DESPERATE TIMES CALL FOR UNCONVENTIONAL SKILLS THAT CAN TRANSFORM THE PUBLIC SECTOR

South Africa is facing a myriad of challenges. There are concerns about audit outcomes, lack of accountability, worldleading inequality and service delivery protests. There were early signs of issues, such as the early struggles of stateowned entities, and who can forget the ignored warnings of the 1998 White Paper on Energy Policy that stated that power reserves would run out by 2007 if investments were not made? Since 2008, crippling scheduled blackouts have become the norm, for which there is still no sign of a clear solution. There are also massive infrastructure challenges, vandalism, and poor workmanship by contracted suppliers, water shortages, spiralling crime and the (again) world-leading unemployment. To seal this off, the Organisation for Economic Co-operation and Development (OECD) expects the South African economic growth rate to be 1.1% in 2023 and 1.6% in 2024, after we achieved a 2% growth in 2022.

South Africa needs great leaders like you!

This list is not comprehensive but paints a picture of where the country is and serves as a stark reminder of the difficult times the country finds itself in. These complex issues need next-level skills and competencies to solve. Courageous and exceptional leadership from the top (political leadership) to the most junior members of staff needs to be demonstrated to turn the ship around. The Auditor-Generals accountability ecosystem puts the responsibility on many role players to enable oversight, accountability, and governance. This includes internal and external stakeholders such as employees, management, leadership, and an active citizenry.

The leadership skills required for such a mammoth task are required from all and sundry. You included. In addition, just in case you are unsure, leadership is not something that will have to be given, it is something many will have to take. Many will have to demonstrate this leadership within their current spaces and not necessarily wait for promotion to positions of leadership in government. Lao Tzu best captured the magic of the leadership South Africa needs: A leader is best when people barely know he exists when his work is done, his aim fulfilled, they will say: we did it ourselves.

Entrepreneurial thinking

Traditionally associated with the private sector, entrepreneurial thinking is an unconventional skill that could revolutionise the South African public sector. It involves a mind-set that seeks out innovative solutions to problems, identifies opportunities for growth, takes calculated risks and capitalises on opportunities. Entrepreneurial thinking can drive innovation, enhance service delivery, and create a culture of continuous improvement, encouraging the pursuit of new ideas. By encouraging employees to think creatively and take ownership of their work, the sector can foster a proactive and results-driven approach towards problem solving and decision-making. It could also make a positive dent in many aspects of the public sector value chain, without compromising on the social and societal responsibilities of the state. It could assist in driving an economical and efficient state that delivers, as well as in addressing the overall challenges faced by the fiscus. It could drive the sector towards becoming more agile, adaptive, and responsive to the changing needs and demands of citizens. Problem-solving and critical thinking

These skills are essential for navigating complex situations (such as the problems of our country) and making informed decisions. In the sector, where challenges are multifaceted and dynamic, these skills are crucial. Problem-solving skills involve the ability to identify, analyse, and evaluate problems, while critical thinking skills enable individuals to objectively assess information, weigh different perspectives, and make sound judgements. Encouraging the development of these skills can empower public sector employees to tackle issues strategically, find sustainable solutions, and drive positive outcomes. It would see them asking the right questions, challenging assumptions, and considering multiple perspectives. It will also promote evidence-based decision-making, enhance policy formulation, and improve service delivery.

Innovation, creativity, and flexibility

All but unheard of in the public sector given the bureaucratic nature of the environment (amongst other things), these skills could help transform the sector. Innovation involves the ability to generate new ideas, challenge the status quo, and implement changes that lead to improved outcomes. Creativity refers to the ability to think outside the box and find unique solutions to problems, while flexibility involves adapting to changing circumstances and being open to new ideas and perspectives. By fostering a culture of innovation, creativity, and flexibility, the sector can enhance its ability to address complex challenges, deliver efficient services, and meet the needs of often-frustrated citizens in this rapidly changing world that is hugely connected, and largely driven by the non-conforming Generation Z and Millennials.

Digital tech savviness

Not well known for capitalising on technology, in todays digital age, digital technology fluency and savviness are no longer optional - it is essential for the sector to thrive. Technology has the potential to transform how the sector operates, engages with citizens, and delivers services. Areas such as big data analysis, visualisation, coding, artificial intelligence, and cybersecurity are becoming increasingly important in the sector. Digital transformation for the sector has the potential to revolutionise how the country works and enhance transparency and accountability and improve citizen and stakeholder experience. By equipping its workforce with digital technology skills, the sector can leverage technology to streamline processes, enhance transparency, and improve service delivery. Increased use of technology will improve efficiency and opportunities, at least on a net basis countering fears of job losses.

Relationship building and emotional intelligence

If you know the public sector environment, you know that it is not always an easy sector to operate in. Building effective relationships and demonstrating emotional intelligence are important towards achieving objectives. As with most environments, collaboration, stakeholders and buy-in are critical. Citizen participation as well. This involves building trust, fostering partnerships, and engaging with diverse stakeholders. One needs to understand and manage ones emotions and the emotions of others. These skills can go a long way in bridging the trust deficit between citizens, stakeholders and government while promoting participatory governance, effective communication, and driving meaningful change. The skills can also enhance the ability to work collaboratively, navigate complex situations, and build consensus.

Auditing skills as a catalyst for doing the right thing

Auditing is traditionally viewed as a technical skill performed by auditors who assess financial statements and internal controls to ensure compliance with established standards and regulations. Of course, the scope is broader in the public sector. If the Auditor-General uses auditing to strengthen the countrys democracy by enabling oversight, accountability and governance, and building public confidence, what happens if auditing is extended to more people in the sector? What if more employees understood exactly what the role of the auditor is, and learnt to appreciate this and the external audit process? Could auditing skills be used to prevent the occurrence of misconduct, non-compliance, lack of records and unreliable reporting, and improve accountability?

Auditing is not just a technical skill, but also a mind-set that transforms the way people approach their work. With this skill (or mind-set), more actions, decisions, and transactions are subject to scrutiny and evaluation, with the potential to improve ethical behaviour and transform the sector. It can serve as a powerful catalyst for public servants to do the right thing. If every public servant has auditing skills, everyone becomes accountable to themselves first, and then to others leading to a culture of integrity and accountability. Auditing can empower public servants to do the right thing, even in the face of adversity, because they know that their work will be scrutinised, why and how. By adopting this, employees can work towards a common goal of improving governance and service delivery, ultimately benefiting the people of South Africa.

Desperate times call for desperate measures

The challenges faced by the country and the sector specifically call for desperate measures, superpowers, and unconventional abilities. In recent times, there has been a growing recognition that traditional skills alone are not sufficient to tackle the complex challenges faced by organisations. The public sector is no exception. Modern times call for contemporary skills such as those above, which are gaining prominence as critical drivers of change and success. By nurturing and prioritising these skills, the sector can enhance its ability to navigate the complex socioeconomic challenges faced by the country. They could also contribute positively to the professionalization objectives of government.

QUESTION 3(25)

Discuss the multifaceted challenges faced by South Africa, including issues of audit outcomes, accountability, inequality, service delivery, and economic growth. How have these challenges affected the country's development, and what role can leadership play in addressing them?