1ST SENIOR MANAGEMENT CONFERENCE: FREE STATE PROVINCIAL GOVERNMENT 1113 AUGUST 2005 RESOLUTIONS

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1ST SENIOR MANAGEMENT CONFERENCEFREE STATE
PROVINCIAL GOVERNMENT11-13 AUGUST
2005RESOLUTIONS
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PERFORMANCE 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

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PERFORMANCE 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

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ENHANCING 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.

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ENHANCING 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.

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ENHANCING 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.

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ENHANCING 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.

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INFRASTRUCTURE 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.

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INFRASTRUCTURE 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.

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INFRASTRUCTURE 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.

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STRATEGIC 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

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STRATEGIC 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.

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E-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

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E-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

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E-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

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E-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

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ECONOMIC 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

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ECONOMIC 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

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INTEGRATED 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.

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INTEGRATED 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.

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INTEGRATED 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

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INTEGRATED 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

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INTEGRATED 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

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NEPAD 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.

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NEPAD 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.