A successful, growing economy – this is the goal set by the SA Institute of Race Relations (IRR) in a deep dive to identify the causes of problem areas and to think through the requirements for growth and its many rewards – from job creation to finally replacing pit latrines.
The IRR believes the election of a new government, one that differs from its immediate predecessors in that it has not one, but several political parties in a government of national unity (GNU), presents the ideal opportunity for such a reassessment, specifically in the first 100 days.
This is the honeymoon period a new government usually enjoys to get its ducks in a row, in this instance for pragmatic, pro-growth policies.
A series of nine papers will be produced to show how this goal can be achieved. An early success will create political capital for the GNU – belief, therefore, in its ability to fix past failures and build on past successes.
The challenges are serious and 13 current crises are identified, including worsening water shortages, the ineffective and politicised civil service, our inadequate police, high unemployment, the country’s already small and still shrinking tax base, violent crime against vulnerable victims, failing infrastructure, and malnutrition, particularly as it affects children.
Also, corruption “is a key priority of South Africans”.
Nevertheless, “a pragmatic and outcomes-focused program of government will ensure a drastic turnaround and the introduction of pro-growth policy consensus.”
Under the headline ‘Public administration: Reward skills, deliver for citizens’, the first interventions for the GNU are bringing in the private sector to improve services, depoliticising the civil service and introducing competitive entrance exams. Also, senior managers should keep the media informed regularly. The goal is to professionalise the service:
“Imagine a customer-facing government department that is clean and welcoming, whose staff are knowledgeable and able to deal with complicated problems, who treat the public with respect and helpfulness, and (treat) business as an asset?”
For business it will mean dealing with government departments smoothly and easily – growing more so over time. The paper does warn, however, that this will progress slowly and that very influential vested interests will be pulling the other way.
For a government of national unity willing and eager to create a better life for its people, the strongest action would be to stop cadre deployment. In this scenario, the Public Service Act will be amended to limit politicians’ free hand to employ civil servants. Instead, senior appointments will be decided in open interviews involving the Public Service Commission, independent experts and the relevant executive.
Regarding public-private partnerships, managers could be seconded from the private sector, following agreements with firms willing to participate. The three key objectives would be better service to the public, customer service experience and financial management.
A quick win could be achieved with a pilot project in a strategic sector – introducing private-sector skills at the top level of national and provincial departments, and also in well-run municipalities. A universally needed candidate is water provision for people and businesses – currently a major strategic challenge. Success would be hailed by all.
