Building a Competent Public Service for Growth and ... · Building a Competent Public Service for...

Republic of Botswana

Building a Competent Public Service for Growth and Productivity for all:

the case for Botswana

Building a Competent Public Service for Growth and Productivity for all:

the case for Botswana

AGENDA•Background•Reforms Context & Change•Challenges•Lessons Learnt•Questions and/or Answers

Mr. E.M. MolalePermanent Secretary to the President

andSecretary to Cabinet

The 6th Annual Service Delivery Learning AcademyEmperors Palace, Kempton Park

2

6 km 6367 km Tarred

1966 Now

6 Sec School 233 Sec School

t. population: 51 yrs male: 52 yrs

female: 50 yrs

P60.00 P18 340Capita Income

Average GDP growth of 4.8%

Diamonds the Mainstay of the Economy contribute 30% to the GDP

Was amongst the bottom 25

poorest countries of the world

3

Botswana Public ServiceBotswana Public Service

• Minister of Presidential Affairs and Public Administration

• Minister of Education• Minister of Local Government

Central Govt

TSM

LGSM

58,000

24, 000983 (P)

17061 (I)

(www.gob.bw)

Total Est: 94 491 excluding

BDF

4

Decline in Productivity in the Public Service (Late 1990/ Early 2006)

Decline in Productivity in the Public Service (Late 1990/ Early 2006)

Emerging Challenges• The Political leadership was under

pressure to deliver its obligations prompted by the general outcry by the public due to:

– Poor service delivery– Poor implementation of

projects/programmes– Low productivity levels– Poor performance– Resource constraints

Accusations:• Government insensitive to public

demands, needs, aspirations and challenges of the nation

• There was no performance• Lack of accountability and discipline

5

FUNDS AVAILABLE FOR DEVELOPMENT

Diamonds Revenue are NOT forever

6

REFORMCONTEXT IS IMPORTANT

Who Transforms

What is Being Transformed

What is used for transformation

The Public Service

(Tools)

GICO

PSRU

BNPCPEEPA

Vision 2016

7

Raising the Bar

‘Today’s management systems were designed to meet the

needs of stable organisations that were changing

incrementally’You can’t manage strategy with a system designed for tactics!!!

25%

75%

RESULTS

TIME

Standardization

RESULTS TIME

Continuous Improvement

RESULTS

TIME

Breakthrough Improvement

8

Prosperous, Productive & Innovative Nation

An Educated, Informed Nation

A Compassionate, Just & Caring Nation

A Safe and Secure Nation

An Open, Democratic and Accountable Nation

A United and Proud Nation

A Moral and Tolerant Nation

Stak

ehol

ders

: C

itize

ns o

f Bo

tsw

ana

Fina

ncia

l R

esou

rces

Visi

on 2

016

Pilla

rsPROSPERITY FOR ALL

6.HR DevelopmentDPSM

2.Employment Creation

MTI

5.Rural Development

MLG

1.National SecurityBDF

4.Disaster Management

MSP (OP)

3. Continuous Development of Quality Leadership

MSP (OP)

1.Uphold Good Governance

OMB

1. Promote Patriotism

IEC

S2. National Stability (PSP)

3.Sustainable use of Resources

MEWT

9.Research & Development

MCST

S3. Vibrant, Competitive Nation of Opportunity

(PSP)

5.International Goodwill & Cooperation

MOFAIC

2.Improve the Quality & Relevance of

EducationMOE

3.Improve Access to Information

MCST

4. Instill Lifelong Learning

MOE

FR2.Optimum use of Resources

MFDP

FR1.Revenue GenerationMMEWR

4.Uphold Traditional Leadership System

NA

1. Promote HeritageMLHA

2.Ensure Accountability

AGC/OAG

4.Health for AllMOH

1.Ensure Equitable Distribution of Resources & Opportunity

MLH

3.Promote Social Responsibility

MLHA

7.Promote Self Reliance

MOA

2.Alleviate Poverty(MOA)(MLH)

5.Promote Positive MindsetMSP (PSRU)/BNPC

S1.Quality Life (PSP)

4.Efficiency & Effectiveness

MMEWR

2.Maintain Social HarmonyMLHA / IC

1.Education for AllMOE

3.HIV / AIDSNACA

Promote Moral uprightness (morality)

DCEC

BPS--------bps

MLH----------mlh1moa

MOE----------

moe

MLHA------

ic

MMEWR------------

mlgmewtdpsm

DCEC----------mlha

MFDP----------

oag

OP (AS)------------

opdcecna

Pillar PICs

PSP--------psru

PS------

pic(s)

Pillar Owners

Promote ToleranceDCEC

1.Economic Growth & Diversification

MFDP

2.Effective Law & Order

BPS/AOJ

8.Infrastructure Development / Maintenance

MWT

9

Minister/PSPlan

MoE LevelCorporate plans

DOAPPs

Checkquarterly Review

ActionCorrective action

President/PSPNational Assembly

Identify Gaps

How do you close the Gaps?

Actual/Planned

Mid Term Review

WITs

National Pro. Convention

PlanVision 2016/(NDP 9)

•Government•Private/Parastatol

DOStrategic PlanNDP 9•Ministries

Check/studyMid-Term Review• Ministries

ActionCorrective action

What is the relationship between the different elements of the Performance ManagementSystem?

AN

PERFORMANCE

PLANS

PROGRESS KEY

PERFORMANCE

INDICATORS

VISION2016

NATIONALDEVELOPMENT

PLANSMINISTRY/DEPT.

VISIONMISSION &VALUES

KEY RESULT AREAS

GOALS

RESULT KEY PERFORMANCEINDICATORS

STRATEGIES

Leadership Direction

The results we wantor choose to create

OBJECTIVES

The prioritised actionswe are undertaking toproduce the results

MeasurementCharts

10

Managing Performance in The Public Service

Managing Performance in The Public Service

• ROLE OF LEADERSHIP: PARLIAMENT

– Holds Government accountable for results– Feedback to Government on performance– Provision of resources (value for money)

• ROLE OF LEADERSHIP: CABINET

– Provision of mandate and direction– Approves the reform agenda– Monitoring results (ECC)– Feedback to Parliament and the public

• ROLE OF LEADERSHIP: PSP– Secretary to Cabinet, Advisor to the President and

Head of Public Service– Drives and leads the reform agenda in the Public

Service and is accountable for results– Holds all Permanent Secretaries (PSs) accountable– Regular updates to the Minister, Cabinet, VP and HE

• ROLE OF LEADERSHIP: PSs– Head of Ministry and Advisor to the Minister– Drives and leads the reform agenda in the ministry– Accountable for results (positive & negative)– Holds all staff of the ministry accountable– Regular updates to the Minister

PIC-Force

PRSU

MPIC

PIU

DPIC

DPIU

ParliamentCabinetPSP------

ExecutiveHE

PS------

DC------

11

Resonance Between Values And VisionResonance Between Values And Vision

•Safe & Secure•Compassionate, just & caring

•Open, Democratic &Accountable

•United & proud

•Moral & Tolerant

•Productive, Prosperous &Innovative

•Educated & Informed

Reform

•Regard for public Interest

•Neutrality

•Accountability

•Transparency

•Freedom from

Corruption

•Continuity

•Duty to be informed

•Due diligence

VALUES

12

BALANCED SCORECARDTranslate, Focus and Align

STRATEGIC INITIATIVES (National Programs)What are the priorities

VISION (2016)What we want to be

VALUESWhat’s important to us

MISSIONWhy we exist

STRATEGY (NDP9)Our game plan

STRATEGIC OUTCOMES

SatisfiedSTAKEHOLDERS

Delighted CUSTOMERS

Efficient and EffectivePROCESSES

Motivated & PreparedWORKFORCE

EMPOWERMENT / PERSONAL OBJECTIVESWhat I need to do

PROCESS MANAGEMENTWhat we must improve

By Translating the Strategy to Operational Terms …the Balanced Scorecard Links Vision & Strategy to

Employees’ Everyday Actions

By Translating the Strategy to Operational Terms …the Balanced Scorecard Links Vision & Strategy to

Employees’ Everyday Actions

Ideology: Agree the core

Action to Drive Progress

13

Leading a Organization of Meaning

Leading a Organization of Meaning

Values

Operating Principles

Daily Tasks

Purpose

Vision

PhysicalVocational

Spiritual Intellectual

14

Leader’s role is to help people discover their purpose.

Manipulation is at best useful in the short term.

Focusing on individual’s “vector” energy is extremely powerful.

AlignmentAlignment

15

•Empowerment

•Decentralization

•Innovation

•Feedback

•Complementing Good work

•Human Resource Development

46% of all employees believe management treats them with disrespect

40% of employees say they don’t have the decision making Authority they need to do their jobs well, and 63% believe that decisions in their company are usually not made at the appropriate level

53% of all employees believe management treats them with disrespect

43% of the employees say their good work goes unrecognized

52% of the employees do not feel free to voice their opinions openly

53% of all employees believe their organization is applying personnel policies and procedures unfairly

48% of employees believe management makes poor decisions

45% of employees don’t trust the information they receive from their senior management

46% of employees believe their organization is not well managed

51% percent of all employees say they need more training to do their job well

53% of all employees feel that there is too much red tape in their organization

16

ReviewsReviews

PSP

PSPS PS PSPS

Dir Dir

…

…Dir Dir

Chief

… …Dir Dir

(a) Key Messages (Vision, Priorities)(b) Leadership Development (Coaching, Mentoring, training)(c) Exacting Pressure on the executive leadership to perform

e.g.

PSPS PS1-1 Group

1-1Group Review

Pressure on Leadership

17

CHALLENGE: Monitoring and Evaluation: 2. TRANSLATE STRATEGY TO OPERATIONAL TERMS 1. MOBILIZE CHANGE THROUGH EXECUTIVE LEADERSHIP

3. ALIGN THE ORGANIZATION TO THE STRATEGY

5. GOVERN TO MAKE STRATEGY A CONTINUAL PROCESS

Key:S - Current Status:

1 - We are very poor at his (RED)2 - We are not good at this (RED)3 - We are okay at this (YELLOW)4 - We are good at this (YELLOW)5 - We are “best practice” at this (GREEN)NA - No Opinion

I - Level of Importance:1 – Irrelevant2 - Possibly Important3 - Important4 - Very Important5 - Critical to Our SuccessNA - No Opinion

S I

1.1 Leaders drive strategy execution 4 5

1.2 Executives make Case for Change 4 5

1.3 Leaders reinforce strategic priorities 4 5

1.4 Well articulated strategy exists 4 4

1.5 Office of Strategy Management established 4 4

Average Rating 4 4 . 6

S I

3.1 Corporate contribution to strategy defined 2 4

3.2 Enterprise scorecard guides business units 3 4

3.3 Enterprise scorecard guides support units 2 4

3.4 Scorecards align suppliers and/or customers (average ratings for 3.4a and 3.4b)

1 3

3.5 Scorecard reports to board and/or shareholders 4 5

Average Rating 2 .4 4

S I

A. RESOURCE MANAGEMENT

5.1 Budget is driven by strategy 2 4

5.2 Planning for HR/IT linked to strategy(average ratings for 5.2a and 5.2b)

1.5 4

5.3 Portfolio of strategic initiatives aligned to themes

3 4

B. KEY PROCESS MANAGEMENT

5.4 Process improvement aligned to strategy

3 5

5.5 Best practice sharing in place 2 5

C. LEARNING & CONTROL

5.6 Strategic performance information guides decision making

3 4

5.7 Strategy reviewed on regular basis 4 4

Average Rating 2 . 64 4 . 29

S I

4.1 Strategic awareness created 4 5

4.2 Personal goals aligned 3 5

4.3 Personal incentives aligned 4 4

4.4 Competency development aligned 3 5


S I

2.1 Strategy translated in strategy map 3 3

2.2 Strategy described in Balanced Scorecard 4 5

2.3 Targets identified for all measures 4 5

2.4 Strategic initiatives rationalized 2 5

2.5 Executives accountable for initiatives 4 4


STRATEGY-FOCUSED

ORGANIZATION

4. MOTIVATE TO MAKE STRATEGY EVERYONE’S

JOB

18

What is being done? What is being done?

Life PlanLife of Meaning

Mindset Filters

Results

Daily Actions

Feedback

Voice of:

•Spirit

•Body

•Family

•Business

•Customer

•Coach

•Environment

ENTE

RPRI

SE

MAS

TERY

ADMINISTRATIVE

COMMUNITY BUILDER

EMPOWERINGPERFORMER

ANALYTICALENERGETIC

TRANSFORMED LEADERS

CREATIVEVISIONARY

SELF

MA

STER

Y

PEO

PLE

MAS

TERY

MANAGER

LEADER

19

Strategic Learning Loop

Initiatives & Programs

Test the Hypotheses

Output(Results)

Reporting

Management Control Loop

Funding

Input(Resources)

Update the Strategy

Performance

85% of Management Teams Spend Less Than One Hour Per Month on Strategy Issues

92% of Organizations Do Not Report on Lead Indicators

60% of Organizations Don’t Link Strategy & Budgets

78% of Organizations Lock Budgets to an Annual Cycle

20% of Organizations Take More Than 16 Weeks to Prepare a Budget

Strategy

Balanced Scorecard

Budget

The Problem: The Strategic Management Process Is Missing in Most Organizations

Principles of the Strategy Focused Organization

Make Strategy A Continual Process

20

(Reinforcing)

Strategic Learning Loop

Initiatives & Programs

Test the Hypotheses

Output(Results)

Reporting

Management Control Loop

(Balancing)

Funding

Input(Resources)

Update the Strategy

Performance

Strategy

Balanced Scorecard

Budget

The Opportunity: Align Vision, Strategy, Programs, and Performance

Making NDP Strategy A Continual Process

Prosperous, Productive & Innovative Nation







Stak

ehol

ders

: Ci

tizen

s of

Bo

tsw

ana

Visi

on 2

016

Pilla

rsFi

nanc

ial

Reso

urce

s

PROSPERITY FOR ALL


MFDP



MTI

5.Rural Development

MLG


BPS/AOJ



MSP (OP)


MSP (OP)


OMB


IEC



MEWT


MCST


(PSP)


MWT


MOFAIC


EducationMOE


MCST


MOE


MFDP



NA



AGC/OAG

4.Health for AllMOH


MLH


MLHA


MOA





MMEWR2.Maintain Social

HarmonyMLHA / IC


3.HIV / AIDSNACA


DCEC

BPS--------bps


MOE----------

moe

MLHA------

icMMEWR------------

mlgmewtdpsm

DCEC----------mlha

MFDP----------

oag

OP (AS)------------

opdcecna

Pending PS Approval

PSP--------psru

PS------

pic(s)

Pillar Owners

NDP9Prosperous, Productive & Innovative Nation







Stak

ehol

ders

: C

itize

ns o

f Bo

tsw

ana

Visi

on 2

016

Pilla

rsFi

nanc

ial

Res

ourc

es

PROSPERITY FOR ALL


MFDP



MTI

5.Rural Development

MLG


BPS/AOJ



MSP (OP)


MSP (OP)


OMB


IEC



MEWT


MCST


(PSP)


MWT


MOFAIC


EducationMOE


MCST


MOE


MFDP



NA



AGC/OAG

4.Health for AllMOH


MLH


MLHA


MOA





MMEWR2.Maintain Social

HarmonyMLHA / IC


3.HIV / AIDSNACA


DCEC

BPS--------bps


MOE----------

moe

MLHA------

icMMEWR------------

mlgmewtdpsm

DCEC----------mlha

MFDP----------

oag

OP (AS)------------

opdcec

na

Pending PS Approval

PSP--------psru

PS------

pic(s)

Pillar Owners

NDP10

National Programs (Initiatives)

$$ Cost

Performance Management

Vision 2016

21

CHALLENGESCHALLENGES

• Mindset transformation not easy in the light of entrenched paradigms

• Resource constraints• Collaboration and Coordination • Involvement of the Parastatals• Whether or not Parliament is holding the Public Executive

accountable• Pro-activeness of the Judiciary• Risks of Non delivery• Commitment – at all levels• Size of the public service –roll out to the entire system• Measurement (fear, no baseline)• Limited resources• Cost of the reforms• HIV/AIDS

23

BotswanaBotswana’’s Key Success Loopss Key Success Loops

Quality ofrelationship Willingness to

collaborate

Quality of jointplanning

Quality of projectimplementationQuality of

project delivery

S

S

S

S

Sense ofaccomplishment &

actualization

S

Quality of aspiration(ability to take the nextlevel of inclusiveness)

S

S

Appreciating Life Level ofself-respect

Respect for thewhole

Attention away on selfand now to 'us and the

future'

Wanting to protect selfand others and savingoneself for procreation

Seeing Life

S

S

S

S

S

S

Quality of relationship bythe people with the

government Willingness tounderstand the

country's problems

Willingness tolearn

Capacity tocreate resultsLevel of

productivity

S

S

S

Level ofRevenue

S

Capacity toovercome harshness

of reality

S

SNeeding to be control

or to ensureorderliness

Level ofdependence

Self-reliance

Sense of equity

Level ofself-esteem

Quality ofrelationship

Capacity to createand do things

Sense ofpowerplay

S O

S

S

S

S

O

S

Leverage Action Area

Quality ofQuality ofRelationshipRelationshipand sense ofand sense ofoneness asoneness asa countrya countryMFDP

Level ofLevel ofSelfSelf--reliancerelianceMOEMYSCMLHADPSMDCEC

Quality ofQuality ofJointJointProjectsProjectsMLHMSCTMWTMTIMMEWMOFAICGICO

Level of Level of SelfSelf--RespectRespectMOHNACAMOAMEWT

PSRU AND MLG HAVE OVERSIGHT OF THE FOUR LOOPS AT NATIONAL AND LOPSRU AND MLG HAVE OVERSIGHT OF THE FOUR LOOPS AT NATIONAL AND LOCAL LEVELS RESPECTIVELYCAL LEVELS RESPECTIVELY

BPS, BDF, IEC, Ombudsman, AG and AGC – serve as protectors of the Reinforcing Loop

24

Permanent Secretary to the PresidentPermanent Secretary to the President’’s Offices Office’’ss

KEY SUCCESS LOOPKEY SUCCESS LOOP

S

Leverage Action Area

Quality of relationship bythe people with the

government Attention tocurrent (and "me")

Attention to thefuture (and "us")

O

Quality ofcollaboration

Completeness of plan -sequence, content, timing,delays, quantity & quality

Self-worth,accomplishment,

willingness to take on moreExceeding within

deadlines

Per unit cost

Pace ofdevelopment

Benefits ofdevelopment

Quality of life

Complaints (happycustomers)

S

S

S

O

O

S

S

O

O

Involvement bypeople in thegovernment

S

O

25

KRA GOALS INITIATIVES & STATUS

Leadership Development Cabinet Seminars/RetreatsLeadership Courses/Training

Visionary Strategic Direction Policy linkage to ManifestoLeadership Legislative Review prioritisation

Strategic Management Cabinet Office Reform (Comts, Staff)Shared Perspectives on SoN, Budget, Audits

TransparencyValue Driven Leadership Openness

Customer Focus

Strategic Execution Productivity on time, within cost, of quality, of benefitPerformance Reviews, Supervision, Timely Response

Implementation Effective Coordination Shared Perspectives& Coordination Respect for Structure

Organisation Excellence/RestructuringCustomer Focus Process Re-engineering

Customer Feedback

HR Design PhilosophyHuman Resource Planning HR Strategic Planning

HR Forecasting

Feedback Systems CPMS, GABS, HR Audits, Performance Audits

Excellence in HiringAttracting Talent Effective Orientation

Job Effectiveness DescriptionsSchemes of Service - results bound

Human Resource Succesion PlanningManagement Retention Strategies Career Development Systems

Effective Supervision

Employee Development Learning Organisation culture

Team EffectivenessEmployee Empowerment Participative decision making

Support for Creativity & Innovation

Perf. Reviews & Appraisal/AssmntRewards & Recognition Participative rewards for perf/innovat.

Continuous Improvement

Sound HR policies & practicesPositive Work Environment Win-Win Focus (Union/Management)

Employee Assistn/Welfare ProgramsWorkplace Health & Safety

Resource Optimisation Economic DrivenCost containment/efficiency

Audits Financial DisciplineFinancial Delivery on results/VFMManagement

Results focused budgeting Line Budget vs Ope. Block BudgetingPlanning before budgeting

Additional budget/funding New sources of funding

Proactive Information DisseminationTimely Information Establish GICS department

Information Dissemination Internal/External CommunicationManagement &Communication ICT-based management regime

Quality Knowledge E-GovernmentManagement Data Management

Develop Measurement Skills

WORLD CLASS PUBLIC SERVICE

26

LESSONS LEARNTLESSONS LEARNT

• Need for Leadership Commitment • Need to internalise and apply the values

performance vs. customer satisfaction• Holistic Approach to introduction of reforms• Burning platform

– There must be compelling reasons for change– Reform must be relevant and appropriate

• Retaining previous reforms– Retain those that still add value– Ensure integration of reforms

• Managing chaos– Change brings chaos, affects everybody– Uncertainty on the process– Focus on the whole and not parts (ultimate result)

• Benchmarking is becoming more critical• Harmonisation with requisite legislation• Monitoring and Evaluation as continuous process

27

Thank YouThank You

Comments, Questions and/or Answers

Building a Competent Public Service for Growth and ... · Building a Competent Public Service for...

Documents

Transcript of Building a Competent Public Service for Growth and ... · Building a Competent Public Service for...