Sunday December 17, 2017

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Parliament

Our Vision

The Parliament of Swaziland has a vision of where it wants to be in the future, to be counted among the best and effective legislatures in the world and therefore, all our actions are within the framework of reaching this vision.

Our vision is one that all facets of society can associate with and unite behind. The Vision of the Parliament of Swaziland is:

To be an efficient, transparent and accessible Parliament of the people, that ensures shared national growth and prosperity.

Our Mission

In order to give meaning to our vision and work towards its attainment, the Parliament of

Swaziland has carved a mission statement that should guide and steer the institution in its day-to-day functioning. The Mission of the Parliament of Swaziland is:

To provide an environment where the passage of legislation

and the exercise of oversight over the Executive is done in a dignified and honest manner, putting the people first.

 Our Core values

Being a representative institution of the people, the Parliament of Swaziland (both legislators and staff), will uphold the highest level of ethics and values in the delivery of services and performance of its functions. The Core Values on which the Parliament of Swaziland stand are:

Professionalism,Integrity,Confidentiality,Independence, Accountability, Responsiveness and Teamwork.

Objectives

The general objective of Parliament is to assist Members of the House of Assembly and Senators in their consideration and passage of legislation as well as national issues of good governance - which are the proper application and usage of resources by government, and to ensure transparency and accountability in actions and decisions undertaken by the Executive.

Strategic objectives

The Parliament of Swaziland works towards attaining five strategic goals which provide guidance and a sense of operational direction as well as contribute collectively in making the Parliament effective. Each of the goals has a number of sub-objectives and specific activities that have to be implemented for the strategic goals to be realised.

The strategic goals have been crafted based on extensive consultations with various stakeholders from within and outside Parliament. Parliamentarians, Parliamentary staff, Civil Society Organizations, donor agencies, and academia were consulted during the process. A baseline of the current conditions and standing of the Parliament and best practices in parliamentary development also informed these goals.

The goals have been fashioned based on the need to strengthen Parliament as an institution as well as to ensure that it continues to enhance its capacity in legislating, providing oversight and representing the people while capitalizing on modern day technological advancements. The five strategic goals of the Parliament of Swaziland together with the corresponding major initiatives are summarized below:

  1. to develop an efficient and effective parliamentary service
  • create a conducive working environment
  • enhance Human Resource management
  • systematic and continuous capacity development for staff
  • institute performance management systems

2.Improve financial  management:

  • enhance departmental operational capacity
  • Set up parliamentary support co-ordination unit
  • knowledge exchange program for Members of the Parliamentary Service Board

3. to strengthen the legislative capacity of Parliament.

  • provide training for Parliamentarians and Senators on Rules and Procedures of Parliament
  • developing a manual and training for Parliamentarians on the legislative process
  • provide technical support for Parliamentarians on the legislative process
  • create an open and transparent legislative process through increased interaction with CSO’s and the public
  • improve communication and co-operation with government on legislative issues
  • facilitate the ratification of international instruments

4. to improve the capacity of Parliament to provide effective oversight:

  • strengthen committees for effective oversight
  • strengthen the PAC and build linkages with accountability institutions
  • enhance research services
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