Momo: underlying state capture was a political narrative that pulled many good people by their noses. There were lots of red flags but people didn't ask questions.
National Treasury was terribly naive putting in place an accountability framework. Focused a lot on the sexy parts but not on the practical, operational issues and how people could get round them.
NT and SARS focused on merit, appointments depoliticised. Process was highly formal. Yet under Zuma government was informalised, bypassing candidate processes.
A professional service means fixing up the politics. What are the limits of politicians? Politicians are not Gds, they cannot do anything. We should be harsh with accounting officers who allowed their ministers to do what they wanted.
'I don't believe that arms deals was fundamentally corrupt', that is, the primary contracts. Momo says he doesn't understand why Mbeki closed down parliamentary hearings.
When NT designed PFMA it didn't expect that Accounting Officers and the DG and Minister could be corrupt. It was naive
The most monumental failures were in SOEs, yet external auditors gave them unqualified audits. Auditor General has made Accounting Officers risk averse. There are many do nothing accounting officers.
How can we regulate our politics, Momo asks? We need a law saying that if any minister touches a procurement process they will be failed. Also need to strengthen criminal justice system.
SOEs were captured by manipulating boards and external auditors. There need to be independent directors, not appointed by Minister.
The existence of independent directors has helped to protext the Reserve Bank from capture, says Momo.
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Conference misses a key question, argues Motsohi. Apartheid was a system of exclusion. That is at the root of it. Post-apartheid challenge was to set a strategic intent to serve larger South Africa.
Social Justice and Equity are the key strategic challenges of the public service. We haven't achieved this because organisations are not 'fit for purpose'.
Tompson says three areas of reform: making rules, applying rules and internal organisation. Task becomes very difficult when it comes to state regulating and reforming itself.
Key point: Reforms take a long time and a long time to prepare. More haste less speed. Crises are an opportunity for reform, but reforms only succeed if groundwork has already been done.
Why has SA lost development momentum, asks Donaldson? Thesis he makes: SA took on a huge range of too many very complex projects simultaneously.
7 perspectives on development. 1. Tension between role of government and markets. 2. Overlapping and contradictory BEE policies. 3. State building: is it about building institutions or building expertise. 4. Integrity + Performance Mngmt between rules based systems and discretion
#FasttrackingReform Fitgerald says that there is no such thing as a depoliticised public service. There is much scope for deployment and political appointments.
To get public administration working we need to guide, direct and regulate politicisation, rather than try and abolish it.
Fitgerald says, by all means make political appointments. But regate them.