Recap on Day 1

Key Issues

Setting the Scene

• Creating a responsive and caring government• Our collective focus on addressing the triple

challenges of unemployment, poverty and inequality

• Defending the integrity of the state• Managing consequences for poor performance• Having the right people, right systems and right

intentions

Unpacking key policy imperatives

• Understanding and responding to the policy environment

• Strategic focus on the implementation of key priorities

• Building capacities for policy analysis and implementation

Productivity

• Measuring productivity of the public service• Improving efficiencies and effectiveness• Government operations are run in less than

efficient and desirable manner (MPAT) – efficacy of management processes a major challenge

• Paradigm shift from public service performance to productivity

• Introduction of productivity measures

SA as Developmental State

• Role of the state in bringing about social transformation• Addressing NDP challenges on capability

– Deal with wastage• Presenteism vs productivity • Focus on productivity measures

– Quality within norms and standards– Speed delivery/ timeliness and predictability– Dependability/flexibility/Durability and with a utlitarian value to

citizens– Quantity within set norms and standards– Cost benefit within economies of scale

Productivity Drivers

• Measuring what matters• Building leadership and management

capability• Creating productivity workplace cultures• Encouraging innovation and the use of

technology• Continuous orgaisational learning• Organisaning work efficiently

The Role of Leadership

• Productivity – depends on manager/supervisor

• Management practices in operations are directly linked to productivity

• Consequence management and the ability to follow through action impacts on productivity

Quantity vs Quality

• Productivity – depends on manager/supervisor

• Management practices in operations are directly linked to productivity

• Consequence management and the ability to follow through action impacts on productivity

• Linking salary increases to productivity

Innovation

• Entrenching a culture of innovation to improve the quality of service delivery

• Knowledge sharing central to improvement and innovation

• Replicating pockets of excellence

Dynamic leadership in an ever-changing environment

Highlight of key issues:• Context and complexity of change• Leadership as service• Thinking purpose, outcomes, impact• Being an enabler of tomorrow’s success today• Decisive ethical action• Doing what is required even when it is not easy• Learning and professional development• Leadership - Principled, relational, distributed,

sustainable, and builds on previous accomplishments

Accountability in the Public Sector

• Building public confidence• Accounting to build public trust• Political and administrative accountability• Improving audit outcomes• Replicating pockets of excellence – learning from

those who have succeeded• Quality of annual performance reports• Service delivery reporting will become key in

future audits

Addressing Barriers to Accountability

• Deal with prolonged vacancies to address instability

• Monitor the implementation of policies• Have consequences for poor performance and

transgressions• Inability to learn from mistakes to build

systems of internal controls• Poor budgeting and planning

Are we facing the same direction?• Constitutional imperatives• Our difficult relationship with chapter 9 institutions – our

own creation to consolidate constitutional democracy• Respect for own laws• A developing culture of subversion – self destructive

tendenccies• Shared vision• Exemplary leadership• Value add (relevant skills and knowledge)• Having the right people, having the right systems, having

the right intentions

Common factors for service delivery• Better evidence for better decision making• Greater engagement and empowerment of the people –

taking people for granted is dangerous• Investment in skills and creating a conducive

environment for innovation• We must be change-proned to adapt to complex and

changing environments• Results and impact orientation is critical• Quality of leadership• Creating learning organizations – improve performance

through knowledge and insights

The transformation Journey• Towards a capable developmental state –

transformation progress since 1994• The role of the state in the progressive

realization of socio-economic rights• What are the underlying factors that engender

social exclusion• Service delivery for improving the capabilities

of our people – social impact

A values-driven public service• Professionalism and excellence in public public

administration• Constitutional values of dignity, equality, and

the advancement of human rights and freedoms

• Efficiency, effectiveness, development-orientation

Recruitment: Developmental States• Finding ways of improving the recruitment

processes – revisit current practices• Entry examinations – a consideration• Exam requirement for promotion• Probation and internship• Need to focus on succession planning and

career pathing

The role of performance management• To what extent does the system improve

service delivery and evaluate performance fairly and objectively

• Building planning and financial modelling capabilities in the public service

• Eliminate the manipulation of the performance management and development

Competencies of Public Service Leadership

Some of the key ones highlighted• Strategic thinking• vision• Achieving results • Commitment• Building relations

Political-Administrative Interface• In developmental states – the notion of

insulation • Addressing inherent contradictions in the

legislation – PFMA and Public Service Act on the role of Accounting Officers and the EAs

Thank You