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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