Person:

Kelman, Steven

How are senior government executives who attempt to execute an ambitious vision requiring significant strategic change in their organizations able to succeed? How do they go about formulating a strategy in the first place? What managerial and leadership techniques do they use to execute their strategy? In this paper, these questions are examined by comparing (so as to avoid the pitfalls of “best practices” research) management and leadership behaviors of a group of agency leaders from the Clinton and Bush administrations identified by independent experts as having been successful at executing an ambitious strategy with a control group consisting of those the experts identified as having tried but failed at significant strategic change, along with counterparts to the successes, who had the same position as they in a different administration. We find a number of differentiators (such as using strategic planning, monitoring performance metrics, reorganizing, and having a smaller number of goals), while other techniques either were not commonly used or failed to differentiate (such as establishing accountability systems or appeals to public service motivation). We find that agencies that the successes led had significantly lower percentages of political appointees than the average agency in the government. One important finding is that failures seem to have used techniques recommended specifically for managing transformation or change as frequently as successes did, so use of such techniques does not differentiate successes from failures. However, failures (and counterparts) used techniques associated with improving general organizational performance less than successes.

This report discusses four issues with regard to government procurement in South Africa. These are: (1) contracting for municipal infrastructure delivery, (2) public-private partnerships (PPP’s), (3) large capex procurements in Transnet and Eskom, and (4) the DPE “Competitive Supplier Development Program.” Recommendations are made in each area. For example, for municipal infrastructure delivery, the report recommends that municipalities rated by National Treasury as “poor” in terms of capacity would continue to receive municipal funding from national government, and to determine priorities for local infrastructure spending, but they would no longer be allowed to contract for delivery of these services. Instead, they would be required to use either a sector-specific national organization or another national organization willing to provide the services in question. Regarding PPP’s, the report suggests that, although there are reasons for concern about this approach, on balance South Africa should consider expanding use of PPP’s, which often provide better quality, a pre-commitment to maintenance spending, and another remedy against corruption. Recommendations in other areas involving procurement are made as well.