Title: 1ST SENIOR MANAGEMENT CONFERENCE: FREE STATE PROVINCIAL GOVERNMENT 1113 AUGUST 2005 RESOLUTIONS
11ST SENIOR MANAGEMENT CONFERENCEFREE STATE
PROVINCIAL GOVERNMENT11-13 AUGUST
2005RESOLUTIONS
2PERFORMANCE MANAGEMENT AND AN INTEGRATED PUBLIC
SERVICE IN THE FREE STATE
- Assess and revitalize the implementation of the
PDMS - 360 degree assessments to be put in place
- All Performance Agreements / Performance and
Development Plans to be aligned with FSGDS - SMS performance shortcomings must be properly
identified and addressed by means of Personal
Development Plans - A project to enhance proper job profiling must be
launched - Selection tools must include mechanisms over and
above interviews
3PERFORMANCE MANAGEMENT AND AN INTEGRATED PUBLIC
SERVICE IN THE FREE STATE
- Induction courses must be developed for SMS
Members - The effectiveness of interdepartmental structure
must be reviewed and improved on - A performance culture must be fostered within
government STOP REWARDING POOR PERFORMANCE
4ENHANCING CORPORATE GOVERNANCE IN THE FREE STATE
MUNICIPALITIES
- Involvement of SALGA political leadership in
dealing with problems within Municipalities is
crucial. - LG-SETA should play a major role in providing
skills - Identify areas that need strategies towards
implementing the FSGDS, that will also take care
of the IDPs - Consolidation of all training institutions and
effective coordination thereof to avoid
duplication. FSTDI to be visible and take the
lead. - Ensure coordination of Province and Local
Government through the FSGDS, and avoiding
duplication.
5ENHANCING CORPORATE GOVERNANCE IN THE FREE STATE
MUNICIPALITIES
- Appointment of qualified and capable people in
Municipalities with the right and appropriate
skills. - To concentrate on the existing municipal staff,
improving their skills, capacitating them for
better service delivery. - Election manifestos should be adhered to.
- Mechanisms for following through of decisions
taken at PCC and other IGR structures should be
developed.
6ENHANCING CORPORATE GOVERNANCE IN THE FREE STATE
MUNICIPALITIES
- Municipal administrators should support
councilors in engaging communities and doing
community work. - Budget to be aligned to IDP.
- Province should consider programmes running at
Local Government, and not summon officials to
meetings and let them leave their programmes,
hence leading to poor delivery. - Concentration should be more on what councilors
must do in terms of the MFMA and emphasize the
importance of their roles. - LG-SETA to assist in designing training modules
for Municipalities.
7ENHANCING CORPORATE GOVERNANCE IN THE FREE STATE
MUNICIPALITIES
- Opportunities presented by instrument/processes
in statutes (Code of Conduct role clarification
between councilors and municipal administrators)
should be used optimally. - Training conducted must speak to Performance
agreements and strategic plans of municipality
and province. - All employees to be subjected to PMS
- Any training in Municipalities to be informed by
works skills plan. The plans should contribute
to the Provincial Workplace Skills Plan.
8INFRASTRUCTURE AND PRIVATE PUBLIC PARTNERSHIP
INTEGRATED INFRASTRUCTURE STRATEGY FOR FREE STATE
- Existence of vast spatial disparities transport
infrastructure and 2nd economy environments. - There are huge infrastructural backlogs in the
province i.e. more informal dwellings in the
province than national norm, 20,5 of FS
households still use the bucket system,
relatively poor condition of roads
infrastructure. - Labour intensive methods for infrastructure
development is aimed at increasing employment
opportunities - There is a need to integrate and align provincial
and local IGR structures. A forum to be
established for coordination e.g. a Director
General Forum with municipalities.
9INFRASTRUCTURE AND PRIVATE PUBLIC PARTNERSHIP
INTEGRATED INFRASTRUCTURE STRATEGY FOR FREE STATE
- There is a need for consolidation of
infrastructure related functions to give effect
to the goals of the FSGDS and realize maximum
impact. - The development of a provincial integrated
infrastructure plan will allow for an integrated
approach to prioritize spending on infrastructure
development and maintenance. - Substantially increase investment in
infrastructure to stimulate economic development. - There is a need to identify alternative funding
sources for maintenance and development of
infrastructure.
10INFRASTRUCTURE AND PRIVATE PUBLIC PARTNERSHIP
INTEGRATED INFRASTRUCTURE STRATEGY FOR FREE STATE
- Public Private Partnerships are an alternative
funding source for maintenance and contributes to
economic development and job creation. - Government needs to acquire a comprehensive
centralized asset management system. - Need to conduct a comprehensive provincial
infrastructure audit. - These resolutions will be further interrogated at
the Provincial Integrated Infrastructure Summit
to be held early October 2005.
11STRATEGIC LEADERSHIP TO MEET CHALLENGES OF A
DEVELOPMENTAL STATE
- Need to develop proposals for a Provincial Annual
Award Ceremony for best performing departments - Senior Managers to ensure that they know,
understand and implement the FSGDS in their
respective areas of responsibility - Identify women with the necessary skills through
skills audit and capture on a data base - Need to develop a SMS leadership programme that
is tailor made to support Senior Management
12STRATEGIC LEADERSHIP TO MEET CHALLENGES OF A
DEVELOPMENTAL STATE
- Assessment Centers should be utilized with the
recruitment of Senior Managers - Review implementation of Gender Equity in the
Province and address imbalances that still exists - Develop a Guide on best management practices in
the FSPG - Develop a common set of values for Senior
Managers in the FSPG.
13E-GOVERNANCE AND SERVICE DELIVERY TO MEET THE
GOALS OF THE FSGDS
- Telkom to be approached to deliberate the issue
of connectivity in remote areas - E-governance efforts to be co-ordinated during
the envisaged Integrated Infrastructure Summit - SITA to be involved in e-government projects
- E-governance projects must be identified in the
FSGDS and the relevant Cluster to champion such
projects must be identified - Adequate e-governance skills and competencies
must be created in provincial departments - Involvement in SITA by every Department in the
Province must be mandatory
14E-GOVERNANCE AND SERVICE DELIVERY TO MEET THE
GOALS OF THE FSGDS
- Departmental Information Officers must be
established within all provincial departments to
enhance focus in driving ICT projects with
government - Policy objectives and strategies need to be in
place in order to make e-government a success - Filing systems and information management must be
improved and proper planning must take place for
effective disaster management - The private sector and other stakeholders
including parastatals must come out clearly,
identifying how they can contribute to the FSGDS
15E-GOVERNANCE AND SERVICE DELIVERY TO MEET THE
GOALS OF THE FSGDS (continue)
- Target dates and must be identified towards
achieving the Premiers concern of making the
FSGDS to be e-governance compliant, particularly
since the bulk of the Free State Province is
rural with no connectivity facilities - A Provincial Integrated ICT Project and/or
Flagship Project need to be launched with the
involvement of all stakeholders - A champion needs to identified iro e-governance
16E-GOVERNANCE AND SERVICE DELIVERY TO MEET THE
GOALS OF THE FSGDS (continue)
- How do we use technology across all departments
to improve service delivery e.g. is there a need
for strategic multi-purpose centers? - SAMDI must be a role-player by means of building
capacity in departments towards successfully
implementing the FSGDS (through e-governance) - The different SETAs must play a specific role in
the FSGDS
17ECONOMIC DEVELOPMENT AND TOURISM IN THE FREE
STATED MEETING FSGDS GOALS IN THE NATIONAL
CONTEXT
- We recognize the existence of the 1st and 2nd
economies in the Province economic development
projects must be prioritized and driven towards
successful implementation - The FDC should serve as a channel for funds for
SMME development and not be seen as a development
agency only - We must stop exporting agricultural products in
the primary form and buying them back in the
secondary form - Land reform processes must be sped up to ensure
broader participation
18ECONOMIC DEVELOPMENT AND TOURISM IN THE FREE
STATED MEETING FSGDS GOALS IN THE NATIONAL
CONTEXT
- Land reform processes must be sped up to ensure
broader participation - Investment in economic infrastructure must be
increased for the agricultural sector - An efficient management model must be applied
towards ensuring the successful implementation of
the EPWP - Alternative funding sources must be explored e.g.
PPP - Specific funds must be allocated towards properly
marketing the FS Province and increasing tourism
activities
19INTEGRATED BUDGETING AND PLANNING TO IMPROVE
ORGANISATIONAL PERFORMANCE
- Strategic and annual plans must be modified in
line with FSGDS - SMS Members must develop a new mindset towards
reflecting the new cadre in the area of fostering
integrated planning - Provincial Treasury to ensure that departmental
budgets are aligned with the FSGDS - Reliable information management systems must be
developed to meet the needs of all provincial
departments - In order to fast track delivery of services, MMS
must be transformed in line with the strategies
of fostering integrated planning and budgeting. - In terms of internal control environment, urgent
and strict measures should be applied against
departments that continuously receive
qualifications reports.
20INTEGRATED BUDGETING AND PLANNING TO IMPROVE
ORGANISATIONAL PERFORMANCE
- Annual consultations between Auditor General,
CFOs and Accounting Officers to discuss
departmental audit reports. - Integration of budgets and planning should be
elevated at a macro level between departments and
municipalities. - Internal control systems in the departments must
have a proactive approach to avoid losses and
mismanagement of state resources. - Department must work to improve service delivery
and eliminate all forms of negative competitions
amongst themselves which negates government
commitment to improve the quality of life of all
the people of the Free State.
21INTEGRATED SERVICE DELIVERY WITHIN THE THREE
SPHERES OF GOVERNMENT IN THE FREE STATE TO MEET
THE GOALS OF THE FSGDS
- We need to consider external practices when
developing management development programmes - We must develop our own management styles, taking
into account African cultures, values and
traditions Ubuntu-based management approaches
has the capability of being the best approach for
the people of SA, taking into account our unique
cultural diversities - Shared values and the dissemination of
information are amongst others possible avenues
that can be explored to solve problems formal
structures are not necessarily successful at all
times
22INTEGRATED SERVICE DELIVERY WITHIN THE THREE
SPHERES OF GOVERNMENT IN THE FREE STATE TO MEET
THE GOALS OF THE FSGDS
- Horizontal and vertical communication and
co-ordination must be improved at all levels of
government - Common strategic plans across all spheres of
government must be explored, thereby aligning all
efforts towards successful implementing the FSGDS - Capacity must be built within municipalities
towards integrated planning - Robust engagement of the private sector in the
Province, mobilize Business SA to facilitate
business structures in the Province, that will
work hand in hand towards catering for the needs
of the people in the FS
23INTEGRATED SERVICE DELIVERY WITHIN THE THREE
SPHERES OF GOVERNMENT IN THE FREE STATE TO MEET
THE GOALS OF THE FSGDS
- Service level agreements between provincial and
local government must be entered into, with
specific key performance indicators - Education systems must be reviewed to ensure that
students are taught on issues that are critical
in the country such as intergovernmental
relations. - All intergovernmental structures must be reviewed
in depth the full implementation of the IGR
Bill must be successfully implemented - Senior managers must be actively involved and
held accountable for MIG implementations
24NEPAD THE ROLE OF PUBLIC SERVICE SENIOR MANAGERS
- To increase collectivity within SMS to inform
Provincial and Local planning processes. - To retain and attract existing local skills.
- To convert international and political
commitments into concrete actions resources and
sustainable partnerships. - To empower women and involve them in critical
development processes. - To develop database of experts.
- To look at NEPAD governance structure and how we
can align the implementation of FSGDS to it.
25NEPAD THE ROLE OF PUBLIC SERVICE SENIOR MANAGERS
- To take note of the competitive advantage of the
Province and on cross boarder programmes such as
Maluti Transfontier Route . - To Develop own Provincial journal where local
experiences will be published. - To engage SAMDI on the contents of the FSGDS for
them to look at intervention strategies to build
capacity of SMS. - To participate in peer review and learning with
other provinces. - To institutionalise sustainable community driven
development.