There's a pressing need to build a capable state: Ramaphosa
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1) The document discusses the need to build a capable state in South Africa in order to better serve citizens and meet their needs. 2) It notes several instances of service delivery failures and lack of capacity in many towns that struggle to provide basic infrastructure and services. Elected officials and public servants are sometimes to blame through neglect of responsibilities. 3) The administration has prioritized building state capacity by ensuring policies are aligned, processes streamlined, technology deployed effectively, budgets adhered to, and programs properly monitored and evaluated. This includes improving skills of public servants.
There's a pressing need to build a capable state: Ramaphosa
- 1. Dear FellowSouthAfrican, A fewweeksagowe celebratedthe startof a new yearand a new decade.Thisgave usan opportunitytoreflectonourplansfor the yearaheadbut alsoto thinkdeeplyaboutthe challenges that confrontus.Of these challenges, andperhapsthe mostpressing,isthe needtobuildacapable state.Thisis a task that doesnotcapture the imaginationof mostpeople,yetitisessential to everythingwe wanttoachieve. Walkingthroughthe streetsof Kimberleyandothertownsinthe NorthernCape afortnightago drove home the pointthatif we are tobetterthe livesof SouthAfricans,especiallythe poor,we needtosignificantlyimprovethe capacityof the governmentthatismeanttoas improve theirlives. It was dishearteningto see that,despite progressinmanyareas,there were several glaringinstances of service deliveryfailures.Manyof the placeswe visitedstruggle toprovide socialinfrastructure and servicessimplybecause theyhave suchasmall revenuebase.But,insome cases,elected officialsandpublicservantshave neglectedtheirresponsibilities.A commonfeature inmostof these towns,whichisevidentthroughoutall spheresof government,isthatthe state oftenlacksthe necessarycapacitytoadequatelymeetpeople’sneeds. As publicrepresentativesandcivil servantswe derive ourlegitimacyfromourabilitytoact professionallyaswe serve the publicandmanage state resourcestothe benefitof the public.We alsoneedto ensure thatwe embodythe BathoPele principles.Puttingpeople first.Itisthroughsuch an approach that we can have a state that placespeople andtheirneedsatthe centre. Yet,the achievementof sucha state isunderminedbyweakimplementation.Poorcoordinationand alignmentbetween departmentsandlackof effective oversighthasmeantthatpoliciesand programmeshave nothad the necessaryimpactonpeople’slives. That is whythisadministrationhasprioritisedthe taskof buildingacapable state. Much of thisworkhappensbehindthe scenes,ensuringthatpoliciesare aligned,processesare streamlined,technologyiseffectivelydeployed,budgetsare adheredtoandprogrammesare properlymonitoredandevaluated. A capable state startswiththe people whoworkinit.Officialsandmanagersmustpossessthe right financial andtechnical skillsandotherexpertise.We are committedtoendthe practice of poorly qualifiedindividualsbeingparachutedintopositionsof authoritythroughpolitical patronage.There shouldbe consequencesforall those inthe publicservice whodonotdotheirwork. Throughthe ongoingandfocusedtrainingof civil servants,the National Schoolof Governmentwill be playinga greaterrole inprovidingguidance forcareerdevelopment. A capable state alsomeansthat state ownedenterprisesneedtofulfil theirmandateseffectively and add value tothe economy.State companiesthatcannotdeliverservices –suchas Eskomduring load-shedding–or thatrequire continual bailouts –such as SAA – diminishthe capacityof the state. That is whya majorfocus of our workthisyear isto restore our SOEsto health.We will dothisby appointingexperiencedandqualifiedboardsandmanagers.We will be clarifyingtheirmandates, and give themscope toexecute those mandates.
- 2. One of the mostimportantinnovationsof thisadministrationisthe introductionof the district-based deliverymodel.Thiswayof workingisadeparture fromthe top-downapproachtothe provisionof servicesandwill ensure thatnodistrictinour country isleftbehind.Itisa breakfromthe ‘silo’ approach,where differentpartsof governmentoperateseparatelyfromeachother. Thisaimsto produce a single,integrateddistrictplaninline withthe visionof:‘One District,One Plan,One Budget,One Approach’.Itwill give usaclearerline of sightof whatneedstobe done, where,howandwithwhatresources.Bypoolingresources,byfocusingonprojectsthatdirectly respondtocommunityneeds,andbysettingdeliverytargetsona district-by-districtbasis,we willbe able to bettermeetourpeople’sneeds. Throughthe properexecutionof the districtdevelopmentmodel,we will be able toknow which police stationneedsvehicles,whichrural clinichasrunout of medicine,whichbusinessesare strugglingtoobtainwateruse licenses,andrespondinatargetedmanner.District-based developmentisthe basisforgrowingandsustainingacompetitive economy. Althoughwe face greatchallenges,we donothave adysfunctional state. None of thiswill happenovernight.Muchof the work will notbe immediatelyapparent.Butaswe make progress,people will notice thatgovernmentdoesthingsfaster.Already,forexample,we have drasticallyreducedthe time ittakestogeta passportor receive awaterlicence.Aswe continue to improve,people will noticelessinterruptionof services,more roadsare beingbuilt,infrastructure is bettermaintained,more businessesare openingupandmore jobsare beingcreated.Those who followsuchthings,willnotice thatgovernmentauditoutcomesare improving,moneyisbeingbetter usedand properlyaccountedfor. For thisworkto be successful,citizensneedtogetinvolved.We mustall participate inschool governingbodies,wardcommitteesandcommunitypolicingforums.Itisoncitizensthat governmentwillrelytoadvise usonthe standardsof publicservicesincommunities.Itison youthat we dependtoholdthose whoare failingyoutoaccount. Where governmentneedshelp,we shouldbe preparedtodraw on the skills,expertise and resourcesof the private sectorand civil society.If we all worktogethertobuildamore capable and developmental state,we will be thatmuchcloserto realisingthe SouthAfricathatwe all want. Bestwishes,