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

1. 20-year review of delivery in a democratic, developmental state 2013 Gauteng Senior Management Conference 14 November 2013

2. 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

3. 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

4. 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

5. 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.

6. 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

7. 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)

8. 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 • Accountabilityfor performance & corrective interventions to address under-performance & delivery obstacles • More effective resourcing of priorities and outcomes

9. 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

10. 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

11. Equitable growth Sustainable development & infrastructure Gauteng 2055 Framework Driven by the developmental state, an engaged civil society and an active citizenry Good governance Social inclusivity & cohesion A liveable, equitable, prosperous and united GCR 2055

12. NDP’s Cycle of Development

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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).

19. 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)

20. 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

21. 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

22. 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 20th 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