1. Recap on Day 1 Key Issues

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. Innovation Entrenching a culture of innovation to improve the quality of service delivery Knowledge sharing central to improvement and innovation Replicating pockets of excellence

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. Competencies of Public Service Leadership Some of the key ones highlighted Strategic thinking vision Achieving results Commitment Building relations

20. 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

21. Thank You