LEADERSHIP AND PUBLIC ADMINISTRATION COMPETENCE NEEDS FOR IMPLEMENTING THE 2030 SDG AGENDA IN AFRICA. Prof Dr Hendri Kroukamp

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1 LEADERSHIP AND PUBLIC ADMINISTRATION COMPETENCE NEEDS FOR IMPLEMENTING THE 2030 SDG AGENDA IN AFRICA Prof Dr Hendri Kroukamp

2 DISCUSSION POINTS INTRODUCTION SUSTAINABILITY CONCEPTUALISED AND APPLICABILITY TO LOCAL GOVERNMENT LOCAL GOVERNMENT PERFORMANCE IN SOUTH AFRICA THE ROLE OF LEADERSHIP TO IMPLEMENT THE 2030 AGENDA IN AFRICA SKILL VS COMPETENCY COMPETENCIES REQUIRED BY LOCAL LEADERSHIP TO IMPLEMENT THE SDG s CONCLUSION

3 SUSTAINABILITY CONCEPTUALISED AND ITS APPLICABILITY BROAD APPEAL AND LITTLE SPECIFICITY DEVELOPMENT, ENVIRONMENT, EQUITY MOTIVATIONS FOR SUSTAINABILITY INDICATORS DECISION-MAKING AND MANAGEMENT, ADVOCACY, PARTICIPATION, CONSENSUS BUILDING, RESEARCH AND ANALYSIS ABILITY OR CAPACITY OF SOMETHING TO BE MAINTAINED OR TO SUSTAIN ITSELF LIVING WITH THE MEANS OF OUR NATURAL SYSTEMS AND A LIFESTYLE THAT WILL NOT HARM OTHERS PUBLIC SECTOR EXAMPLES

4 SUSTAINABILITY CONCEPTUALISED AND ITS APPLICABILITY MILLENNIUM DEVELOPMENT GOALS PROMOTE GLOBAL AWARENESS; POLITICAL ACCOUNTABILITY, IMPROVED METRICS, SOCIAL FEEDBACK, PUBLIC PRESSURES SUSTAINABLE DEVELOPMENT GOALS BALANCE EFFICIENCY AND SOCIAL EQUITY, ECONOMIC GROWTH AND ENVIRONMENTAL PROTECTION, ECONOMIC WELL-BEING AND HUMAN CONCERNS CHALLENGE TO ALIGN NATIONAL POLICIES WITH GLOBAL DEVELOPMENT GOALS EXACERBATED BY SDGs INTEGRATED NATURE AND THE CHALLENGES OF MEASURING, MONITORING AND COMMUNICATING PROGRESS

5 SUSTAINABILITY CONCEPTUALISED AND ITS APPLICABILITY OBSTACLES IN ALIGNING NAT/GLOBAL GOALS TIME ADOPTED SUPERIMPOSING A GLOBAL AGENDA ON LOCAL PLAN POLITICALLY PROBLEMATIC 2030 AGENDA ADDRESSES GLOBAL COMMITMENTS NOT NATIONAL DEVELOPMENT CHALLENGES FIVE (5) GUIDELINES POLITICAL BUY-IN DISPLAYED NATIONAL OWNERSHIP KEY UTILIZE EXISTING STRUCTURES/PROCESSES GOVT DEPT COOPERATION AND SECTORS INCLUDE LONG-TERM TRANSNATIONAL IMPACTS INTO POLICY-MAKING PROCESSES

6 SUSTAINABILITY CONCEPTUALISED AND ITS APPLICABILITY HINTS OF GOVERNANCE INTERACTION AND DECISION-MAKING IN GOVT CREATING, USING, MANAGING NETWORKS INVOLVE CITIZENS TO REPRODUCE SOCIAL NORMS AND INSTITUTIONS FOR SD PROVIDE EFFECTIVE AND EFFICIENT SERVICES IMPROVE QUALITY OF LIFE CHALLENGES ON CAPACITY BUILDING VISIONS, STRATEGIES AND METHODS FOR SUSTAINABLE GOVERNANCE CITIZEN PARTICIPATION AND STAKEHOLDER COORDINATION, IMPROVE SYSTEMS, MANAGE HUMAN AND FINANCIAL RESOURCES

7 LOCAL GOVERNMENT PERFORMANCE IN SOUTH AFRICA LEGISLATION AND REGULATIONS REVAMP EXPENDITURE MANAGEMENT SYSTEM REALLOCATION OF EXISTING RESOURCES STABLE FISCAL ENVIRONMENT BUSINESS PLANNING FOR STRATEGIC PLANNING MODERNISATION OF PROGRAMMES IMPLICATIONS? RADICALLY OVERHAUL AND TRANSFORM LOCAL GOVERNMENT LOCAL GOVERNMENT PERFORMANCE?

8 LOCAL GOVERNMENT PERFORMANCE IN SOUTH AFRICA CONCERNS IN RESPECT OF CAPACITY CAPITAL AND OPERATIONAL EXPENDITURE UTILIZATION OF CONSULTANTS UNDERSPENDING IN POVERTY AREAS INCREASING NUMBER OF ALTERNATIVE SERVICE PROVIDING STRUCTURES IMPLEMENTATION OF POLICIES WHY STILL A PROBLEM? 95 OF 278 FINANCIAL DISTRESS; QUALIFIED AUDITS; 43 NO FINANCIAL STATEMENTS; 17 CLEAN AUDIT OPERATION CLEAN AUDIT 2019 TARGETS POLICY AND PLANNING DONE BY TOP MANAGEMENT

9 THE ROLE OF LEADERSHIP IN ENSURING SUSTAINABLE LOCAL GOVERNMENT (1) NEED DYNAMIC AND MULTI-FACETED STRATEGY IMPROVE EEA & APPLICATIONS OF SYSTEMS AND POLICIES SUPPORT A GOOD CORPORATE CULTURE PUT PUBLIC INTERESTS FIRST SHARED COMMITMENT DEPENDS ON ROLE OF LOCAL GOVERNMENT IN SERVICE DELIVERY, CAPACITY OF PEOPLE, AVAILABLE RESOURCES ADDRESS CHALLENGES IN THE LONG-TERM BY PROVIDING OPERATIONAL GUIDELINES, ACCESS TO TRAINING, AVAILABILITY OF SPECIALIZED SKILLS STRONG, COHERENT LEADERSHIP

10 THE ROLE OF LEADERSHIP IN ENSURING SUSTAINABLE LOCAL GOVERNMENT (2) LEADERSHIP TWO LEVELS OF ANALYSIS FORMULATING/IMPLEMENTING POLICY, UPHOLD LAW, DELIVER SERVICES, MANAGE RESOURCES TENSION POLITICAL & MANAGERIAL LEADERSHIP PRESSING & LONG-TERM NEEDS WORK IN STRATEGIC PARTNERSHIP CREATING A CULTURE TO HANDLE TENSIONS LEADER / ETHICAL AND DISTRIBUTED LEADERSHIP MANAGEMENT THOUGHT ON LEADERSHIP DEVELOPING RELATIONSHIPS UTILIZATION OF RESOURCES MANAGING IMAGE

11 THE ROLE OF LEADERSHIP IN ENSURING SUSTAINABLE LOCAL GOVERNMENT (3) PERSPECTIVES ON LEADERSHIP FOLLOWER CHARACTER BASED NEW SKILLS NEEDED ie MANAGING CHANGE, HR, MULTI-LATERAL AGREEMENTS, RISK LEVELS FOR LEADERSHIP TO BE APPLIED SOCIETAL REQUIRES A HOLISTIC APPROACH FOR CONTINUOUS M&E WITH A POSITIVE IMPACT ON SOCIETY INTERGOVERNMENTAL ACROSS MULTIPLE GOVT SPHERES DOES NOT EXIST TRANSFORMATIONAL LEADERSHIP NECESSARY ORGANIZATIONAL CHANNEL INDIVIDUAL EFFORTS TO ACCOMPLISH ORGANIZATIONAL GOALS

12 THE ROLE OF LEADERSHIP IN ENSURING SUSTAINABLE LOCAL GOVERNMENT (4) DEMANDS ON LEADERSHIP VISION OF THE FUTURE FOCUS ON LONG-TERM OPPORTUNITIES AND GOALS INSPIRE OTHERS INNOVATIVE PROBLEM-SOLVING SOLUTIONS RECONNECT WITH STAKEHOLDERS ORGANISATIONAL CULTURE OF MANAGING FOR RESULTS AND LEARNING TO BUILD CAPACITY DIALOGUE WITH CITIZENS PROMOTE PUBLIC SECTOR ETHICS TO ENHANCE TRUST MAKE LOCAL GOVERNMENT MORE RELEVANT CREATE TRANSPARANCY IN GOVERNANCE RECRUIT, RETAIN AND DEVELOP BEST TALENT, SKILLS AND COMPETENCIES

13 SKILL Proficiency, facility, or dexterity that is acquired or developed through training or experience. The ability, coming from one's knowledge, practice, aptitude, etc., to do something well. An ability and capacity acquired through deliberate, systematic, and sustained effort to smoothly and adaptively carry out complex activities or job functions involving ideas (cognitive skills), things (technical skills), and/or people (interpersonal skills). COMPETENCY A cluster of related abilities, commitments, knowledge, and skills that enable a person (or an organization) to act effectively in a job or situation. Competencies refer to skills or knowledge that lead to superior performance. A competency is more than just knowledge and skills. It involves the ability to meet complex demands, by drawing on and mobilizing psychosocial resources (including skills and attitudes) in a particular context. A skill is the learned capacity to carry out pre-determined results. A measurable pattern of knowledge, skills, abilities, behaviors, and other characteristics that an individual needs to perform work roles or occupational functions successfully.

14 SKILL COMPETENCY A state of being highly trained or experienced in a field of work. Measurable skills, abilities and personality traits that identify successful employees against defined roles within an organization. The ability to do something well. Competencies specify the "how" (as opposed to the what) of performing job tasks, or what the person needs to do the job successfully. A learned ability to bring about the result you want, with maximum certainty and efficiency. Competencies, therefore, may incorporate a skill, but are more than the skill, they include abilities and behaviors, as well as knowledge that is fundamental to the use of a skill.

15 COMPETENCY: TYPES AND CATEGORIES Competency Categories Core Competencies Key Competencies Critical Competencies Competency Types Professional Competencies Functional Competencies Behavioral Competencies

16 COMPETENCIES REQUIRED BY LEADERSHIP COMPETENCIES FOR POLITICAL-LED ORGANISATIONS ACCESSIBILITY OF SERVICES PARTICIPATION IN DECISION-MAKING GREATER RESPONSIVENESS CAPACITY BUILDING INTELLECTUAL COMPETENCIES COGNITIVE CAPACITY CREATIVITY VISIONING COMPETENCIES MANAGEMENT COMPETENCIES ACTION ORIENTATED MANAGEMENT ORGANIZATIONAL AWARENESS TEAMWORK ABILITIES PARTNERING SKILLS

17 COMPETENCIES REQUIRED BY LEADERSHIP RELATIONSHIP COMPETENCIES INTERPERSONAL RELATIONS COMMUNICATION SKILLS PERSONAL COMPETENCIES STAMINA ETHICS AND VALUES PERSONALITY BEHAVIORAL FLEXIBILITY SELF-CONFIDENCE TECHNICAL COMPETENCIES SUBSTANTIVE POLICY EXPERTISE PERF MEASUREMENT AND CONTRACT MNGT SKILLS KNOWLEDGE OF IT AND E-GOVERNANCE

18 LEADERSHIP: QUO VADIS? CREATIVE AND PROPOSE INNOVATIVE PROBLEM SOLVING SOLUTIONS PROMOTE EQUITY IN SERVICE DELIVERY RECONNECT WITH STAKEHOLDERS DEVELOP APPROACHES TO POVERTY ALLEVIATION AND OTHER SDG GOALS MAKE THE INSTITUTIONS MORE RELEVANT PROMOTE TRANSPARENCY IN GOVERNANCE PROMOTE DEMOCRATIC INSTITUTIONAL DEVELOPMENT inter alia THROUGH DIALOGUE WITH CITIZENS PROMOTE PUBLIC SECTOR ETHICS TO ENHANCE CONFIDENCE WITHIN THE INSTITUTION ITSELF

19 MM/CFO COMPETENCY LEVELS IN SOUTH AFRICA Number of Municipal MM meeting CFOs CFOs meeting municipalities Managers minimum minimum (MM) competency competency EC FS Gauteng KZN Limpopo Mpumalanga NC NWC WP TOTAL

20 CONCLUSION LEAD BY EXAMPLE MOTIVATE, COMMUNICATE, INSPIRE AND TRY OUT NEW VENTURES

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22 LOCAL GOVERNMENT SERVICE DELIVERY IN SA AND CITIZEN PARTICIPATION DISSATISFACTION WITH SERVICE DELIVERY ESPECIALLY IN SMALLER MUNICIPALITIES CHALLENGES re CITIZEN PARTICIPATION CONTEXT INFLUENCED BY TRADITION AND STATE GOVERNANCE, POLITICS AND ADMINISTRATION, LEGAL CULTURE, RESOURCE ALLOCATION / DEPENDANCY NO PARTICIPATION DUE TO PERSONAL INTEREST, TIME, LACK OF KNOWLEDGE & LOW LEVEL OF EDUCATION INEFFICIENCY IN IDENTIFYING PUBLIC PREFERENCES LACK OF CLEAR RULES TO RESOLVE CONFLICT DISILLUSIONMENT WITH COUNCIL MEETINGS/IDPs NEED INFORMAL, OPEN & UNSTRUCTURED DELIBERATIONS EXTENT OR DEGREE OF PARTICIPATION ILLITERACY, ECONOMIC DECLINE, GDP GROWTH, GROWING POPULATION, EMPLOYMENT, CRIME RATE

23 LOCAL GOVERNMENT SERVICE DELIVERY IN SA AND CITIZEN PARTICIPATION (CONT.) CHALLENGES re CITIZEN PARTICIPATION LOW MORALE REDUCED INTEREST DUE TO NO EFFECT / OUTCOME GREATER INSTABILITY AND DISCONTENT UNDERMINING GOVERNMENT AUTHORITY BAD COMMUNICATION VALUE OF CITIZEN PARTICIPATION CONSTITUTES AFFIRMATIVE ACTIVITY MOBILIZE ENERGY & RESOURCES OF THE POOR CONSTITUTES INSIGHT, INFO, KNOWLEDGE, EXPERIENCE LISTENING, TREATING WITH RESPECT, RESPONDING PERCEPTIONS LEAD TO MISTRUST

24 LOCAL GOVERNMENT SERVICE DELIVERY IN SA AND CITIZEN PARTICIPATION (CONT.) PRECONDITIONS FOR CITIZEN PARTICIPATION CHANGING ATTITUDES AND BEHAVIOUR SENSITIVITY TO INTERCULTURAL RELATIONS BETWEEN DIVERSE CULTURES UNDERSTANDING TRANSFORMATION iro WHERE ADMINISTRATIVE DELAYS CAN TAKE PLACE FINDING INNOVATIVE AND ACCEPTABLE SOLUTIONS COMMUNICATION MANAGE CHANGE TEAMWORK CHERISH EDUCATIONAL OPPORTUNITIES TEACHING OF PRODUCTIVE SKILLS

25 PUBLIC-PRIVATE PARTNERSHIPS BAAM PROJECT LESS FORMAL CHARACTERISED BY MoU (67) DRAWS ON SKILLS, RESOURCES & GOODWILL B2B 5 ELEMENTS PUTTING PEOPLE FIRST DELIVERY OF A VARIETY OF BASIC SERVICES GOOD GOVERNANCE ADMINISTRATION SOUND FINANCIAL MANAGEMENT AND ACCOUNTING ROBUST INSTITUTIONS AND ADMINISTRATION IMPORTANT DRIVERS AGREED PRIORITIZED FOCI JOINT IMPLEMENTATION PLAN MONITORING AND EVALUATION OF OUTCOMES MUTUAL TRUST AND CO-CREATION OF SOLUTIONS