Amalise Strategic Management

Running operate Amalise Strategic Management Name University Course double-decker Date Gauteng idyl brass is work to the ruff of its capability with utmost dedication and cogency to service the citizens of Gauteng. It demands high surgery and competence accompanied by motivation geared with ambition from the various incisions it constitutes, to be able to prioritize and fulfill the necessitate of Gauteng citizens and organic evolution of the Gauteng province. The Gauteng tyke exchequer plane section baseball mittles all the pecuniary matters pertaining to the peasant Goernment.It collects, manages and forms strategies to act as guide concerns when planning on the usage of revenue contributed by the public. The exchequer division works with diligence to match politics priorities as outlined in a number of documents and anchor initiatives such(prenominal) as Gauteng Growth and Development outline (GDS), The Global City Region (GRC) strategical intent, the share mint of creating a smart province and as reflected by the innovation programs such as the hot IQ, Gauteng-online, Gautrain and the Batho Pele principles of delivering high quality services to the citizens of Gauteng are carry outd.The exchequer also works hand in hand with the churl plane sections and municipalities to increase the capacity of fiscal heed, achieve operational efficiency, promote accountability in government, entrust strategic leading and technical support in financial centering and work outing, develop and employ high-octane internal systems and processes and provide counselling and leadership in the put throughation of financial management reforms for both provincial and local government.To enhance effective and efficient allotment and utilization of fund geared towards fulfilling Gauteng bucolic Government priorities and improving the financial management system, the idyl exchequer stipulated a statement of purpose to guide it. tally to t he Gauteng eclogue Treasury five-year strategic and death penalty plans for the utmost 2009-2014 piece draft (5th kinsfolk 2008) the goal of the exchequer was, to provide unplumbed financial management leadership that maximizes service delivery through effective and efficient hire 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 deep down the public sector in South Africa hence modify shared economic growth (p. 37). The Gauteng tyke Treasury five-year strategic and mental process 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 ripe, pro-active and value adding partner to our stakeholders, by researching and implementing best practice approaches to financial management, enhancing vertical and horizontal alignment in government, promoting and encoura ging more cognizant belowstanding of the financial management framework, instilling accountability, sound analytical reporting, good enterprise governance and transparentness as the norm, ensuring allocative efficiency and optimal utilization of resources facilitating strategic alternative funding solutions thereby supporting an environment of sustainable economic growth and tender knowledge (p.37). The Gauteng tike Treasury exhibits reliability and efficiency by performing duties attached to them in pact 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 aid and analysis, ensuring the spending agencies value the use of goods and services of money and frankincense do not misuse the money or misinterpret the role the treasury plays when managing the governments financial materials.This is done through training programs such as CIBA and SAM. Also the treasury shoul d promoting transparency by publication of their annual reports and budgets through local newspapers, budget statements and MTBPS. The treasury division also ensures the assignation of specie to every plane section are harmonize to the provincial priorities which include building a competitive Gauteng GCR, implementing Gauteng social GDS and building the capacity and organization of the state.The Gauteng Provincial Treasury existence an independent division has a captious role to perform thus needs to be able to motivate the program levels it is work with, to be able to achieve the stipulated goals. The treasury division should be able to plan, organize, vex good interpersonal skills and be able to approximate performance so as to run the duties outlined to it in the most fitting and accurate elan (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 modify t he strategic plan for the period of 2009-2014, developing mediocre term tactical plans and outlining the methods to use when evaluating performance of the department after every year. In the period of 2006-2009 the treasury did not entirey accomplish some of the roles it played.When formulating the strategic plan for the period of 2009-2014, it discussed ways of overcoming that short origin by improving and adding value to maximize their performance so as be able to inflame the living standard of the Gauteng citizens, creating a parallel line between their corporate services function and their meaning strategies, using internal and external auditors to monitor and appreciate those sent to work in the municipalities to prohibit understructure of too much dependency which may take 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 intro of performing duties in the most do way. The treasury department should form a partnership with the master(prenominal) Financial officer (chief financial officer) and professional bodies to enable it function in a reliable manner towards achieving the departments vision. The treasury should work with the CFO running(a) 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 other CFOs to gain more knowledge and evasive action of performing the role it has defined to fulfill the departments vision. Strategies of communicating with other departments in the Provincial Treasury must be improved, to enable full determineing of the duties they perform. For the treasury department to set a good trend 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 message that the trea sury should review its strategy of provideing to ensure that it has a quality round in the right quantity. It should origination KSAOs (knowledge, skills, abilities and other characteristics of the organization) that it get out use when staffing, to employ qualified and competent people who go out work to the maximal of their capability to improve the general performance of the treasury department. This leave behind place 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 regulate and inspiration so as to win the trust of the subordinate leaders by leading the department in an suppress manner that will accomplish their vision. The HOD sho uld also be innovative and posses qualities of being able to implement and develop the ideas that have come up and those that existed.This will enable sharp 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 will have competent and qualified staff members that will be able to understand some(prenominal) constitution or strategy formed for them to implement as they perform their duties, this will prevent the riddle of under and over staffing, lack of motivation and good guidance to the staff and poor management in the departments (Rees & Porter, 2001).For good example 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 fair manner and according to their skill, capacity and competence. This will also help to raise any problem like lack of resources and technology and thus be in a position to provide them.The aforementioned(prenominal) system of organization and running of duties will be maintained eliminating the chances of a confusion cropping up during the performance period. This will curb the problem of lack of integrating of financial systems (Caroselli, 2000). As the Gauteng treasury department continues to expand, appropriate sum of moneys should be carried out to also expand the working space and enable comfort to prevail 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 instruction and technology management system to prevent red ink of data that will give the treasury a history of their performance which i s 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 season will not be wasted iterate 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 can be envisioned by the good relationship between the HOD and the employees, field 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 rule one-sided decisions that favors only one party instead of work ing to satisfy the desires of the citizens of Gauteng. The treasury department should avoid over reliance to politicians to act as their guarantors in campaign of financial crisis but instead should work virtually 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 mother 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 eliminate mismanagement of funds. Before initiating any planning methodologies, appropriate and sufficient research should be done to help accurate and adequate 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 bein g recognised 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 inside the Province, exploring, implementing and managing strategic financing solutions, ensuring the effective and efficient management of Gauteng Provincial Treasury and to be a preferent 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 describe Caroselli, M. (2000). Leadership Skill for Managers. New York Mc Gra w hillock Professional. Five-year Strategic Plan 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.