Transcript The Role of Leadership in Driving Productivity

The Role of Leadership in Driving
Productivity: The Case of Botswana
Presented by: The
Permanent Secretary to the
President & Cabinet
Secretary
February 2007
BACKGROUND

For the past three decades, Botswana Public
Service has enjoyed a high level political support
in the implementation of reforms since the
leadership saw the need to:
- shift focus from concentrating on socioeconomic development to developing
strategies that increase delivery &
productivity in the public service and
accountability for results
- adopt best practices in Managing the
public sector
THE NEED FOR PRODUCTIVITY
IMPROVEMENT

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
STRATEGIC ALIGNMENT IN SERVICE
DELIVERY
Vision 2016
NDP 9
Government
Priorities
Private
Sector
Labour
Civil
Society
Ministries
Ruling Party
Manifesto
Public
Sector
Parastatals
VISION 2016 PILLARS







A Prosperous, Productive and Innovative Nation
An Educated, Informed Nation
A Compassionate, Just and Caring Nation
An Open Democratic and Accountable Nation
A Safe and Secure Nation
A Moral and Tolerant Nation
A United and Proud Nation
NATIONAL DEVELOPMENT PLAN

Government Blue Print for Development

Government Strategic Plan aligned to the
Manifesto

A 6 year plan with mid term review
Transformational Leadership
(Out of the box)
Creative
(Results producer)
Change
Focus
Self Mastery
Performer
Internal
Focus
Consciousness
LEADER
(Power without)
External
Focus
Community
Builder
(Power within)
(Results through many)
MANAGER
Administrative
Analytical
© TC
Visionary
Empowering
Energetic
(What is)
(What can be)
Standardization
Focus
(In the box)
Transformational Leadership
SELF MASTERY
TRANSFORMED LEADERS
VISIONARY
CREATIVE
EMPOWERING
PERFORMER
COMMUNITY BUILDER
ENERGETIC
© TC
ADMINISTRATIVE
ANALYTICAL
INVESTING IN LEADERSHIP




© TC
Critical success factor in transformation
processes
Leadership development
Succession planning
Best practices
Leadership Competency Model
Corporate
•Vision
Strategic and collaborative Influence
Creativity and Change
Administrative
Managing Operations
Managing Performance
Quality Service Delivery
Resource Management
Problem Solving and Decision
Making
National Agenda
Vision 2016
MDGs
NDP 9
The Ruling Party Manifesto
Ministerial Strategic Plans
Communication
Managing Relationships
Botswana Government 2006
•Teamwork
Emotional Intelligence
Communication
Government/Customers
Interface
•Governance
Awareness of Government
Workings
Policy Development
Management
Accountability
Best Practice
Standards
BENEFITS OF STRATEGIC
ALIGNMENT
Principles of the Strategy-Focused Organisation
Translate Strategy into Operational Terms
Values
What we believe in
Vision 2016
What we want to be
This is where the GAP
in execution exists
NDP 9
Our game plan
Balanced Scorecard
Implementation and focus
Defines Strategic
linkages within
organisation
Defines and
prioritises
Ministry APP
Drives planning
and development
budgeting
Strategic Initiatives
(Programmes & Policies)
What we need to do
Personal Objectives
What I need to do
Strategic Outcomes
Satisfied Stakeholders
Effective Processes
Optimal use of Financial
Resources
Motivated &
Prepared Workforce
Links individual
staff to
organisational
outcomes (NDP 9)
Stakeholders:
Citizens of
Botswana
PROSPERITY FOR ALL
S1.Quality Life
(PSP)
Prosperous, Productive & Innovative Nation
1.Economic Growth
& Diversification
MFDP
4.Efficiency &
Effectiveness
MMEWR
2.Employment
Creation
MTI
5.Rural
Development
MLG
Vision 2016
Pillars
3.Sustainable use
of Resources
MEWT
1. Promote
Patriotism
IEC
8.Infrastructure
Development /
Maintenance
MWT
2.Improve the Quality
& Relevance of
Education
MOE
1.Ensure Equitable
Distribution of
Resources &
Opportunity
MLH
An Open, Democratic and Accountable Nation
Financial
Resources
5.International
Goodwill &
Cooperation
MOFAIC
3.Promote Social
Responsibility
MLHA
4.Health for All
MOH
2.Alleviate Poverty
(MOA)(MLH)
4. Instill Lifelong
Learning
MOE
3. Continuous Development
of Quality Leadership
MSP (OP)
2.Effective Law &
Order
BPS/AOJ
A Compassionate, Just & Caring Nation
3.Improve Access to
Information
MCST
1.Uphold Good
Governance
OMB
4.Disaster
Management
MSP (OP)
1.National Security
BDF
2.Maintain Social
Harmony
MLHA / IC
3.HIV / AIDS
NACA
9.Research &
Development
MCST
An Educated, Informed Nation
1.Education for All
MOE
A Safe and Secure Nation
A United and Proud Nation
7.Promote Self
Reliance
MOA
6.HR Development
DPSM
S3. Vibrant, Competitive
Nation of Opportunity
(PSP)
S2. National Stability
(PSP)
2.Ensure
Accountability
AGC/OAG
4.Uphold Traditional
Leadership System
NA
5.Promote Positive Mindset
MSP (PSRU)/BNPC
FR1.Revenue
Generation
MMEWR
A Moral and Tolerant Nation
1. Promote Heritage
MLHA
Promote Moral
uprightness (morality)
DCEC
FR2.Optimum use
of Resources
MFDP
Justice
Dispensation…
AOJ
Prosperous, Productive & Innovative Nation Pillar
OBJECTIVE
MEASURE
TARGET
GDP Growth Rate
Share of nonmining sectors to
total GDP
1.
1.
 Financial
2.
7.9% per annum
Share of non-mining
sector-70%
Employment
growth rate
1.
4% per annum
 Investment
1.
Rate of natural
resource
regeneration
1.
70% per annum
 Promotion
1.
Productivity Index
1.
3% growth per annum
 PMS
1.
2.
Economic Growth &
Diversification
Employment Creation
Sustainable Use of
resources
Efficiency &
Effectiveness
INITIATIVE
Support
 Capacity Building
 Privatisation
 Appropriate Fiscal Policy
 Other – Transport hub, duty free zones, diamond
cutting / jewellery, electricity generation and
export
Promotion Programmes
 Youth employment schemes
 Agricultural fund
 Localization
 Support of SMME’s and Informal sector
of waste reduction/ efficiency
 Development of regulations for implementation
of the EIA Act
 National Action Plan to Combat Desertification
 Waste Management Strategies
 Water Management Strategy
(PBRS, quality management, quality
Circles/WITS, Balanced Scorecard) for the whole
economy
 Decentralization
 Implementation of Maitlamo
 Privatisation
Prosperous, Productive & Innovative Nation Pillar
OBJECTIVE
MEASURE
TARGET
1.
District GDP Growth Rate
1.
GRRL5
37.98%,
GRIU5 62.02%
Financial
1.
% of workers with
appropriate competencies,
by sector
1.
80%
To
1.
# of self help projects
completed annually
% of small and medium
scale businesses owned
by Batswana
1.
500 per 10000
pop.
Financial
2.
85%
1.
% number of projects
completed on time and
within budget
1.
tbd
Public-Private
1.
# of patents per million
population
1.
.01%
Establishment
Rural Development
Human Resource
Development
Promote Self
Reliance
2.
Infrastructure Dvlp
/ Main
Research &
Development
INITIATIVE
support
Entrepreneurial development
Provision of infrastructure
Rural Informal Sector support
Supply Chain Development
liberalise and simplify the tax rebate of training
expenses for citizens
Development of the National Manpower Plan
Establishment of Second University
support
Entrepreneurial development
Provision of infrastructure
Effective implementation of SHHA programmes
Skills training
Partnerships (PPP)
Mainstream maintenance plan in all development
projects
Cost benefit analysis for all projects
of the Botswana Research Science and
Technology Investment Agency BRSTIA
Development of the National Research Science and
Technology Plan
Introduce competition for inventors
Performance Analysis
Issues
SS3 Reduce HIV/AIDS Infection and Impact
SSM3.2.1 Percentage of New Antenatal care
(ANC) clients agreeing to test for HIV
100
90
80
70
60
Implications
50
40
30
Many pregnant women do not realize the benefits offered by the PMTCT
programme
 New born babies that could have been saved from HIV infection are born
infected

20
10
0
Action Plan
Se
p04
M
ar
-0
5
Se
p05
M
ar
-0
6
Se
p06
Cumulative Number of People Tested
SS3 HIV/AIDS
While the percentage of new ANC clients agreeing to test for HIV has
steadily increased over time, there still remains a significant portion which
does not agree to test, probably due to:
 stigma and discrimination associated with HIV/AIDS
 lack of understanding on the benefits of PMTCT

Quarter

Objective
reference
HIV/AIDS
Objective
Definition
Botswana shall reduce new infections and
mitigate the impact of HIV/AIDS by scaling up and
strengthening prevention, treatment, care and
support
Objective
Owner
Coordinator, NACA
Measure
Owner
M&E Division Head - NACA
Frequency
Quarterly
Target
100%
Strengthen the IEC component of PMTCT
Intensify the campaign for male involvement in sexual and reproductive
health matters
Accountability
Coordinator, NACA
Coordinator, NACA
Coordinator, NACA
Strategic Initiatives
On-Time
OnBudget
OnBenefit
Initiative Name
Prevention of HIV infection
Performance Analysis
Issues
PP9. Accelerate Research and Development
PPM9.1 Gross Expenditure on R&D (GERD)
1.2%
Percentage
1.0%
Actual GERD as %
GDP
Target
0.8%
GERD is about
0.43% which is
much lower than
that from
developed
countries (~ 3%).
0.6%
0.4%
R
& D lacks focus and vision;
 R&D is uncoordinated, which leads to duplication and
wastage of resources.
 There is lack of general appreciation of the contribution
of R&D to the economy
 R&D output not matching investment
 Industry not involved in R&D
 No Patent Office
 Low level of R&D funding for University
Implications
 Low
levels in R&D affect economic development and
global competitiveness;
0.2%
Action Plan
0.0%
2006 2007 2008 2009 2010 2011 2012
Year
Objective
PP9. Accelerate Research and Development
Objective
description
Botswana shall promote research and development to
advance the country’s socio-economic development and
global competitiveness.
 Develop
research strategy and identify priority areas for
funding
 Research Parastatal being set up .
 Create BRSTFB as a funding mechanism that will ensure
outcome-based research – Draft Bill ready for
submission to Cabinet.
 Also need to link academia and industry R&D activities;
 Finalise regulations to set up Patent Office
 TEC to provide S&T indicators
Accountability
Objective
owner
PS, MCST


MCST
MTI
Initiatives
Measure
owner
Dir, RST – (Number of Patents registered – MTI)
Frequency
Yearly
On-Time On-Budget
no
yes
No
Yes
Initiative Name & Reference
Establishment of BRSTFB
PP4. Efficiency and Effectiveness
Performance Analysis
Issues
PPM4.1 – Labour Productivity Index
Labour Productivity Index

300

250
Index 1999/00 = 179.2

Data shows that the labour productivity Growth Rate for the past
three consecutive years has been below the target rate of 3%.
Low productivity is a result of lack of trained personnel, inadequate
management systems; unreliable information or lack of use of
IT;and unreliable infrastructure
Low output resulting from low productivity levels
200
Implications

150

100

Decline in the overall economy
Non competitiveness of local products Owing to low levels of
exports
Decline in FDI
50
Action Plan

0
1999/00
2000/01
2001/02
2002/03
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
Financial Year
Labour Productivity


Target
Objective
reference
PP4. Efficiency and Effectiveness
Objective
description
This objective aims to ensure that Botswana
organisations and individuals produce results
that meet the needs of the society while
making the best use of resources at their
disposal



Accountability




Objective
Owner
MMEWR
Measure
Owner
BNPC
Frequency
Target


Yearly
Development of the supply chain
Infrastructure development
Use of IT
Develop skills for workers
Provide management skills
Implement privitisation policy
Development of the supply chain- PS, MTI
Infrastructure development PS, MWT and MLG
Use of IT-PS MCST
Develop skills for workers-DPSM/BOCCIM, PS, MLG, PS, MLHA
Provide management skills-DPSM/BOCCIM, PS, MLHA
Implement privatisation policy- PEEPA
Strategic Initiatives
On-Time
OnOn-Benefit Initiative Name
Budget
COLLABORATIVE APPROACH TO
CONDUCTING GOVERNMENT BUSINESS
BOTSWANA INNOVATION HUB
MCST
MOE
MTI
 Research &
Development
(through
Universities)
 Skills training
(tertiary level)
 Post-graduate
facilities
 Attract investors/
FDI (BEDIAlink)
 Trade free zone
status
 Land allocation
 Land servicing
 Housing
 Work and residence
permits
 Labour dispensations
MFDP
 Lead Investor
(through BDC)
 IFSC-link
 Tax concessions
OP
 A secure
environment/
reduced crime
MEWT
BOTSWANA
INNOVATION
HUB
MLH
MLHA
 Project leader
 Project
management
 Communications &
technology needs
 Innovation Fund
 E-legislation
 EIAs
MOA, MOH,
MMEWR, ..
MWT
 Airport
 Flights
 Roads
PRIVATE SECTOR
 Co-investors
 Infrastructure
 Users of facilities
e.g. Debswana, African
Alliance, BOCCIM,
Limkonkwing
MMEWR
 Utilities
 Investors and users
of research
facilities
21 POINT AGENDA


From the Vision 2016, NDP 9 and the ruling
party manifesto, five key performance areas
stand out as the ones our Public Service has
to follow to connect with citizens and delight
customers
Reviews focus on this Agenda
21 POINT MANAGEMENT AGENDA
Visionary Leadership
Implementation and
Coordination
A World Class
Public Service
Human Resource
Management
Financial Management
Information Management
and Communication
21 POINT AGENDA – Visionary
Leadership
Leadership Development
Visionary
Leadership
Strategic Direction
Strategic Management
Value Driven Leadership
21 POINT AGENDA –Implementation
and Coordination
Strategic Execution
Implementation
Effective Coordination
& Coordination
Customer Focus
21 POINT AGENDA - 21 POINT
AGENDA
Human Resource Planning
Feedback system
Human Resource
Management
Attracting Talent
Retention Strategies
Employee Development
Employee Empowerment
Rewards & Recognition
Positive Work Environment
21 POINT AGENDA – Financial
Management
Resource Optimization
Financial
Management
Audits
Result Focused budgeting
Additional Budget/Funding
21 POINT AGENDA – Information
Management & Communication
Timely Information dissemination
Information
Management &
Communication
Quality Knowledge Management
CHALLENGES







Change in mindsets
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
THANK YOU