Building the Capacity and Organisation of the State:...

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Building the Capacity

and Organisation of

the State: Gauteng

accelerating delivery

Page 1 of 36Building the Capacity and Organisation of the State:

2008/08/18http://209.85.215.104/search?q=cache:J4j9j3rCuAwJ:www.gmdp.gpg.gov.za/CONFE...

accelerating delivery

towards Vision 2014

Fourth Annual GMDP

Senior Management Conference

16-17 March 2006

Contents

FORWARD 1

PROGRAMME

Day 1 2

Day 2 3

CONCEPTUAL FRAMEWORK

Background 4

Conference Theme 4

CONFERENCE TOPICS

Why being good is not good enough:

A case for re-organising the State 6

Unpacking the Strategic Framework



ContentsUnpacking the Strategic Framework

for the Organisation and Capacity of GPG 6

Building the organisation and capacity

of the State: An international case 6

The management of innovation for

acceleration in service delivery; a general

management imperative 7

Panel Discussion

Accelerating service delivery; Expectations,

roles and perceived obstacles in halving

unemployment and poverty 7

Capacity and organisation to accelerate delivery,

successes, challenges and the way forward: A

national perspective 8

Break away commissions

(Innovation Incubators)

Facilitating a service revolution 9

Re-envisaging and intervening in the

second economy 9

Managing knowledge and innovation 9

Establishing a “Business gateway” to Africa 9

CONFERENCE CONTRIBUTORS

• Gauteng Senior Management Services Conference

Message by the

Director GeneralW



WWelcome to the 4th Annual Senior Management Service conference

hosted by the Office of the Premier under the auspices of the Gauteng

Management Development Programme (GMDP).

The theme of the conference, “Enhancing the Capacity and Organisation

of the State: Gauteng accelerating service delivery towards vision

2014”, is indeed appropriate. It provides a unique opportunity to tackle

some of the most pressing challenges facing the provincial government

in effecting a qualitative shift in our efforts to speedily address poverty,

unemployment and underdevelopment in Gauteng.

In 2004, the Gauteng Provincial Government made a firm commitment

to contribute to the achievement of the national goal of halving

unemployment and poverty by 2014. We put in place a five year

strategic plan for the period 2004 to 2009 as well as a variety of

programmes and projects that will take us closer to the acheivement of

this objective. However, the successful achievement of our objectives

required that we take a closer look at building the capacity and

organisation of the state and the range of factors which constitute the

capacity of the state.

Against this backdrop and in line with a similar process at a national

level, the Gauteng government undertook an indepth study on the

capacity and organisation of the state. This included consultations

throughout the provincial government, including with SMS members. A

framework was developed and supported by the Executive Council. An

implementation plan is currently under development.

The framework identifies a development path with key strategic

breakthroughs and addresses the range of organisational factors that

constitute capacity, including human capital, organisational capital,

institutional capital and stakeholder capital. In addition, it applies a

“knowledge for development” perspective in evaluating the capacity and

organisation of the GPG and to provide pointers on how best GPG can

leverage its knowledge base to realise public value through innovation

and other knowledge-based activities

This year’s SMS conference will provide a critical platform to further

unpack and elaborate on the work done so far. It will enable us to tap

and engage both local and international expertise, put our heads

together and cement a common approach as we review our capacity

and organisation to accelerate service delivery and build a better

Gauteng.

I urge all SMS members to participate to the fullest in this important

conference and wish you all the best in your deliberations.

of 36Building the Capacity and Organisation of the State:


1

Mogopodi Mokoena

Director General, Office of the Premier

Page 4

CONFERENCE PROGRAMME: DAY ONE

09:00 – 09:30 Welcome and Conference Objectives

Mogopodi Mokoena - Director General

09:30 – 10:15 Opening of Conference

Premier Mbhazima Shilowa

10:15 – 11:00 Capacity and Organisation of the State to

accelerate delivery, successes, challenges and the

way forward; A national perspective

Kenny Govender

11:00 - 11:30 Refreshments

11:30 – 12:15 Unpacking the Strategic Framework for the

Organisation and Capacity of the GPG

Prof Fitzgerald

12:15 – 12:30 Questions and Answers

12:30 – 13:30 Lunch

Programme Director

HoD Housing - Manching Monoma

13:30 – 14:45 Break Away Commissions (four groups)

1. Facilitating a Services Revolution

Bobby Soobrayan

2. Re-envisaging and intervening in the

second economy

Prof Turok

3. Managing knowledge and innovation

Lindani Mthethwa,

4. Establishing a “Business Gateway” to Africa

Keith Khoza

14:45 – 15:00 Refreshments

15:00 – 15:45 Why being good is not good enough: A case for

re-organising the State

Prof Binedell


16:00 – 16:15 Closure

Programme Director

16:15 Refreshments and Networking

Gauteng Senior Management Services Conference •



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Page 5

CONFERENCE PROGRAMME: DAY TWO

09:00 – 09:10 Welcome Programme Director

HoD Education - Malele PeTje

09:10 – 09:40 The Management of Innovation for acceleration in service

delivery; a general management imperative

Prof Marcus


10:00 – 11:15 Plenary

Report Back & Discussion


11:45 – 12:45 Building the Organisation and Capacity of the State;

An International Case

Anne Githuku-Shongwe

12:45 – 13:30 Lunch

13:30 – 15:00 Panel Discussion: Accelerating Service Delivery;

Expectations, Roles and Perceived Obstacles in halving

unemployment and poverty. Suggested Panel Members:

1. T. Fosi

2. V van Wyk

3. P Moloi

4. R Ronnie

5. B Sibiya

6. MJ Molapisi




6. MJ Molapisi


15:30 – 16:15 Activating teams and knowledge transfer for strategic

decision making: A case study from the City and

County of San Francisco

Gloria Young


16:30 Vote of Thanks and Summary

Moretlo Mokuele

3

Page 6

CONCEPTUAL FRAMEWORK FOR THE 2006 4th

ANNUAL GMDP SMS CONFERENCE

BACKGROUND

South Africa has celebrated 10 years of democracy. This is a critical milestone

in the development of the country. Many changes and significant advances

have taken place within this frame of time. However, critical challenges in

halving poverty and creating jobs remain. Various GPG strategies are articulated




to address such challenges.

The Gauteng Provincial Government is committed to its vision for 2014 to halve

unemployment and poverty. Strategic priorities linked to this vision are:

• Enabling faster economic growth and job creation

• Fighting poverty and building safe, secure and sustainable communities

• Developing healthy, skilled and productive people

• Deepening democracy and promoting constitutional rights

• Building an effective and caring government

Overcoming these challenges requires not only articulated strategies, but the

capacity to deliver the service outcomes described. Building on achievements of

the past is good practice. However, provided the magnitude of the Provincial

strategic objective, best practice are required.

The GMDP SMS Conference is convened, with the following generic objectives,

to:

• Share experiences with other provincial, national, international Governments

and Departments;

• Share experiences with business, NGOs and Academia on issues of manage-

ment in order to learn best practices;

• Explore important issues that have implications for leadership of the Gauteng

public service;

• Initiate dialogue amongst Members and facilitate the exchange of views;

• Collaborate on challenges facing Senior Managers and devise new methods

of tackling such challenges

• Develop a culture of professionalism and ethical behaviour for SMS Members

The 4th Annual Conference will specifically focus to allow collaboration

between delegates on key challenges to innovative service delivery.

CONFERENCE THEME

The Gauteng Provincial Government is committed to its vision for 2014 to halve

unemployment and poverty. Various strategic priorities that are in place, need

to be achieved. Fulfilment of such priorities requires more than articulated

strategies, but the capacity to deliver the service outcomes anticipated by policy

makers. Provided the magnitude of the Provincial strategic objective, best prac-

tice are required.

Significant constitutional and legislative reforms have taken place in transform-

ing the public service since 1994. The transformation focussed on creating a

public service that are decentralised with a deconcentration of power. Three

spheres of government exist that are effectively independent from each other,

but functions interdependently. This structure was primarily adopted to take

government closer to the people and to be more responsive to the needs of peo-

ple. However, the institutional arrangements also brought about greater com-

plexity within layers of government and with inter-government arrangements.

4



Continued initiatives may be implemented to transform the institutional dynam-

ics; however, such initiatives will only lay a basis for integrated and better serv-

ice delivery. This initiative is however only one component of capacity to effec-

tive service delivery.

Best practice will undoubtedly require change; the need to do things differently

to ensure more effective service delivery. GPG requires to, provided the nature

of its strategic priorities, gear itself and its stakeholders, for enhanced service

delivery capacity via innovation.

The need to do things differently – being innovative – will be a leveraging

advantage to GPG. However, the advantage of an innovative culture will only

materialise if the organization, as a total system together with stakeholders,

organizationally poses itself to allow and cultivate innovation.

Innovation is required to enhance service delivery capacity. Capacity implies a

collection of organisational factors like; individual factors (human capital),

organisational elements like leadership, culture, strategy, systems and processes

(organisational capital), institutional dynamics (institutional capital) and stake-

holder capital. Innovation is required in all these spheres to ensure greater

organisational capacity for service delivery.

Senior Managers need to provide strategy and direction that facilitate the reali-

sation of the government’s vision, whilst maintaining a continuous focus to build

service delivery capacity. The desired outcome is ultimately to ensure organisa-

tional resilience in service delivery towards 2014, and beyond.

Hence, the recommended theme for the 2006 conference is:

“Building the Capacity and Organisation of the State:

Gauteng accelerating delivery towards Vision 2014”

It is envisaged, with this conference theme, that the following objectives will be

achieved:

1. A common understanding of the current realities in progress towards

strategic objectives, and the forecasted impact of such progress has in

meeting Vision 2014.

2. Engagement in debate on organisational actions and enablers to achieve

innovation perspectives to service delivery obligations.

3. Identification and debate on leadership’s solutions with respect to capabilities

required in GPG to effectively address poverty and create jobs.




5

Page 8

CCOONNFFEERREENNCCEETTOOPPIICCSS

Why being good is not good enough: A case for

re-organising the State

Speaker: Prof Nick Binedell, GIBS

South Africa has celebrated ten years of democracy during which access to

service delivery and the eradication of poverty was, and still is a high priority.

The Gauteng Provincial Government, in line with national policy, has the strate-

gic intent to halve unemployment and poverty by 2014. The last decade is

characterised by changes in government policy and service delivery, however, a

vast challenge still lies ahead in dealing with poverty and inequality.

Fulfilment of such priorities requires more than articulated strategies, but the

capacity to deliver the service outcomes anticipated by policy makers. Provided

the magnitude of the Provincial strategic objective, best practice are required.

This presentation will provide an analysis of service delivery targets together

with an argument for the re-organisation of the State in working to achieve the

Government People’s Contract.

Unpacking the Strategic Framework for the

Organisation and Capacity of GPG

Speaker: Prof Patrick Fitzgerald, WITS

The State President has articulated questions with regards to the capacity of the

South African developmental state to fulfil its mandate in development and




poverty eradication.

Capacity is, in many instances, loosely defined without a clear understanding of

what it means in practice. “Lack of capacity” is in many cases attributed as a

reason for poor or non-delivery, with a training response as a proposed solu-

tion.

This presentation will focus to create a common and clear understanding of the

strategic framework for the Organisation and Capacity of GPG as adopted by

the Gauteng Executive Council. The presentation will provide both conceptual

and practical perspectives will be provided to unpack the adopted framework.

The presentation will include innovation breakthroughs as means to enhance

capacity.

Building the Organisation and Capacity of the

State; An International Case

Speaker: Anne Githuku-Shongwe, UNDP

Gauteng has committed to various strategic priorities Vision 2014. Strategic

priorities linked to this vision are to:

• Enabling faster economic growth and job creation

• Fighting poverty and building safe, secure and sustainable communities

• Developing healthy, skilled and productive people

6

Page 9

• Deepening democracy and promoting constitutional rights

• Building an effective and caring government

Achieving the above mentioned do not require articulated strategies, but the

capacity to deliver the service outcomes described.

This presentation provides an international perspective on how similar chal-

lenges were met. The presentation will draw on international experience to pro-

vide both conceptual and practical perspectives, lessons learnt and major chal-

lenges identified that required innovation solutions.

The Management of Innovation for acceleration in

service delivery; a general management impera-

tive




Speaker: Prof Roy Marcus, Da Vinci Holdings

The need to do things differently – being innovative – will be a leveraging

advantage to GPG. The required outcome will however only realize if the

organization, as a total system together with stakeholders, pose itself to allow

and cultivate innovation.

Innovation is required at the coal face, however, innovation is, as importantly,

required at senior management level from where leadership in delivery systems

and policy stems.

The innovation challenge may be to direct scarce resources, inclusive of

knowledge, and capacity in a focussed fashion to support outcomes of inter-

departmental programmes.

This presentation will focus on the senior management imperative to manage

innovation within the organisation. Focus areas will be organisational condi-

tions required for innovation, identifying innovation portfolios, managing inno-

vation and imbedding innovation within the organisation.

Panel Discussion: Accelerating Service Delivery;

Expectations, Roles and Perceived Obstacles in

halving unemployment and poverty.

Panel Members: T Fosi, Executive Manager - Department of Provincial and Local

Government; V van Wyk, CEO - GIDU; P Moloi, City Manager - Johannesburg;

Bheki Sibiya, Chairman - BRAIT; MJ Molapisi, Chairman - SANGOCO; R Ronnie,

General Secretary - SAMWU

A challenge for Gauteng lies in introducing vast improvements in service deliv-

ery. The current positive impact of the services sector on households and busi-

ness can be enhanced through improving the scope, diversity, quality and effi-

ciency of both public and private services sectors. This sector needs to become

the focus of a quality revolution with major partnerships designed and imple-

mented between private and public institutions.

This panel discussion will focus on perspectives from various sectors on expecta-

tions, roles and perceived obstacles in accelerated service delivery with the out-

come to halve unemployment and poverty.

7

Page 10

Capacity and Organisation to accelerate delivery,




Successes, Challenges and the way forward: A

National Perspective

Speaker: Kenny Govender - DPSA

Significant constitutional and legislative reforms have taken place in transforming

the public service since 1994. The transformation focussed on creating a public

service that are decentralised and deconcentration of power. Three spheres of

government exist that are effectively independent from each other, but functions

interdependently. The state has structured itself in such a fashion to take govern-

ment closer to the people and to be more responsive. However, the institutional

arrangements also brought about greater complexity within layers of government

and with inter-government arrangements.

This presentation adopts a National approach to highlight challenges, successes

and the way forward. Areas to be addressed will be, amongst other;

• Government as a multi-layer institution effecting service delivery in a

developmental state,

• Protocols and Processes to function in unity across spheres of government as a

single public service

• Challenges to Public Sector Leadership in providing leadership for effective

service delivery in a complex and demanding environment

Break Away Commissions

(Innovation Incubators)

1. Facilitating a Services Revolution

South Africa has celebrated 10 years of democracy. This is a critical milestone

in the development of the country. Many changes and significant advances

have taken place within this frame of time. However, the imperative of halving

poverty and creating jobs remain.

A challenge for Gauteng lies in introducing vast improvements in service deliv-

ery. The current positive impact of the services sector on households and busi-

ness can be enhanced through improving the scope, diversity, quality and effi-

ciency of both public and private services sectors.

This Innovation Incubator aims to elicit recommendations from delegates towards

Facilitating a Service Revolution within GPG.

Short Presentation by: Bobby Soobryan - SAMDI

2. Re-envisaging and intervening in the second economy

Growth in the First Economy is not pro-poor and the industries that appear to be

making significant strides are those that are relatively capital-intensive and

labour-saving. Such a growth path is premised on highly skilled human capital,

and has limited potential to alleviate poverty in the short- to medium-term.

Sustainable growth and development is dependant, amongst other factors, on

the ability to bridge the dualistic First and Second economies.

This Innovation Incubator aims to elicit suggestions from delegates towards inter-

ventions in the Second Economy to enhance sustainable development and



ventions in the Second Economy to enhance sustainable development and

poverty alleviation.

Short presentation by: Prof Ben Turok - Member of Parliament

8

Page 11

3. Managing knowledge and innovation

A need exist to capture and share knowledge resources available to the GPG,

and amongst other, Government Agencies, and Local Governments. Such

knowledge networks / exchanges that share lessons learnt from development

programmes and new interventions can enable institutional renewal, service

delivery and innovation management.

This Innovation Incubator aims to elicit suggestions from delegates towards

Managing Knowledge and Innovation within the GPG.

Short presentation by: Lindani Mthethwa - Centre for Public Service Innovation

4. Establishing a “Business Gateway” to Africa

Gauteng, to attain a minimum economic growth of 6-7% by 2010, needs to

establish itself as the business gateway to Africa. This implies, amongst other, the

necessary capacity to offer infrastructure, advisory, business intelligence, consult-

ing, research and other services to facilitate South African and international

firms doing business and innovation in Africa.

This Innovation Incubator aims to elicit suggestions from delegates towards

establishing Gauteng as a “Business Gateway to Africa”.

Short presentation by: Keith Khoza - Gauteng Economic Development Agency




9

Page 12Gauteng Senior Management Services Conference •

“Building the Capacity and

Organisation of the State:

Gauteng accelerating delivery

towards Vision 2014”



10

towards Vision 2014”

Page 13• Gauteng Senior Management Services Conference

PREMIER MBHAZIMA SHILOWA

• Opening address

PROFILE

Premier Mbhazima Shilowa is the Premier of

South Africa's most urbanised and highly



11

South Africa's most urbanised and highly

industrialised province - Gauteng. He is also

the Chairperson of the ANC Gauteng Province

and is a member of its National Executive

Committee.

Shilowa started serving his second term as the Premier of Gauteng on 29

April 2004 , following the ANC's overwhelming victory in the national

and provincial elections.

His first term as the Premier of Gauteng during 1999 - 2004 was highly

successful. Under his leadership, the Gauteng Provincial Government

made impressive achievements in growing the economy, fighting poverty

and in building a compassionate public service.

Shilowa is committed to transparency and accountability and values the

contribution of the public in the work of government. He regularly con-

sults with the people of Gauteng and allows them to influence govern-

ment policies and programmes.

Shilowa grew up in the rural areas of Limpopo province. He was born on

30 April 1958 at Olifantshoek. He completed his secondary education at

Akani High School in 1978.

He became politically conscious while at High School. Growing up in the

impoverished rural areas helped shape his political outlook. He became

actively involved in politics in the seventies.

Shilowa's first employment was at John Weinberg Hardware in

Germiston in 1979. He then moved to Anglo Alpha Cement in

Roodepoort and later joined PSG Services in Johannesburg.

As a worker, Shilowa was involved in organising fellow workers to fight

for better working conditions and to defend their rights. His hard work,

dedication and commitment to fight for worker’s rights and better work-

ing conditions saw him being elected Vice-President and later President

of the Transport and General Workers Union.

Shilowa played a prominent role in the formation of the Congress of

South African Trade Unions. He was the Deputy Chairperson of the fed-

eration's Gauteng region. He was elected as COSATU Deputy General

Secretary in 1991 and in 1993 he became the General Secretary, a

position he held until his subsequent election as Premier of Gauteng.

Whilst at COSATU, he played a key role in forging close co-operation

between government, organized labour and business, and was also

instrumental in the formation of Nedlac. He has engaged extensively with

both business and government and helped in determining strategies and

practical options for developing South Africa.

As part of the ANC's negotiating team at CODESA, he was involved in

the multi party negotiations process which led to the writing of South

Africa 's democratic constitution.



11


MOGOPODI MOKOENA

Director General,

Office of the Premier

• Objectives of the Conference

PROFILE

Mogopodi Mokoena completed his secondary

education in 1982 at Tshepo-Themba High

School in Residentia. He holds a B Com Honours degree in Accounting

from the University of South Africa , where he is pursuing a postgraduate

degree in Accounting.

His employment history started in 1989, when he was appointed

Assistant National Accountant for the Congress of South African Trade

Unions. In 1991 he joined the National Education Co-ordinating

Committee where he held the post of National Accountant and later

moved to the auditing firm, Douglas and Velcich.

In 1994 he joined the Johannesburg City Council as an Internal Auditor.

He was later seconded to the then Gauteng Department of Housing and

Local Government, where he served on the Strategic Management Team -

an advisory body to the Member for Executive Council (MEC). A year

later he was appointed as the Housing and Local Government's

Department's Director of Strategic Management.

The Greater Johannesburg Northern Metropolitan Council, recognising

his financial management skills, appointed him Strategic Executive:

Finance (City Treasurer) in 1996. In this period he also served as a

national council member of the Institute of Municipal Finance Officers.

In April 1998, Mokoena returned to the Gauteng Provincial Government

as head of the Gauteng Department of Housing and Land Affairs.

In October 2000 he was appointed to the post of Director General in the

Office of the Premier in Gauteng, a post he currently holds.

He has been a board member of Blue IQ Investment Holdings since

February 2004. Since 1998 he has served as a member of the

Witwatersrand University Council and sits on its Finance and Audit

Committees. He served on the board of the Innovation Hub Management

Company from November 2000 to November 2002.

Mokoena has experience in a wide variety of fields, including financial



12

Mokoena has experience in a wide variety of fields, including financial

management and auditing, policy development, strategic planning, pro-

gramme management and general management.


PROGRAMME DIRECTOR

MALELE PETJE

HOD - Education

PROFILE

Malele PeTje’s academic qualifications include a BA, B.

Ed. and M. Phil (Adult Education) degrees. The former

two were obtained at the University of the North

(Turfloop) between 1980 and 1985 and the latter at the University of Cape

Town (UCT) between 1987 and 1988. He also trained as a teacher by obtain-

ing a University Education Diploma also at Turfloop in 1984. He attended and

completed some modular programmes focussing on Negotiation Skills and

Labour Relations with IMSSA and, Intergovernmental Fiscal Relations Course

of the Public Finance Management Programme by AFREc and the Graduate

School of Business with UCT. Completed the Senior Executive Programme with

the Harvard Business School (Boston, America) and University of the

Witwatersrand Business School (Johannesburg, South Africa).

Worked as a lecturer at the University of the North, Turfloop (1985); a staff

Development Trainer at the Catholic Institute of Education (CIE), a Lecturer,

Senior Lecturer and Head of Educational Studies Department between 1990

and 1993 at Giyani College of Education then affiliated to Wits and as a

Director: Operations in the Management of Schools Training Programme

(MSTP), an NGO doing business in the management and development of

heads of schools in partnership with Wits between 1993-1995. In 1995 he

then joined the newly established Gauteng Department of Education (GDE) as



13

a Director in one of the districts. He was promoted to the position of Deputy

Director General within the same department in 1998 after playing a broad

role of an “internal consultant”. He was further appointed on contract (2000-

2005) as an Accounting Officer of the Department a position he held with a

title of the Chief Executive Officer or Superintendent General. Besides his

professional work, he is involved in civic, political, Black Management Forum

and entrepreneurial empowerment groups.

GDE is a public service organisation responsible for the delivery of education-

al services to 1.7 million learners, currently through about 64000 employees.

As part of the smart province, the GDE is at the cutting edge of curriculum

delivery ensuring quality education, opening lifelong learning opportunities

and developing skills for the growth of the economy. As the CEO, his respon-

sibilities are Strategic Planning, Accounting Officer (annual budget of R9.5b);

Policy Development, Monitoring Standards in Education delivery (12 districts

and approximately 2400 institutions); Enhancing and contributing towards

effective corporate governance of the department. He oversee the

GautengOnline Project, an ICT school connectivity project aimed at ensuring

that all public schools, learners and teachers in Gauteng have access to inter-

net and email facilities to ensure web-based e-learning through satellite con-

nectivity.

He is a widower (to Dr Matshidiso Felicity Kaeane) and has two children, a

daughter and a son namely, Nthabiseng and Mokgalo. Although residing in

Johannesburg, Gauteng Province, he still have roots in Makurung Village, Ga-

Mphahlele in the Limpopo Province where his extended family and majority of

his clan and kinship are. He like watching sport (soccer and tennis), listening

to African music (classical, afro-jazz and reggae) and love traditional African

cuisine food.

Page 16

KENNY GOVENDER

DDG - Human Resources - DPSA

• Capacity and Organisation of the State to accelerate

delivery, successes, challenges and the way forward - A

National perspective

PROF PATRICK FITZGERALD




PROF PATRICK FITZGERALD

• Unpacking the Strategic Framework

for the Organisation and Capacity of

the GPG

PROFILE

Patrick FitzGerald (Prof.) is the Dean of the

Faculty of Commerce, Law and Management, University of the

Witwatersrand. He has previously held the positions of Public Service

Commissioner, Director-General of Environmental Affairs and Tourism

and Interim Vice-Chancellor of the University of the North. His major

fields are Comparative Public Administration, Strategy, Leadership,

Change Management and Ethics. He is the author/editor of 5 books,

including Managing Sustainable Development in South Africa (Oxford

University Press, 1995 & 97) and a number of Journal articles. He has

extensive hands-on experience in the restructuring of various organiza-

tions.

PROF BEN TUROK

• Re-envisaging and intervening in

the second economy

PROFILE

Professor Ben Turok is a Member of Parliament in

South Africa. He is a member of the Portfolio

Committees for Trade and Industry, and of Foreign Affairs (specializing in

the African Union). He was Formerly Head of the Commission on the

Reconstruction and Development Programme and member of the

Provincial Cabinet in Gauteng.

He is currently the convenor of the NEPAD Contact Group of African

Parliamentarians across Africa. He is the member of the Executive Board

of the council of Europe’s north – South Centre and represents the South.

14




Ben Turok has three degrees, in engineering, philosophy and political sci-

ence. He is the author of 17 books on development in Africa. He has

taught at the Open University, UK, and the University of Zambia and lec-

tured at many other institutions. He has worked in Kenya, Tanzania,

Zambia, Zimbabwe, South Africa and the UK, and he has lectured or

presented papers at conferences at a wide range of international institu-

tions including the United Nations. He is a member of the International

Development Economists Association.

He was the founding Director of the Pan – African Policy Research

Institute for African Alternatives (IFAA) in 1986. He is currently Visiting

Professor at the University of KwaZulu-Natal. He is the Editor and

Chairperson of new Agenda, South African Journal of Social and

Economic Policy. He was a finalist in the Sunday Times Book of the Year

for non Fiction in 2004.

He has been a member of the African National Congress alliance for five

decades, was formerly the National Secretary of the SA Congress of

Democrats and a member of the National Secretariat of the congress

Alliance. He was an accused in the 1956 Treason Trial and served three

years in prison from 1962 – 1965.

LINDANI MTHETHWA

• Managing knowledge and innovation

PROFILE

Lindani Mthethwa started his career in 1989 as a

teacher and later as a lecturer in Economics and

History. He then moved to The Education

Foundation Trust, an NGO involved in Education

Analysis, ICTs and Development of Information

Management Systems. In 2003 he joined the Center for Public Service

Innovation, an Agency of the Department of Public Service and Administration

as a Program Manager responsible for Integrated Service Delivery through

ICT, Innovation in Public Sector, Research and Knowledge Management. He is

currently Acting CEO of the Center for Public Service innovation.



15


KEITH KHOZA

• Establishing a “Business Gateway” to

Africa

PROFILE

Keith Khoza was born in the township of Alexandra north of

Johannesburg. He became an activist from a young age occupying impor-

tant roles in the progressive student, youth and labour movements. As a

student, he got involved in student politics and consequently was one of

the leaders of COSAS in Soweto until it was banned in 1986.

Prior to the 1994 democratic breakthrough he was deployed by the

African National Congress in the former Bophuthatswana areas to estab-

lish ANC structures. It was during this time that he worked closely with

Popo Molefe who at the time was the ANC’s candidate for Premiership in

the now North West Province which incorporates a large part of the for-

mer Bophuthatswana areas.

As an adviser to Molefe, who subsequently became Premier of the North

West province, Khoza is accredited with assisting in establishing struc-

tures of the provincial government in the highly hostile environment of the

former Bophuthatswana areas. He also played an important role in lay-

ing the foundations for the establishment of the North West Youth

Commission, the first Youth Commission to be established in the country.

In 2003, Mr. Khoza joined the Gauteng Department of Housing as a

Chief Director responsible for Communication and Consumer services.

During this period he became the spokesperson and adviser to the then

MEC for Housing Paul Mashatile.

When Mashatile was appointed the MEC for Finance and Economic

Affairs in May 2004, Khoza assumed responsibilities of being a Deputy



16

Director General responsible for Governance in Mashatile’s Department,

a position he still occupies to date.

Recently Khoza was appointed as the acting Chief Executive Officer of

the Gauteng Economic Development Agency. The Agency is tasked with

the responsibility of attracting domestic and foreign investment into

Gauteng and facilitating local economic development.

Khoza holds a postgraduate diploma in Administration and a Masters in

Public Administration both from Liverpool University.

He is married to Pearl Khoza and together they have 5 children.


PROF NICK BINEDELL

• Why being good is not good enough:

A case for re-organising the State

PROFILE

Nick Binedell is the Founding Director and Sasol Chair of Strategic

Management of the Gordon Institute of Business Science, a Business

School situated in Illovo, Johannesburg and established in January

2000, by the University of Pretoria.

After an initial career in the industry in the Mining and Manufacturing

sectors in sales and general management in the Barlow Rand Group,

Binedell has focused his career for the past 20 years in the area of busi-

ness education.

His academic qualifications include a PhD from the University of

Washington in Seattle, an MBA from the University of Cape Town and a



17

Washington in Seattle, an MBA from the University of Cape Town and a

Bachelor of Commerce degree from Rhodes University.

From 1992 to 1997 he was the Director of the Wits Business School. In

1998 he was invited to establish a new business school focused on

meeting the individual and corporate needs of business in South Africa.

The school has rapidly established itself as a leading business school in

South Africa with a strong focus on partnering with leading South

African corporates and providing a high level of local and international

business education. It was recently ranked as one of the top 40 global

executive education providers by the London Financial Times.

Binedell is a determined traveller and explorer. His earlier roots includ-

ed extensive travel and by the time he was ten he had lived in

Zimbabwe, Germany, Yemen, Kenya, South Africa and Britain. He has

spent five years in the United States and in the past three years has trav-

elled to Sydney, Shanghai, Dubai, Prague, Budapest, Lagos as well as

European and American cities.

His area of expertise is in the field of business strategy formulation and

his academic and consulting work, although dominantly in South Africa,

includes work in the United States, Europe and Australia.


PROF ROY MARCUS

• The Management of Innovation for



• The Management of Innovation for

acceleration in service delivery;

a general management imperative

PROFILE

Roy Marcus graduated with a BSc in Mechanical Engineering from the

University of the Witwatersrand, Johannesburg in 1972. In 1974 and

1978 he was awarded the degrees of MSc and PhD for research work

conducted in the field of pipeline transportation of solids. In 2004 he was

awarded the degree Doctor Technologiae honoris causa from the Technikon

Witwatersrand.

In 1980 he was appointed the Transvaal Industries Professor of Mechanical

Engineering and shortly thereafter was appointed the Head of the School

of Mechanical Engineering. In 1983 he was appointed the deputy dean of

the faculty of Engineering and in 1985 the dean of the faculty of

Engineering.

During his stay at the University of the Witwatersrand he was responsible

for the establishment of the Materials Handling Research Unit and the

founding director of the Science Park at Frankenwald.

In 1986 Marcus left the University to join Cargo Carriers where he was

appointed to the post of managing director in 1987. Since leaving Cargo

Carriers, he has occupied senior executive positions in several local and

international companies, in the fields of venture capital, property develop-

ment, management consulting, manufacturing and mining.

He currently holds the position of, chairperson of the Da Vinci Institute for

Technology Management, Honorary Consul of the Republic of Belarus,

Ministerial appointee to the Council of the University of Johannesburg, the

President of the South African Engineering Association, and the chairper-

son of the South African Power Utility Research Advisory Board. He is an

honorary professor of the University of Warwick, and a Fellow of the South

African Academy of Engineering. He represents South Africa as a board

member of the international Sustainable Trade and Innovation Centre

(STIC).

ANNE GITHUKU-SHONGWE

Policy Advisor - UNDP

• Building the Organisation and

Capacity of the State: An International

Case



18


THEMBA FOSI

Acting Executive Manager

Intergovernmental Relations Policy -

Department of Provincial and Local

Government

ROGER RONNIE

General Secretary - South African Municipal

Workers Union

VERNON VAN WYK

CEO - Gauteng Intersectoral

Development Unit

PROFILE

Dr Vernon van Wyk grew up in Vereeniging

where he matriculated from the General Smuts

High School in 1969.

He began his post school academic career in 1971 when he attended the

University of Pretoria where he completed the B.A. (Soc Sc) degree in

1973. He continued studying and obtained the

Hons. B.A. (Soc Sc) degree (1976); M.A (Soc Sc) (1978);

Advanced Diploma in Public Administration (1987); Diploma in Theology

and Ministry (2006); D Social Work (2000)

Van Wyk has done various courses for non-Degree purposes, namely:

Marriage Guidance and counselling (1977); Development Administration I



19

(1992); Development Administration II (1993); Private Law I (1993)

Van Wyk is a Registered Social Worker. He joined the public service in

1974 and worked himself up through the ranks to his current position. He

was Head of the Gauteng Department of Social Development (1994 –

2003) and is currently deployed as CEO of the Gauteng Intersectoral

Development Unit.

Van Wyk served as a Board Member of the HWSETA (2000 – 2005) and

was appointed as Chairperson from April 2005.

Van Wyk is a Commissioned Local Preacher in the Methodist Church at

Alberton.

He is married, has two daughters and two grandchildren.


PASCAL MOLOI

PROFILE

He is a South African, born on 8th April 1961,

married with 3 boys. He obtained a BA in

Political Science and Industry Sociology from the

University of the Witwatersrand.

During 1989 to 1991, he worked as a Project Officer for the Soweto

Civic Association responsible for developing strategy and policy advice

for the Associations Executive Committee and its General Council. He

took a placement as a Manager: Local Government Unit for and NGO

called PLANACT. He also served in the Technical team appointed by the

non-statutory parties to the National Local Government Negotiations

Forum (1993-1994).

In 1994, he joined the Office of the President as the Director: Local

Government and Economic Development, until 1996.

He joined the Greater Johannesburg Northern Metropolitan Local Council

in 1996 as the Chief Executive Officer and accounting officer for Council.

As part of his mandate, he managed the interface between the council

and the technical team to assist the Johannesburg Council in addressing

the 1997/98 financial crisis.

He also served for the same council as the Transformation Manager for

the Greater Johannesburg Metropolitan Council between 1998 to 2001,



20

the Greater Johannesburg Metropolitan Council between 1998 to 2001,

working in a team with the Chief Finance Officer and the Labour

Relations Officer to design and manage the implementation of measures

to improve the finances of the Johannesburg Council, effect sustainable

institutions to deliver services and to introduce effective management con-

trol systems. Moloi was directly responsible for institutional development

and for managing and leading the design and implementation of core

city structures.

He was later appointed in 2001 as the City Manager of the City of

Johannesburg to date.

BHEKI SIBIYA

PROFILE

Born in the deep rural areas of Kwa-Zulu Natal,

through sheer diligence and his dedication to self

development, Bheki completed a B Admin degree

at the University of Zululand and an MBA in the

USA. He has worked in a number of companies, serves in a number of

boards: He is the Deputy Chairman of Tiger Brands and the Chairman of

Brait South Africa. He is the Past President of the BMF and a founding

CEO of Business Unity South Africa.


MORETLO MOKUELE

PROFILE

Moretlo Mokuele is the Chief Director: Strategic

Human Resources and Management Services in

the Office of the Premier.

Mokuele was the Managing Director of Khawuleza Business Solutions, a

consulting company she started in March 2004. Khawuleza Business

Solutions’ main focus is Management and HR Consulting, Software



21

PROGRAMME DIRECTOR

MANCHING BENEDICT MONAMA

HOD - Housing

PROFILE

Manching Benedict Monama is the current Head

of the Gauteng Department of Housing. After obtaining a LLB degree at the

University of Witswatersrand in 1987, she started her career as a paralegal at

the Black Sash Paralegal Service.

She moved around in legal circles extensively, admitted as attorney to the

Supreme Court in 1990 and further studying at Harvard University in America

in 2001 and 2003 respectively. Her experience over the last more than twenty

years range from being a field worker for the South African Council of

Churches, doing articles of clerkship at two prominent law firms, starting as

attorney at the Legal Resource Centre in Pretoria and ending up appointed as

the Regional Director at the centre.

Her responsibilities gave her the opportunity to focus on the protection and

promotion on human and people’s rights and the resistance of apartheid’s

laws before 1994. Post 1994 the focus shifted onto the implementation, pro-

motion and protection of South Africa’s new constitution and the Bill of Rights.

Solutions’ main focus is Management and HR Consulting, Software

Development and Implementation.

Before starting her own business, Mokuele was previously employed in the

public sector for eight years. She spent six of those years in senior manage-

ment positions. Her last position in the public sector was that of Chief Director

for Corporate Services at the Department of Public Enterprises.

Mokuele believes excellent customer service is critical and attention to detailed

is imperative. She also sites courage, the will to succeed and sheer determina-

tion as necessary qualities.

Her interest and hobbies include reading and cooking up a storm!




In 1998 Monama was appointed the Director-General of the Limpopo

Provincial Administration.

Her responsibilities included the co-ordination of the functions of the provincial

administration and its departments and to ensure that the national and provin-

cial policies and legislation are implemented; to ensure a dynamic, functional

organised and systematically integrated environment framework conducive to

good governance; co-ordination of Integrated Provincial Planning across

spheres of government; co-ordination of strategic information research and

knowledge management provincially and monitoring implementation of

provincial government priorities.

Her current position as Head of the Gauteng Department of Housing gives her

the opportunity to help build an effective, efficient and caring government in

housing delivery; to facilitate, fund and manage the priorities of tenure and

appropriate quality service; and to manage the mainstream implementation of

the expanded public programmes.

Having worked in most senior executive management positions, Monama

would in future like to explore management of regional organisations for

integration of social and economic programmes in the region.

MJ MOLAPISI

Chairperson: SANGOCO

PROFILE

- Gauteng Provincial Executive Council Chairman of Sangoco.

- Chairman and Acting CEO of Rainbow Foundation Development Trust.

- Member of APRM Governing Council (PGC).

GLORIA YOUNG

• Activating teams and knowledge

transfer for strategic decision making:

A case study from the City and County

of San Francisco

PROFILE

Gloria Young has over 25 years of experience working in the public sec-

tor as well as being a management consultant to public and private



22

organizations. She brings extensive practical experience in city and

county government administration. She has worked in all levels of

government, formed excellent relationships with elected officials, and

partnered with senior managers to provide leadership and visionary

planning strategies for the community. She was an elected school board

member for 13 years, served on numerous boards, and has received

state and local recognition.

Page 25

As Clerk of the Board and Legislative Administrator for the City and

County of San Francisco, Young manages the legislative branch of gov-

ernment under the Board of Supervisors. She is responsible for all legisla-

tion, seven agencies, and over 100 staff members including executive

managers, legislative analysts, legislative aides, accountants, personnel

administration, and information management.

She is responsible for the preparation, management and oversight of an

$11 million budget in accord with standardized municipal budgeting and

monitoring systems. Young was the first woman to be hired in this posi-

tion since the 1800s, as well as the first woman of color. She is also the

first person to be appointed by a unanimous vote of the legislative body.

Young worked for the City of Palo Alto, California, where she served as

City Clerk reporting to nine elected officials; and was a member of the

City’s senior management team. She partnered with other City officials to

provide assistance, leadership and support to a neighboring community,

whose population was predominantly African American and whose eco-

nomic growth and development was in dire need.




23

Page 26

NOTES




24

Page 27Page 28



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fighting poverty

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