20-year review of delivery in a democratic, developmental state

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 • 20-year review - overview of performance per

outcome• Conclusion

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

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

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.

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

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)

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

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


• 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

Gauteng 2055 Framework

2055

NDP’s Cycle of Development


• 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


• 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



– 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



– 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



– 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


• 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).


• 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)


• 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


• 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

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

20-year review of delivery in a democratic, developmental state

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