United Nations Public Service Awards Case Studies

The division had limited personnel with most posts unfilled. The department was without Asset and disposal policies, there was no proper accountability in regard to losses of assets against the departmental institutions and no proper record keeping. There was also no proper accountability of stock inventories by inventory controllers at schools and circuit offices.

Officials/Users were not workshoped/trained in regard to the handling of departmental assets in the workplace; asset verification was also done by Asset-Control Section under Supply Chain Management. There was no Disposal Committee and the disposal of assets was not conducted at all, which resulted in more internal audit queries on Asset Financial Statements.

What is the initiative about? (the solution)
Asset Control was taken out from the Supply Chain Management Division and the Asset Management Division was established. The structure was improved and more personnel was appointed, which led to the Division being fully operational in 2008. Workshops were conducted in regard to Asset Management policies throughout the region, schools and inventory controllers were appointed in all schools in the region to be more accountable on assets and record keeping. The Regional Disposal Committee was established as Asset Management Division is accountable for all losses and damages throughout the Region and LOGIS SYSTEM has been implemented to enable our Division to account for all assets in the Region including asset registers. Key beneficiaries are community members as our schools belongs to the community and then follow circuit offices, education development centers all components governing the Region, that is Profession Services, Corporate Services, Circuit Co-ordination, Communication and Transformation.

Who proposed the solution, who implemented it and who were the stakeholders?
The National Government proposed the solution, the implementation was done by the Department of Education and stakeholders were 592 Nkangala Regional schools, 04 Educational Development Centers, 20 Circuits Offices and Regional Offices which includes all components in the Region which are Professional Services, Corporate Services , Circuit Co-ordination, Communication and Transformation. Under Professional Services we have got General Education and Training, Inclusive Education and Curriculum Enrichment, Further Education and Training and Teacher Development and Governance. Under Corporate Services we have got Financial Services, Infrastructure and Information Systems, Human Resource Services and Labour Relations. Under Circuit Co-Ordination we have got Circuit Management for the twenty Circuit Offices. Communication and Transformation are Divisions under the Chief Director’s Offiice.

Describe how and when the initiative was implemented by answering these questions
a. What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
The main objectives of the initiative was to emphasize the accountability of employees the department al resources to ensure that employees have a clear and comprehensive understanding of the procedures to follow in managing assets. To ensure that resources available to employees are utilized effectively, efficiently, economically for the authorized official purpose and also to ensure that all departmental assets are managed in compliance with the Public Finance Management Act, Treasury Regulations and other related legislations. The strategies used to implement the initiative was the assessment of existing assets and planned acquisition against service delivery requirements, justification of proposals for new assets on receipt of new requisitions from clients, monitoring and maintenance of asset register on LOGIS SYSTEM, conduct justification of obsolete and underperforming assets, reconciliation and disposal of assets, verify, evaluate, and make recommendations on the state of regional properties, compilation of annual stock staking programs, updating inventory registers, submission of quality stock–take reports, bar coding and inspections of immovable assets. The establishment was done in all departments by the National Government.

b. What were the key development and implementation steps and the chronology? No more than 500 words
The key developments were as follows: Asset Acquisitions Plan, Asset Maintenance Plan, Asset Verification Plan and Asset Disposal Plan. The implementation steps were as follows: Asset Acquisition Plan. All institutions were requested to submit their asset acquisition plans, according to their strategic plan which were justified by Asset Management and processed to Supply Chain Management for quoting and purchasing. Asset Maintenance Plan. Asset Management Division kept records of services of all assets in the region and how often is it done and the cost. Asset Verification Plan. Year program is drawn at the beginning of the financial year, physical verification of assets is done in accordance with the year programme, and the asset register and inventory records are updated accordingly. Asset Disposal Plan. The asset disposal plan is also drawn at the beginning of the financial year, redundant and obsolete items are listed, collected and stored in a safe place. The list is therefore forwarded to the Disposal Committee, which must take place within the financial year.

c. What were the main obstacles encountered? How were they overcome? No more than 500 words
The main obstacles encountered were as follows: Shortage of personnel, lack of knowledge of Asset Management including computer skills. Lack of transport for officials to attend sessions or workshops, lack of training skills and lack of resources e.g. Laptops and Data Projectors. How were obstacles overcomed? Most posts were filled and requested volunteers, contractors and internships for assistance. All Asset Management personnel were sent for Asset Management courses, computer and LOGIS literacy courses. Stakeholders were grouped according to their areas – circuit offices and the venue was arranged for our staff members to conduct workshops or training sessions. Subsidized vehicles were approved to some of our officials and a GG vehicle was also allocated to our division. Laptops were purchased for some of our officials and data projectors were borrowed from Deputy Directors’ offices.

d. What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
Funds were verimented from other divisions because the division was newly with limited funds. There was no office space available, then the library was partitioned into little offices to accommodate our personnel. The division had a very acute shortage of human resources during 2006/07 financial year and posts were only filled during 2007/08 financial year at 90% which was also disturbed by the moratorium. The costs associated with the initiative were as follows: Partitioning of offices, training of personnel, purchasing of office furniture and equipments, installation of wireless network totaling to +- R1,2m. Redundant items, donations from other departments were utilized to kick start the operation of the division.

Is the initiative sustainable and transferable?
Yes, the initiative is sustainable and transferable. The division has been budgeted for , the personnel has got a good relationship and team spirit, available resources are utilized effectively, efficiently and economically. The culture of work in our institution is in accordance with Batho Pele Principles. Our personnel is very much observant to official working hours. Although the space is limited but the commitment of our officials make it possible for the environment to be conducive. As an institution, we operate in accordance with national and provincial policies and procedures as well as treasury regulations. The initiative is being replicated through out the public service at national and international level because there is no institution that can operate without assets which need to strongly managed as they are a high consumption of budget after salaries. We even utilized the common system nationally and provincially.

What are the impact of your initiative and the lessons learned?
Our division is up and running and we are the backbone of the Province as far as Asset Management is concerned because of our dedication and commitment. We have learned that only through team work, good working relationship, everything is possible. Key elements:- Policies and procedures:- There is no institution that can operate successfully without being guided by policies and procedures, that is why as Asset Management Division we have formulated internal Asset Management policies in accordance with national policies and also formulated forms(e.g. asset movement forms, asset transfer forms, asset disposal forms etc.) for the smooth running of our institution. We also have well trained and committed personnel and the necessary resources.


Institution Name:		Department of Educatiopn - Asset Management
Institution Type:		Government Department
Contact Person:		Sophie Zandile Tlaka
Title:		Ms
Telephone/ Fax:		0139471690
Institution's / Project's Website:		0139473607
E-mail:		j.ntuli@education.mpu.gov.za
Address:		P.O Box 1249
Postal Code:		0472
City:		Siyabuswa
State/Province:		Mpumalanga
Country:		South Africa

The Problem

Solution and Key Benefits

Actors and Stakeholders

(a) Strategies

(b) Implementation

(c) Overcoming Obstacles

(d) Use of Resources

Sustainability and Transferability

Lessons Learned

Contact Information