DISCUSSION 2 TRANSFORMATIVE PUBLIC SECTOR LEADERSHIP FOR SUSTAINABLE DEVELOPMENT The Kenyan Experience Prof. Margret Kobia, PhD, CBS Chairperson, Public Service Commission of Kenya 2014 UN PUBLIC SERVICE FORUM DAY AND AWARDS CEREMONY, KINTEX, GOYANG, REPUBLIC OF KOREA Monday 23 rd June 2014
PRESENTATION HIGHLIGHTS 1 2 3 4 Introduction: Kenya Social, Economic & Demographic Profile Conceptualization Transformative Leadership The Leaders of Public Sector Transformation in Kenya Foundations of Kenya s Public Sector Transformation 5 Tools and Strategies for Transforming Kenya 6 7 8 9 Areas of Focus in Kenya s Transformation Agenda challenges to public sector transformation in Kenya Lessons learned The future of Kenya s transformation images
1 - KENYA: SOCIAL, ECONOMIC & DEMOGRAPHIC PROFILE Independence 1963 Population 40 Million Type of Government Hybrid: Presidential, Parliamentary Democracy Levels of Government 2, National & County (47 counties) Legislative Arm of Government Bicameral Parliament (National Assembly [349 Members:290 elected, 47 elected women reps, 12 nominated], Senate [67 Members:47 Elected, 20 nominated] National Development Blue Print Kenya Vision 2030 Constitution 2010 introduced fundamental reforms Role of Public Service Efficiency and Effectiveness in Service Delivery
2 - CONCEPTUALIZATION TRANSFORMATIVE LEADERSHIP Transformation A fundamental Change in public sector efficiency Leadership Defined in different ways Elements commonly emphasized: guide, direct and influence towards a desired goal Transformative Leader A person who can guide, direct, inspire and influence others to bring about a fundamental positive change.
QUALITIES OF TRANSFORMATIONAL LEADERSHIP A. VISION & COMMITMENT 1.Equality 2.Equity 3.Empowerment 4.Human Rights 5.Peace 6.Sustainability 7.Shared Power, Responsibility, Well-Being 5 B. INSTITUTIONAL BEHAVIOUR 1.Participatory 2.Egalitarian 3.Responsive 4.Transparent 5.Accountable 6.Non-Corrupt 7.Consensus Oriented 8.Empowering
3 PUBLIC SECTOR TRANSFORMATION LEADERSHIP IN KENYA: WHO ARE THE LEADERS? Comprises the political and managerial leadership. Political Leadership President, Deputy President, Parliament, Governors = Layout policy agenda, prioritize reform (Role is critical) Managerial Leadership Cabinet Sectaries, Principal Secretaries and Technocrats = Implement transformation policy (Role is critical and Instrumental)
4 FOUNDATIONS OF KENYA S PUBLIC SECTOR TRANSFORMATION ( Different A Jomo Kenyatta (1963-1978) Focused on three broad areas of development (poverty reduction, education and Health) He championed development of Sessional Paper No. 10 of 1965 on African Socialism Its applications to planning and leadership in Kenya (Registered Initial Success with Economy, Some Transformation) Daniel Arap Moi (1978-2002) Error of Structural Adjustment Program (externally driven), minimum legislative and administrative reforms (General Public Sector Decline, Some reform initiatives stalled). Weakened public sector institutions. Economy growing at 2.1%
Mwai Kibaki (2003-2013) Established Foundations for Transformation Developed and implemented Economic Recovery Strategy for Wealth and Employment Creation [ERSWEC] (2003-2007) ERSWEC gave rise to Kenya Vision 2030 (2008-2030) Public Sector Transformation Department (2004) Performance Contracting (Re-introduced Implementation Started in 2004) in 2003, Economy grew at 7% (Got UN awards for innovations in public sector reforms) Uhuru Kenyatta (2013 to date) A Revolutionary Manifesto Jubilee Manifesto on Transforming Kenya [2013-2017) 3 Pillars Unity, Economy transparency Convergence between Manifesto and Vision 2030 Programs (Harmonization) Transformation is well supported by the Constitution 2010
5 TOOLS AND STRATEGIES FOR TRANSFORMING KENYA Tool 1: Economic Recovery Strategy for Wealth and Employment Creation (ERSWEC) ERSWEC Goals: Sustained Economic Growth Wealth Creation Poverty Reduction Broad Improvement in the Well-Being of Kenyans 9
Tool : Performance Contracting 1 2 3 4 5 Performance Contracting is a negotiated agreements on deliverable targets based on the available resources. Performance Contracts (PC) Re-Introduced in 2003 Under NARC Government Every ministry or agency top leadership were put on PC monitored and annual results announced publicly. PC hold the management accountable for results and improves service delivery. Implementation of PCs started with Permanent Secretaries and Accounting Officers thereafter cascaded to senior staff.
AREAS OF FOCUS IN KENYA S TRANSFORMATIVE LEADERSHIP AGENDA AREA OF FOCUS I: IMPLEMENTATION OF THE CONSTITUTION OF KENYA 2010 The Constitution 2010 was a turning point in the history of Kenya The first element within the Kenya s Transformation Agenda is the implementation of the Constitution 2010. Provides for the formulation of legislation (New Acts) by parliament towards fundamental transformation of the public sector. 11
AREAS OF FOCUS..CNTD Key elements of the Constitution: Bill of Rights - Ensuring a free and fair nation that promotes equality for all Kenyans. Leadership and Integrity - Exercising professionalism and good ethics in the leadership of public office Public Service. Public Service is chapter in the Constitution Providing standards and quality of public service to Kenyan people 12
Area of Focus II: Kenya Vision 2030 13
Kenya Vision 2030 - Pillars Economy - To maintain a sustained economic growth of 10% p.a. over the next 25 years Social - A just and cohesive society enjoying equitable social development in a clean and secure environment Political - An issue-based, people-centered, result-oriented, and accountable democratic political system 14
Vision 2030 5-Year Plans & Reports First Medium Term Plan (MTP1) The First Medium Term Plan (MTP 1) covered the period 2008-2012 of Kenya s Vision 2030. Under the first Medium-Term Plan (MTP-1) of Kenya s Vision 2030 strategy, significant efforts were made to promote growth and preserve sound economic policies under challenging circumstances. Reforms implemented across the board but only some sectors showed significant progress.
Achievements Under MTP1 1 2 3 4 Improving Infrastructure Improved Social Indicators e.g. School enrolments, lower mortality rates Although lower than prediction Average GDP growth 4.8 percent (Despite repeated droughts, high inflation, global financial crisis, and political uncertainty) 4 2.7 Million Jobs created against an objective of 3.3 million Source:... 16
Second Medium Term Plan (MTP2): 2013-2017 Covers the period 2013-2017 It seeks to build on the successes of MTP 1 including: Microeconomic stability The enactment of the laws as per constitution 2010 Infrastructure development Growth of service Sectors; and Improved Education
Major Public service Delivery Transformation goals Include: Revolutionizing Kenya s public service offices by providing and processing official documents online saving on time and costs; eg one stop shop referred to as Huduma centers Creating a 24/7 user-friendly, convenient channel to enable easy access to public services via mobile phones; and Providing highly knowledgeable, competent staff in an ultramodern, high-tech public service facility.
CHALLENGES OF TRANSFORMATION IN KENYA 1. Complexity of the public sector Goals/priorities change continuously and the Govt has to deal with emergencies 2. Implementation Capacity Human, institutional, financial. Eg challenges brought by interface between Ministers and Principal Secretaries 3. Public Sector Corruption Diversion/leakage/loss of resources Corruption Index for Kenya (Score: 27%, Rank 125 out of 175 globally, [TI, 2014]). 4. Public Sector Conservatism People sticking by what they think they know (mindset) 5. External Shocks Terrorism, global financial decline, markets.
KEY LESSONS 1 Top political and managerial leadership support is critical to public sector transformation The buy-in and political good will (Long term national vision for sustainability) 2 3 4 5 The need for a harmonious interface between the Political and Managerial leadership of the public sector The need for Integrated and Coordinated Implementation of reforms / transformation programs (Continuous capacity development) Ownership of the National Transformation Vision The citizens should be engaged/participate fully to own the reform agenda Empowerment of citizens to demand services. True transformation must create impact that can be felt by the citizens
THE FUTURE OF A TRASFORMED KENYA IN IMAGES
IMPROVED INFRASTRUCTURE MODERN ROADS ICT PARK, KONZA RAILWAY STATION JKIA
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