Amalise Strategic Management

Running Head Amalise Strategic Management Name University charge Tutor Date Gauteng boor Government is on the job(p) to the best of its competency with utmost dedication and efficiency to serve the citizens of Gauteng. It demands heights doing and competency accompanied by motivation ge atomic number 18d with ambition from the several(a) parts it constitutes, to be sufficient to prioritize and fulfill the needs of Gauteng citizens and development of the Gauteng province. The Gauteng Provincial exchequer segment handles all the fiscal matters pertaining to the Provincial Government.It collects, manages and forms strategies to act as guidelines when readying on the usage of revenue contributed by the public. The exchequer division whole caboodle with diligence to ensure government priorities as issuelined in a number of documents and key initiatives such as Gauteng Growth and Development outline (GDS), The Global City Region (GRC) strategic intent, the shared vision of creating a smart province and as reflected by the innovation programs such as the Blue IQ, Gauteng-online, Gautrain and the Batho Pele principles of delivering high feature divine services to the citizens of Gauteng are achieved.The treasury similarly works hand in hand with the provincial surgical incisions and municipalities to increase the force of fiscal counsel, achieve operational efficiency, promote accountability in government, reserve strategic leading and skillful support in financial management and budgeting, develop and devour effectual internal clays and processes and provide guidance and leadership in the holdation of financial management reforms for both provincial and topical anesthetic government.To enhance effective and efficient tryst and utilization of fund geared towards fulfilling Gauteng Provincial Government priorities and improving the financial management system, the Provincial treasury stipulated a statement of purpose to guide it. Accord ing to the Gauteng Provincial treasury five-year strategic and process plans for the period 2009-2014 second lottery (5th September 2008) the finis of the treasury was, to provide sound financial management leadership that maximizes service delivery through effective and efficient utilize of limited resources in the Gauteng Province (p.36). The vision of the treasury was, to be the pioneer in financial management leadership and fiscal discipline within the public heavens in South Africa and so enabling shared economic ingathering (p. 37). The Gauteng Provincial treasury five-year strategic and performance plans for the period 2009-2014 second draft (5th September 2008) states the mission that the Gauteng treasury follows to implement their vision.We strive to be an innovative, pro-active and revalue adding partner to our stakeholders, by researching and implementing best practice approaches to financial management, enhancing vertical and level alignment in government, pro moting and encouraging more in make downstairsstanding of the financial management framework, instilling accountability, sound analytical reporting, favorable enterprise governance and transparency as the norm, ensuring allocative efficiency and optimal utilization of resources facilitating strategic selection funding solutions thereby supporting an environment of sustainable economic branch and social development (p.37). The Gauteng Provincial Treasury exhibits reliability and efficiency by performing duties given to them in accordance to the legislative mandate. It ensures the principles it has formed are aligned in accordance to the Batho Pele principles by enabling the provision of technical assistance and analysis, ensuring the spending agencies value the function of money and thus do not mis commit the money or misinterpret the role the treasury p grades when managing the governments financial materials.This is done through training programs such as CIBA and SAM. Also the treasury should promoting transparency by publication of their one-year reports and budgets through local newspapers, budget statements and MTBPS. The treasury surgical incision also ensures the allocation of funds to every plane section are accord to the provincial priorities which allow building a competitive Gauteng GCR, implementing Gauteng social GDS and building the capacity and governing of the state.The Gauteng Provincial Treasury being an independent department has a diminutive role to perform thus needs to be able to touch off the program levels it is working with, to be able to achieve the stipulated goals. The treasury department should be able to plan, organize, generate good inter soulfulnessal skills and be able to evaluate performance so as to run the duties outlined to it in the most competent and accurate manner (Rees & Porter, 2001).The head of the treasury department was able to show good leadership skills by involving each department in decision making , when reviewing and updating the strategic plan for the period of 2009-2014, evolution medium term tactical plans and outlining the methods to use when evaluating performance of the department later on every year. In the period of 2006-2009 the treasury did not honesty progress to some of the roles it played.When formulating the strategic plan for the period of 2009-2014, it discussed ways of overcoming that short condescend by improving and adding value to maximize their performance so as be able to raise the living standard of the Gauteng citizens, creating a couple line between their corporate services function and their core strategies, employ internal and external auditors to monitor and evaluate those sent to work in the municipalities to prevent creation of too much dependency which may require undesirable outcome, interns and the credibility of their data.The results the auditors present should be discussed and the solutions given implemented to lay a competent found ation of performing duties in the most equal way. The treasury department should form a partnership with the Chief monetary officer (CFO) and professional bodies to enable it function in a true manner towards achieving the departments vision. The treasury should work with the CFO working for Gauteng Provincial Treasury to be able to evaluate the performance of the department in reference to achieving the departments vision.It should also liaise with former(a) CFOs to gain more knowledge and tactics of performing the role it has defined to fulfill the departments vision. Strategies of communicating with some other departments in the Provincial Treasury must be improved, to enable full understanding of the duties they perform. For the treasury department to set a good cause of performing the roles given, to enable the Gauteng Provincial Government achieve the goals it promised the citizens of Gauteng, unqualified municipalities should be fired.This means that the treasury should review its strategy of staffing to ensure that it has a quality staff in the right quantity. It should design KSAOs (knowledge, skills, abilities and other characteristics of the organization) that it result use when staffing, to employ qualified and competent people who ordain work to the maximal of their capability to improve the overall performance of the treasury department. This forget situate the department in a better position to perform their duties according the preference and priority of the Gauteng citizens.The head of department in the Gauteng Provincial Treasury should have an ambition that drives him, so as to plan and organize the various departments under his disposal and the duties to be carried out by each department in an efficient way. He should have a power of square up and inspiration so as to win the trust of the subordinate leaders by leading the department in an enchant manner that will accomplish their vision. The HOD should also be innovative and po sses qualities of being able to implement and develop the ideas that have come up and those that existed.This will enable comminuted performance and smooth running of the treasury department and thus fracture the foundation of the risks that the Gauteng treasury department faced (Caroselli, 2000). By adopting the right staffing strategies the Gauteng treasury will have competent and qualified staff members that will be able to understand any policy or strategy formed for them to implement as they perform their duties, this will prevent the problem of under and over staffing, lack of motivation and good guidance to the staff and slimy management in the departments (Rees & Porter, 2001).For instance due to poor strategies of staffing the Gauteng treasury was ineffective to implement the strategy given to it by the Gauteng provincial government (GPG). The HOD should evaluate the performance of the department on a regular basis to be able to understand the strengths and weaknesses o f every member and delegate duties to them in a fair manner and according to their skill, capacity and competence. This will also sustain to raise any problem like lack of resources and technology and thus be in a position to provide them.The same system of organization and running of duties will be maintained eliminating the chances of a bewilderment cropping up during the performance period. This will curb the problem of lack of consolidation of financial systems (Caroselli, 2000). As the Gauteng treasury department continues to expand, appropriate broadsides should be carried out to also expand the working space and enable comfort to deem to the staff as they are working.This will increase the overall out put and efficiency of each staff member. The HOD should set up a reliable information and technology management system to prevent outlet of data that will give the treasury a history of their performance which is very important when evaluating the performance of the depart ment. This will also prevent the difference of any current information or data being worked on thus maintain the efficiency of the department, because time will not be wasted repeating the same thing again.A back up measure that is reliable and easy to operate and manage should be devised (Rees & Porter, 2001). Administrative skills and policies have been implemented into each department, enabling good kind to prevail in the treasury department thus contributing to the overall efficiency of performance in the department. This can be portrayed by the good relationship between the HOD and the employees, national treasury, implementation of NCOP, with the investors and human resource services among others.The Provincial Treasury must take care to prevent the functioning of the treasury to run under the influence of the politicians as this will make them prescript biased decisions that favors only one party instead of working to touch the desires of the citizens of Gauteng. The trea sury department should avoid over reliance to politicians to act as their guarantors in case of financial crisis but instead should work almost with the DED and GEP. Contracts formed must be fulfilled according to the terms agree on this can be guided by implementation of SLA with ABSA.This will ensure trust between the treasury departments and the organization or person they are drawing a contract with is maintained. The HOD should ensure the municipalities are exhaustively audited to ensure the funds allocated to them are put in to their correct use and thus eliminate mismanagement of funds. Before initiating any planning methodologies, appropriate and sufficient research should be done to help accurate and comme il faut allocation of funds to every department in the treasury (Rees & Porter, 2001).Implementation of good leadership skills will enable the Provincial Treasury to meet their objectives which involve being recognized as the leading Provincial Treasury in South Afric a, ensuring good governance of all financial matters in the province, promoting consolidation and alignment of planning processes within the Province, exploring, implementing and managing strategic financing solutions, ensuring the effective and efficient management of Gauteng Provincial Treasury and to be a preferred employer, attracting and retaining high performing individuals (Caroselli, 2000).The strategic management of the Provincial Treasury department should implement good management and leadership skills in the period of 2009-2014, to enable the department to go by their goal, vision, mission and objectives and uplift the performance of the Gauteng Provincial Government. This will make the Gauteng citizens to trust that the Gauteng Provincial Government will act on their needs and will re-elect it back to power.Word Count 1930 Reference List Caroselli, M. (2000). leading Skill for Managers. New York Mc Graw Hill Professional. Five-year Strategic Plan and writ of executio n Plan (Second draft). (5th September 2008). Gauteng Gauteng Provincial Treasury. Rees, D. W. and Porter, C. (2001). The Skills of Management. 5th Ed. Bedford Row, London Cengage Learning EMEA.