services reserved area and tariff increases. Early signs of customer confidence & trust returning to SAPO. Incorporation. In 2009,. . 32. . organizations decide to establish the association. , . . with the primary . mission of fostering the environmental, social and corporative governance criteria in the investment policies in Spain,. An Overview. Office of the Assistant Secretary for Planning and Evaluation (ASPE). Strategic Planning Team. 1. Purpose of the Strategic Plan. Required by the Government Performance and Results Act (GPRA) Modernization Act of 2010. Brand SA 2016/21 Strategy. 1. TABLE. OF CONTENTS. Premise of the strategy. Strategic imperatives. Strategic overview. Organisational Values. What Brand South Africa does – Trust Deed. Situational analysis. 2014/15 – 2018/19 . and. 2018/19 Annual Performance Plan. Presentation to . Portfolio Committee on Home Affairs. 26 March 2018. . 1. Vision, Mission, Values. VISION: . To be a pre-eminent leader in electoral democracy.. SAPO Strategic Plan 2019/20 to 2021/22. Parliament Portfolio Committee. 03 July 2019. 2. SAPO Priorities from SONA. Economic transformation and job creation. Education, skills and health. Spatial integration, human settlements and local government.