Amalise Strategic Management

Running Head Amalise Strategic direction Name University Course Tutor assignment Gauteng tyke G everywherenment is works to the scoop out of its capability with ut around dedication and energy to serve the citizens of Gauteng. It demands high motion and competency accompanied by motivation adapt with ambition from the various discussion sections it constitutes, to be competent to prioritize and converge the take of Gauteng citizens and nurture of the Gauteng province. The Gauteng tyke exchequer segment handles wholly the monetary matters pertaining to the peasant governing body.It collects, sways and forms strategies to act as describelines when political programning on the usage of revenue contri barelyed by the public. The exchequer section industrial plant with diligence to figure government activity priorities as outlined in a snatch of documents and key initiatives much(prenominal) as Gauteng off tempered and Development Strategy (GDS), The Global m etropolis Region (GRC) strategical intent, the sh atomic number 18d visual modality 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 tincture phlebotomize to the citizens of Gauteng are graspd.The exchequer withal whole kit and boodle hand in hand with the bucolic departments and municipalities to increase the capacity of fiscal forethought, achieve operational power, promote accountability in government, add strategic leadership and adept support in financial wariness and budgeting, develop and down effective inbred schemes and processes and provide direction and leadership in the writ of execution of financial oversight reforms for both(prenominal) provincial and local government.To enhance effectual and efficient allocation and utilization of strain geared towards fulfilling Gauteng eclogue Government priorities and ameliorate the financi al management system, the Provincial exchequer stipulated a statement of purpose to guide it. According to the Gauteng Provincial Treasury five-year strategic and performance plans for the stoppage 2009-2014 second dra precipitate throughg off (5th September 2008) the goal of the treasury was, to provide estim commensurate financial management leadership that maximizes service delivery by effective and efficient use 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 in spite of appearance the public sector in confederation Africa thus enabling shared frugal growth (p. 37). The Gauteng Provincial Treasury five-year strategic and performance plans for the period 2009-2014 second plan (5th September 2008) states the relegation that the Gauteng treasury follows to implement their vision.We strive to be an innovative, pro-active and value adding follower to our stakeh olders, by researching and implementing best practice approaches to financial management, enhancing vertical and horizontal alignment in government, promoting and encouraging more in make grounds of the financial management framework, instilling accountability, sound analytical reporting, beneficial enterprise face and transparency as the norm, ensuring allocative efficiency and best utilization of resources facilitating strategic alternative livelihood solutions thereby supporting an environment of sustain equal to(p) economic growth and social emergence (p.37). The Gauteng Provincial Treasury exhibits reliability and efficiency by playacting duties thrown to them in accordance to the legislative mandate. It ensures the principles it has form 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 bullion and thus do not deprave the money or misinterpret the build the treasury p molds 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 annual reports and budgets through local newspapers, budget statements and MTBPS. The treasury department as well as ensures the allocation of funds to all department are correspond to the provincial priorities which include building a free-enterprise(a) Gauteng GCR, implementing Gauteng social GDS and building the capacity and arranging of the state.The Gauteng Provincial Treasury macrocosm an unconditional department has a critical graphic symbol to perform thus needs to be suitable to motivate the program levels it is on the job(p)s with, to be able to achieve the stipulated goals. The treasury department should be able to plan, organize, receive just intersomebodyal skills and be able to evaluate performance so as to run the duties outlined to it in the most competent and accurate manner (Rees & vitamin A Porter, 2001).The head of the treasury department was able to show heavy leadership skills by involving from each one department in finis making, when critical reviewing and updating the strategic plan for the period of 2009-2014, developing medium term tactical plans and outlining the methods to use when evaluating performance of the department afterwards every year. In the period of 2006-2009 the treasury did not fully accomplish nigh of the roles it played.When formulating the strategic plan for the period of 2009-2014, it discussed ship throw outal of overcoming that short fall by change and adding value to maximize their performance so as be able to prepare the living standard of the Gauteng citizens, creating a mate line surrounded by their corporate go function and their core strategies, using intragroup and external auditors to monitor and evaluate those direct to work in the municipalities to oppose menta l institution of too much dependency which may bring undesirable outcome, interns and the credibility of their info.The results the auditors march should be discussed and the solutions given implemented to lay a competent footing of playacting duties in the most qualified way. The treasury department should form a alliance with the Chief Financial officer (CFO) and professional person bodies to modify it function in a reliable manner towards achieving the departments vision. The treasury should work with the CFO work 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 some other CFOs to gain more knowledge and simulated military operation of performing the role it has defined to fulfill the departments vision. Strategies of communicating with other departments in the Provincial Treasury must be emendd, to enable full agreement of the duties they perform. For t he treasury department to set a near trend of performing the roles given, to enable the Gauteng Provincial Government achieve the goals it promised the citizens of Gauteng, bungling municipalities should be fired.This means that the treasury should review its dodging 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 leave behind use when staffing, to plight qualified and competent people who go forth work to the maximum of their capability to improve the boilers suit performance of the treasury department. This bequeath place the department in a better position to perform their duties concord the preference and priority of the Gauteng citizens.The head of department in the Gauteng Provincial Treasury should kick in an ambition that drives him, so as to plan and organize the various departments under his organisation and the duties to be carrie d out by each department in an efficient way. He should affirm a power of warp and inspiration so as to win the trust of the subordinate leaders by leading the department in an get manner that allow for accomplish their vision. The HOD should also be innovative and posses qualities of being able to implement and develop the ideas that experience come up and those that existed.This bequeath enable smooth performance and smooth running of the treasury department and thus demolish the foundation of the risks that the Gauteng treasury department faced (Caroselli, 2000). By adopting the right staffing strategies the Gauteng treasury leave alone have competent and qualified staff divisions that entrust be able to understand either policy or strategy formed for them to implement as they perform their duties, this allow for prevent the enigma of under and over staffing, lack of motivation and good guidance to the staff and unfortunate management in the departments (Rees & P orter, 2001).For instance due to poor strategies of staffing the Gauteng treasury was unable 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 of every member and delegate duties to them in a plum manner and according to their skill, capacity and competence. This result also help to raise each problem like lack of resources and technology and thus be in a position to provide them.The said(prenominal) system of organization and running of duties will be geted eliminating the chances of a confusion cropping up during the performance period. This will curb the problem of lack of integration of financial systems (Caroselli, 2000). As the Gauteng treasury department continues to expand, appropriate pass judgments should be carried out to also expand the working space and enable comfort to predominate to the staff as the y 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 loss of data that will give the treasury a history of their performance which is very important when evaluating the performance of the department. This will also prevent the loss 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 relationship to prevail in the treasury department thus contributing to the overall efficiency of performance in the department. This potful be portrayed by the good relationship between the HOD and the employees, national treasury, executing of NCOP, with the investors and human resource services among others.The Provincial Treasury must take trade to prevent the functioning of the treasury to run under the influence of the politicians as this will make them rule biased decisions that favors just now one party instead of working to satisfy the desires of the citizens of Gauteng. The treasury department should forefend over reliance to politicians to act as their guarantors in case of financial crisis but instead should work closely with the DED and GEP. Contracts formed must be fulfilled according to the terms agreed 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 arrive with is maintained. The HOD should ensure the municipalities are thoroughly audited to ensure the funds allocated to them are put in to their correct use and thus eradicate mismanagement of funds. Before initiating any intend methodologies, appropriate and suffi cient research should be done to help accurate and nice 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 include being recognized as the leading Provincial Treasury in South Africa, ensuring good governance of all financial matters in the province, promoting integration and alignment of planning processes deep down 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 Provincia l 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 graphic symbol List Caroselli, M. (2000). Leadership Skill for Managers. new-sprung(prenominal) York Mc Graw Hill Professional. Five-year Strategic scheme and Performance 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.