Proposal Internally Generated Revenue, Conflict Resolution, Leadership Training

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Introduction
Evidence has shown that development of Local Government areas can only be achieved through Public-Private Partnerships (PPPs). This is because Public-Private Partnerships for local governments have been found to be successful way of providing effective services to the public and also development of Infrastructures. PPP is the private sector investment in public infrastructures and services.

Hisplus Systems Limited is therefore proposing a workshop on strategies for the formation and expansion of PPP.

This workshop will focus on appropriate types of PPP that could be formed and role of public-private partnerships (PPPs) in all the Local Governments.

Generating revenues for Local Governments
Creation and Maintenance of Local Government Infrastructures and services
Services are made available and affordable to the General Public
Rural – Urban migration reduced
Creating more job opportunities for the indigenes
Reduces social vices

Content
Roles of Private-Public Partnership in Local Government area Development
Types of Private-Public Partnership that can be established in different areas state Local Governments.
Funding for PPP
Registering companies for PPP
Providing Infrastructures for PPP
Providing Services
Using Government assistance
How to generate revenue in PPP

Advanced Leadership Programme is designed to enhance the personal power of Civil Service leaders to create and foster dynamic working environments and to lead change effectively across increasingly complex systems.
It provides a more in depth developmental opportunity for established directors.

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Proposal Internally Generated Revenue, Conflict Resolution, Leadership Training

  1. 1. Strategies for Formation of Successful Public - Private Partnership (PPP)IntroductionEvidence has shown that development of Local Government areas canonly be achieved through Public-Private Partnerships (PPPs). This isbecause Public-Private Partnerships for local governments have beenfound to be successful way of providing effective services to the publicand also development of Infrastructures. PPP is the private sectorinvestment in public infrastructures and services.Hisplus Systems Limited is therefore proposing a workshop onstrategies for the formation and expansion of PPP.This workshop will focus on appropriate types of PPP that could beformed and role of public-private partnerships (PPPs) in all the LocalGovernments.
  2. 2. Workshop Scope The workshop will focus on public-private partnerships in the following areasAgriculture • AgricultureRecreationcenters • Recreation centersEducation • EducationHealth • HealthWater • WaterSanitation • SanitationEmployment • Employment GenerationGenerationPublicUtilities • Public UtilitiesManufacturingindustries • Manufacturing industriesTelecommunication • TelecommunicationEntertainmentIndustry • Entertainment IndustryTourism • TourismOtherServices • Other Services
  3. 3. Objectives Exploring various areas where PPP will be effective To Look into areas where PPP can be established Making PPP generate revenue for both parties Using PPP as an employment generation schemeBenefits Generating revenues for Local Governments Creation and Maintenance of Local Government Infrastructures and services Services are made available and affordable to the General Public Rural – Urban migration reduced Creating more job opportunities for the indigenes Reduces social vices
  4. 4. Content •Roles of Private-Public Partnership in Local Government area Development •Types of Private-Public Partnership that can be established in different areas state Local Governments. •Funding for PPP •Registering companies for PPP •Providing Infrastructures for PPP •Providing Services •Using Government assistance •How to generate revenue in PPPWho Should Attend •Representatives from each of the Local Government •5 Representatives each from organized private sector •1 Representative each from Organizations that are interested in PPP •Representatives of Banks •Representatives of Micro Financed Banks •1 Representative from each of the Ministries •Neighborhood Associations •Others
  5. 5. Avenues for Internally Generated Revenue for LocalGovernmentsIntroductionInternally Generated Revenue – The running and developing ofLocal Governments can not be sustained only with thesubvention from Government but can be complemented withInternally Generated Revenue (IGR) from various activities,services, and businesses.But only with implementation of appropriate policies could IGR besuccessful.Hisplus Systems Limited is therefore proposing a workshop onstrategies to discover internally generated revenue usingappropriate methods and formulation for Local Governments.This workshop will focus on types of Internally GeneratedRevenue (IGR) and discovering more avenues for IGR.
  6. 6. Workshop ScopeThe workshop will focus on IGR in the following areas Agriculture Recreation centers Education Water Sanitation Employment Generation Public Utilities Telecommunication and Technology Entertainment Industry Tourism
  7. 7. Objectives Exploring various areas where IGR could be implemented Banks participation in IGR Policy formulation and implementation in IGR IGR and private sector participation To garner resources for IGRBenefits. Increasing Government Revenues Provision of basic infrastructure that are hitherto unavailable. Create more employment for teeming youth Creation and Maintenance of Local Government Infrastructures and services More attention is placed on developmental needs Rural – Urban migration reduced
  8. 8. Content Roles of Private, Banks, and Government in IGR Opening and Expanding Channels for Internally Generated Revenue Types of Internally Generated Revenues Fines Licenses Taxes Permits Bills IGR Policies Companies for IGR Providing Infrastructures and Services for IGR Using Government assistance Fraud detection and prevention in IGRWho Should Attend Representatives from each of the Local Governments Representatives each from organized private sector Representatives of Banks Representatives of Micro Financed Banks Representative from each of the Ministries Others
  9. 9. Training on Advanced Leadership Training ProgrammeIntroductionAdvanced Leadership Programme is designed to enhance the personalpower of Civil Service leaders to create and foster dynamic workingenvironments and to lead change effectively across increasinglycomplex systems.It provides a more in depth developmental opportunity for establisheddirectors.At the heart of this programme are the human relationshipsthat encourage the creativity, innovation and commitment thatmake delivery possible. It’s designed to help leadersunderstand the connections across systems and considerwhere to focus their attention to ensure the right action istaken.
  10. 10. Contents Self-leadership – defining the leader you want to be, demonstrating visible leadership and using yourself as an interventionLeadership – power and influencing, becoming aware of the choices leaders face and how these are exercised Building well-being, confidence, resilience and courage Leaders as developers, facilitators and coaches – encouraging a different working approach to create an empowering environment that delivers Working in action learning sets on real leadership issues Leading change across systems and operating in a complex environment to achieve delivery Leading culture change Engagement skills and practicing these within a real case study.
  11. 11. Leadership Development for WomenIntroductionThis programme focuses on women’s role in public service and is designed for female managers instrategic roles (including women in the Fast Stream) who are already successful but consideringtheir next move on the career path and who want to stand back, take stock and reflect.This leadership programme addresses, the specific challenges that women face in a seniorleadership role, such as influencing an organization’s culture, raising visibility and developingpolitical astuteness. You’ll learn which leadership styles are most effective and how to develop astyle that reflects your personality, beliefs and values. The programme tries to change the way youregard yourself as a leader and provides the insights and tools needed to help you deal withleadership challenges and to succeed in senior roles.Completing this programme will help women to:.  Describe leadership theory and models of business and service strategy  Improve your focus and consider your particular leadership challenges so that you can contribute fully as a leader in your establishment and be a good role model for others  Understand how prominent women leaders have made a difference in their organisations  Identify what you need to change or develop in order to adopt an appropriate strategy for leading in your organisation  Produce an action plan for maximizing your leadership contribution  Build a support strategy/network to sustain your ongoing development.
  12. 12. Seminar on Prevention and Resolution of Conflict for Traditional Institutions"Unmanaged conflict is the largest reducible cost in organizations today,and the least recognized." — Dan Dana (quoted 1988, 2008) Overview “In the life cycle of every conflict, there is a point when its large enough to be recognized, but small enough to be resolved."Every up-to-date Traditional ruler or organizational leader knows that the controlling, coercivemanagement style of yesteryear no longer works. Demographic and economic changes nowrequire that Leaders and Rulers not only negotiate with their staff, but help them negotiate witheach other. Sadly, many management development programs fail to show Leaders exactly howto mediate between indigenes, politicians, neighbors, masses, and employees..Current trends toward downsizing, flatter hierarchies, teams, quality, and multipleresponsibilities are intensifying the interdependency between conflicting parties. MostLocal councils and organizations inadequately equip their staff to effectively negotiatework relationships in these challenging times.
  13. 13. Learning objectives Determine WHEN problems Negotiate agreements to can best be solved by PREVENT RECURRENCE Managerial Mediation Perform the three PRIMARY Prepare the best CONTEXT TASKS of the manager-as- for a mediation meeting mediatorWho ShouldAttend Representatives of all Local Governments Representatives of all Traditional Institutions Government Ministries Local Councils Others
  14. 14. Topic outlineThe Traditional Ruler, Leader and Manager-as-mediator — a better way to handle communication problems and personality clashesConsequences of conflict — measuring the naira and developmental cost of conflict in the state government.Types of conflict — boss-employee, politician-god father, employee-boss, and employee-employee and others When managerial mediation works — and when it wont Preliminary meetings with subjects and employees — the surprising purpose of "getting the facts" Managing the context — mostly common sense, but vitally important and often overlooked The three tasks of the a leader-as-mediator — made simple and practical Contracting for agreement — making deals that stick Video demonstration — how to mediate as a traditional ruler, leader, manager or team leader Practice by learners — constructive, guided feedback to build practical skills
  15. 15. Dealing with Difficult People Training SeminarIntroductionConcrete techniques for dealing with difficult people in the community, workplace and athome: Never again fall victim to those who love to make life miserable for the rest of us. Thistraining provides specific strategies for getting ... - adversaries to cooperate - Bullies to backoff - Wallflowers to open up - Chronic complainers to quiet down Knowing how to deal withdifficult people at work will allow participants to approach your job and life with moreenjoyment and your neighbors with greater confidence. Cooperation, collaboration, andcompromise will improve - and that makes for a more productive and efficient workplace foreveryone.Course details
  16. 16. Dealing with Difficult People Training Seminar cont’dHow to deal with a person who practices one-upmanshipWhen to go to a third party for help in dealing with a problem person Know how to communicate with difficultpeopleWhat to do when someone - even a boss - starts yellingWhat to do when someone takes credit for your ideaHow to determine if a difficult relationship is worth salvaging, and what to do if it isntThe best way to get someone to stop holding a grudgeHandling the person who says one thing to you but the opposite to someone elseWhen and how to go over someones head to a superiorDealing with touchy people who take things personallyHow to get your boss to quit procrastinating and make a decision Be less of a target for difficult peopleHow to cope with excuse-makers and blamersWhat to do immediately when someone threatens you3 tactics that prevent you from being manipulated by othersHot buttons: how to keep people from pushing yours"The bosss favorite": how to cope with the person whos perfect in the bosss eyes - but doesnt really do a fairshare of the work Bring out the best in even the most difficult peopleHow to handle a coworker who is too competitiveHow to handle someone who wants to get "too personal"What to do when people make promises you suspect they wont keepHow to give an aggressive person an alternative to direct conflictThe special body positions to use in dealing with specific kinds of difficult people (your body language can beeven more powerful than what you say)Special for managers: how to deal with employees who dont keep commitments ... have a negative attitude ...or are closed-minded

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