Modernisation for PSD - Government of Botswana

Republic of Botswana
Public Service Modernisation Programme
Goaba B Mosienyane
Coordinator: Public Sector Reforms
13 th June 2013

Reform
Modernise

Customer focused, leaner, more efficient, better
integrated and delivering maximum value for money
Innovation, flexibility and the delivery of streamlined
services is at the heart of a reformed Public Service
Implementation of shared services models for HR,
payroll, pensions etc.
Evaluation of new business models for the delivery of
non-core services
Reform of public procurement processes and property
rationalisation
Reducing costs, addressing duplication and
eliminating waste to support job creation

Placing customer service at the
core of everything we do
Maximising new and innovative
service delivery channels
Radically reducing our costs to
drive better value for money
Customer and stakeholder engagements – di
pitso
A range of initiatives to address quality and
access to services
Customer service standards, satisfaction
surveys
Complaints logging on line
On- line services/E- services
SMS alerts
The central government portal to numerous
services; www.gov.bw
Consolidation of systems and infrastructure
Rationalisation of posts
Leading, organising and working
in new ways
Executive and senior leadership development
training
Reengineering of processes
Strong focus on implementation
and delivery.
Thematic working Groups(TWG), eliminating
duplication and forging synergies

NDP 10
◦ Private Sector as an engine for growth
◦ Thematic Working Groups
• Botswana Excellence Strategy (BEAC)
– Modernisation
• Other Government Strategy
documents
– E-Gov, EDD, Public Service Rightsizing…

Our Game Plan
• Planning modernisation activities on the basis of current
priorities and to maximize impact
• Progress monitoring and regular performance reviews
• Communication and change management – full
involvement of stakeholders to influence the necessary
culture and behaviour
• Capacity building – a public service wide view to support
new and changing requirements.
• Responsibility for delivery and personal growth.

“As we strive to achieve long-term targets,
goals and aspirations of Batswana, we must
emphasise the need to (i) deliver on our
planned programmes and projects as
proposed in the Plan, (ii) within the time
frame and (iii) within our means”.
Foreword by His Excellency the President of Botswana
- NDP10

Performance Contracts commitments for results
delivery on Government priorities, Ministry Goals
and Personal Performance.
Focus on strengthening programme
implementation management in the next 2 years –
to make up for the shortfalls in achievements so
far obtained under NDP 10.
The result is expected to inform the design of
NDP 11 which will cover the 2015-2020 period

Modernisation Components
• Policy and Strategic Management.
• Strengthening the link between national planning,
Ministry programmes and public expenditures
• Improve policy management, planning, resource
allocation, monitoring and evaluation, and
information provision
• Clear accountability; external scrutiny and interaction
with the public
• Transparency in spending and resource use focused on
core functions and key development priorities and
planned results (Implementation has already begun
with the introduction PFM reforms)

Modernisation Components
• Improved Service Delivery
• promotes the delivery of measurable improvements in the
quality, impact, relevance and timeliness of services to all
citizens.
• Reducing complexity of dealing with government
• Reducing complexity of inter-ministerial interaction
• Improvement of PFEM policies, capacities and outcomes to
support economic and social development is crucial.
• Human Resource Management and Development
• Capacity utilisation and performance management
• to ensure that the needs of Government’s Human Resource
Management are accurately defined and substantially met.
• Rewarding performance and innovation

Modernisation of Bureaucracies
Traditional
Modern
Director
Deputy
Director
Assistant
Principal
Specialist
Chief
Senior
Administrator
Administrator
De-layering

Leadership
Professiona
Support
Move structure of the public service from „pyramid‟ to
„diamond‟
Develop clerical/secretarial to admin/support cadre
Develop admin to professional in new areas such as
procurement, e-Gov, ITC, etc.
Outsource non-core functions, formerly support functions,
and remain with only a minimal

Current 7
Future
Government Core + Non
core Business
• Private Sector
R I G H T S I Z I N G
Down sizing
Upsizing
Right sized
Focus on Core
• Private Sector

Current 7
Future
Government Core + Non
core Business
•Private Sector
Down sizing
Upsizing
R I G H T S I Z I N G
Right sized
Focus on Core
• Private Sector

SCOTLAND
“There is a growing realisation that if
communities wish to protect the levels
of public service available they need to
play a greater role in their planning and
delivery”.
BOTSWANA
Kgotla meetings and Customer
Satisfaction Surveys

At least a five-year time lag can be expected
before public sector reform demonstrates its
overall impact
Proxies for measuring the impact of public
service
◦ Evolution in international competitiveness
◦ Those measuring progress with diversification
◦ Government responsiveness and civil service
reform.
◦ The World Bank‟s “Governance Indicators” for
Government Effectiveness and Regulatory Quality
◦ Public Service Customer Satisfaction Index, which
was last measured in 2009.

Integrated Development Planning
◦ high quality National Development Plan (NDP 10)
◦ Institutionalisation of Thematic Working Groups
◦ Institutionalisation of di Pitso
Sector Services delivery improvement
◦ Sectoral reforms; Health, Water, Education, …
◦ Strengthening of monitoring and evaluation
Human Resources Reforms programme
◦ Modern recruitment practices
◦ Leadership development programmes
◦ HR Planning, HR audits; manpower utilisation
exercises
◦ Review of conditions of service
◦ Contract employment

Public Finance Management reforms
◦ Public Expenditure and Finance
Assessments
Parliamentary and public scrutiny
◦ Openness
◦ Ministry scorecards
◦ Customer satisfaction surveys

Challenge and Key Issue
Management of change

Public Sector Reforms CORE GROUP
Strengthening existing service delivery
mechanisms, planning and budgeting
structures
The Reforms/modernisation
programme to be elaborated in NDP
11