Transcript Key Issues - Mpumalanga

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 everchanging 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
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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, developmentorientation
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