20-year review of delivery in a democratic, developmental state
DESCRIPTION
20-year review of delivery in a democratic, developmental state. 2013 Gauteng Senior Management Conference 14 November 2013. Overview of presentation. Background & context High-level overview of performance Building a capable and developmental state - strategic governance interventions - PowerPoint PPT PresentationTRANSCRIPT
![Page 1: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/1.jpg)
20-year review of delivery in a democratic,
developmental state
2013 Gauteng Senior Management Conference
14 November 2013
![Page 2: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/2.jpg)
Overview of presentation
• Background & context• High-level overview of performance• Building a capable and developmental state - strategic
governance interventions • 20-year review - overview of performance per
outcome• Conclusion
![Page 3: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/3.jpg)
Background 1• April 2014 marks the end of the first 20 years of
freedom and democracy in SA, and end of current term• Performance review against priorities for five-year
(2009-2014) and 20-year period (1994-2014)• 20-year review provides an opportunity to:
– Move beyond immediate perceptions to take long-range view on the journey we have travelled since 1994
– Reflect on government performance, socio-economic trends and societal transformation
– Celebrate achievements – Identify key challenges and gaps to be addressed in planning
for the future
![Page 4: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/4.jpg)
Overview of performance 1• Significant political & socio-economic transformation
since 1994 in all key delivery areas • Substantial redress to reverse apartheid legacy
although strong remnants• Progressive deracialisation & more equitable access
to public services esp. in education, health care, housing, welfare etc. (more direct govt control)
• Massive expansion in scale of public service delivery • Improvements in quality of life despite rapid
urbanisation and massive in-migration and GCR population growth
• Reduction in multi-dimensional poverty
![Page 5: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/5.jpg)
Overview of performance 2• Slower transformation in areas where less direct
government control, e.g. economy & employment• Persistence of poverty, inequality & unemployment;
Africans, women and youth worst affected • Racially skewed access to wealth & inequitable economy
with significant barriers to entry• Slow shifts in spatial development patterns but key change
through targeted govt interventions e.g. Soweto• Major transformation of governance & government to
service population as a whole but challenges with: – capability of state, esp given burgeoning population
growth and demand for services – responsiveness– corruption etc.
![Page 6: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/6.jpg)
Strategic governance interventions
• Key areas of emphasis since 2009 included:– Effective leadership of government
– Translating electoral mandate into five-year strategic framework & annual Programme of Action (POA) to ensure tangible results
– Effective accountability for performance
– Effective resourcing of priorities & outcomes
– Stabilisation of provincial finances
– Service delivery renewal
– Institutional reforms to improve delivery
– Improving strategic and technical capacity
![Page 7: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/7.jpg)
Strategic governance interventions 1
• Building a capable developmental state • Organisational renewal for better delivery
– Reconfiguration of Departments• Merger and demerger of Health and Social Development
• Establishment of new departments, incl. Provincial Treasury, Dept of Infrastructure Development, Dept of Agriculture and Rural Development, Gauteng Dept of Finance etc.
• Establishment of COGTA & Traditional Affairs and Department of Human Settlement
• Change Management Project Team and sound labour relations
– Establishment of Gauteng Planning Commission – Review of GSSC and revised delegations to improve delivery and
efficiency– Rationalisation of agencies including establishment of Gauteng
Growth and Development Agency (GGDA)
![Page 8: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/8.jpg)
Strategic governance interventions 2 • Building a capable developmental state • Strategic leadership & govt-wide interventions on priorities
– From mandate to results: Electoral mandate & policy priorities translated into strategic framework, Outcomes Plans & annual Gauteng Programme of Action (POA) with clear indicators & measurable, results-based targets
– Leadership: Assertion of political & collective leadership in decision-making & driving performance
– Beyond strategy to focus on execution with greater emphasis on tangible delivery post-midterm
– Institutionalisation of results-based performance management in line with priorities & targets
– Accountability for performance & corrective interventions to address under-performance & delivery obstacles
– More effective resourcing of priorities and outcomes
![Page 9: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/9.jpg)
Strategic governance interventions 3• Building a capable developmental state• Strengthening strategic advisory capacity at centre of govt
– Gauteng Planning Commission• Gauteng Advisory Council (GAC) with experts including civil society sector
representation (trade union, youth, women etc.)• HOD of Gauteng Planning Commission with two branches – Development
Planning & Performance Monitoring & Evaluation• Project Management Office (PMO) to drive flagship projects• Strategic & technical support to Premier, EXCO & govt• Development of Integrated Urban Development Framework• Development of Infrastructure Master Plan underway
– Reform of Cabinet system • Aligned with POA priorities, improved decision-making support
– Litigation Management • New Litigation Management System & capacity
– Strengthening LGB support
![Page 10: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/10.jpg)
Strategic governance interventions 4
• Building a capable developmental state• Strengthening strategic advisory capacity at centre of govt
– Long-term planning• Comprehensive process to finalise Gauteng Vision 2055
• Extensive public consultation & engagement with civil society stakeholders
• Detailed work on strategic pathways & delivery agenda in medium to long-term
• Alignment with National Development Plan
![Page 11: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/11.jpg)
Gauteng 2055 Framework
2055
![Page 12: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/12.jpg)
NDP’s Cycle of Development
![Page 13: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/13.jpg)
Strategic governance interventions 5
• Building a capable developmental state• Strengthening strategic advisory capacity at centre of govt
– Performance Monitoring & Evaluation• Outcomes-based planning, budgeting, monitoring and intervention
system implemented; monthly & quarterly performance analysis & corrective interventions
• Mainstreaming of gender, youth and disability rights priorities and targets within POA
• Frontline Service Delivery Monitoring – health, education, SASSA, police, DLTCs, home affairs, courts, municipal offices etc.) with interventions to address areas below standard
• Management Performance Assessment Tool – MPAT 1.3 implemented with focused attention to improve performance on management practices
• Evaluations –independent evaluations to improve impact of programmes and results
![Page 14: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/14.jpg)
Strategic governance interventions 6
• Building a capable developmental state• Strengthening strategic & technical capacity of government
– Centrally coordinated provincial interventions
• Technical Task Teams in Health, Economic Development, Human Settlements, Westonaria, Eldorado Park, HR etc.
– Enhanced infrastructure delivery capacity
• Range of interventions to improve capacity for infrastructure planning, budgeting, delivery & maintenance,
• Recruitment of high-level technical capacity and skilled personnel to enhance infrastructure delivery across GPG especially in DRT, DID & Health
– Enhanced ICT capacity• Interventions to improve provincial ICT capacity in GDF,
including key initiatives such as Gauteng Broadband Network
![Page 15: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/15.jpg)
Strategic governance interventions 7
• Building a capable developmental state• Strengthening strategic & technical capacity of government
– Enhanced financial management• Stabilisation of weak provincial financial standing in 2009 • Interventions on accruals including Operation Bhadala• Strengthening of PBC and decision-making, Special PBCs• Outcomes-based budgeting, alignment of budgets & results• More activist, interventionist treasury• Operation Clean Audit & improved GPG audit outcomes• Focus on infrastructure planning, expenditure and monitoring to reduce
under-spending• Improved 30-day payments• Reduction in debt owed to municipalities• Focus on better contract management• Cut-backs on non-core expenditure
![Page 16: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/16.jpg)
Strategic governance interventions 8
• Building a capable developmental state• Strengthening strategic & technical capacity of government
– Health Turnaround Strategy• GPG-wide strategy driven from the centre & resource allocation to
address health system weaknesses• Stabilisation of finances & accruals, cost-cutting & procurement, debt
& revenue management• Payment of suppliers• Capacity in key areas & HRM in health care facilities• Infrastructure planning, delivery, equipment & maintenance• Hospital management• Communication and social mobilisation • Supply of essential medicines + Medical Supply Depot turnaround • Litigation management
![Page 17: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/17.jpg)
Strategic governance interventions 9
• Building a capable developmental state• Strengthening strategic & technical capacity of government
– Improved key GCR research & policy support• More effective harnessing of GCR intellectual capital towards
GCR development
• Mobilisation of academia & other experts through GCR Observatory (GCRO) for development agenda
• Driving GCR research agenda & related initiatives
• Significant research through Gauteng 2055 process
• Second Quality of Life (QOL) survey successfully completed with bigger sample size as key resource for GPG, municipalities and range of stakeholders
• OECD Territorial Review of GCR linked to GCR global benchmarking
![Page 18: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/18.jpg)
Strategic governance interventions 10
• Building a capable developmental state• Stronger intergovernmental collaboration
– Strengthening of Premier’s Coordination Forum (Premier, key MECs, Executive mayors) to review performance, deliberate on key inter-governmental strategies and programmes and identify common priorities and activities to achieve political outcomes & drive service delivery imperatives.
– Inter-governmental planning & prioritisation Extended EXCO Lekgotla
– Inter-governmental collaboration on key projects & programmes, including provincial mega-projects (flagship projects) including national strategic infrastructure projects (SIP).
![Page 19: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/19.jpg)
Strategic governance interventions 11
• Building a capable developmental state– Communications
• Sustained awareness on implementation of government programme and achievements
• Coordination of government communication programme
• Improved responsiveness
• New communication methods, including social media, and reaching targeted audiences
• Sustained engagement with stakeholders
• Programme of public participation linked to building public confidence in government and improved access to information (cross-cutting communications)
![Page 20: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/20.jpg)
Strategic governance interventions 12
• Building a capable developmental state– Anti-corruption
• Enforcement of controls & regulations
• Implementation of Provincial Anti-corruption strategy & plan
• Expansion & implementation of vetting system
• Improved compliance with disclosure of financial interests by SMS
• Improved resolution rates on National Anti-corruption Hotline Cases (NACH)
• Strengthening of investigative capacity, ethics & integrity management
• Consequence management and prosecution
• Cooperation with civil society stakeholders
![Page 21: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/21.jpg)
Strategic governance interventions 13
• Building a capable developmental state• Other service delivery renewal interventions
– Premier’s Hotline to address residents issues, with improved response times and resolution rates
– Integrated Service Delivery Model– Frontline Service Delivery Monitoring and improvements at
over 300 sites across sectors– Audit of Thusong Service Centres & planned improvements
![Page 22: 20-year review of delivery in a democratic, developmental state](https://reader035.vdocuments.us/reader035/viewer/2022062518/568149a5550346895db6e6a9/html5/thumbnails/22.jpg)
Conclusion• Despite population growth and difficult economic conditions since
2008, there have been considerable achievements since 1994 and in period since 2009
• We have improved the quality of life of our people and we have laid firm foundations for the future growth and development of the GCR, including through multi-term mega-projects and Gauteng Vision 2055
• As government, in partnership with other stakeholders, we will continue to enhance Gauteng’s development and address poverty, inequality and unemployment
• This will require effective leadership and management at both a political and administrative level as we move towards the 20 th anniversary and the new term of office
• We can say with confidence that Gauteng is indeed a better place today for all its people than it was in 1994