WOMEN AS AGENT OF CHANGE- GOOD GOVERNANCE SJ Masite , CIA,CMIIA, CFE, QIAL

1. WOMEN AS AGENT OF CHANGE- GOOD GOVERNANCE SJ Masite, CIA,CMIIA, CFE, QIAL

3. WHAT IS GOOD GOVERNANCE Good governance is about the processes for making and implementing decisions. It’s not about making ‘correct’ decisions, but about the best possible process for making those decisions. Good decision-making processes, and therefore good governance, share several characteristics. All have a positive effect on various aspects of local government including consultation policies and practices, meeting procedures, service quality protocols, councillor and officer conduct, role clarification and good working relationship

4. WHAT ARE THE MAIN CHARACTERISTICS OF GOOD GOVERNANCE • WHAT ARE THE MAIN CHARACTERISTICS OF GOOD GOVERNANCE • Good governance is accountable • Good governance is transparent • Good governance follows the rule of law • Good governance is responsive • Good governance is equitable and inclusive • Good governance is effective and efficient • Good governance is participatory

6. WHAT ARE THE MAIN CHARACTERISTICS OF GOOD GOVERNANCE

7. WHY GOOD GOVERNANCE IN PUBLIC SECTOR • Good Governance in the Public Sector is to encourage better service delivery and improved accountability by establishing a benchmark for aspects of good governance in the public sector. • It is intended to apply to all entities that comprise the public sector (CIPFA and IFAC’s International Framework (2014): Good Governance in the Public Sector).

9. 2. PRINCIPLES GOOD GOVERNANCE(GLOBAL) • Behaving with integrity, demonstrating strong • commitment to ethical values, and respecting the • rule of law; • Ensuring openness and comprehensive • stakeholder engagement; • Defining outcomes in terms of sustainable • economic, social, and environmental benefits. • Determining the interventions necessary to • optimize the achievement of the intended • outcomes.

10. 2.PRINCIPLES GOOD GOVERNANCE GLOBAL cont. • Developing the entity’s capacity, including the • capability of its leadership and the individuals • within it. • Managing risks and performance through robust • internal control and strong public financial • management. • Implementing good practices in transparency, • reporting, and audit, to deliver effective • accountability.

11. 2016-17 MFMA Irregular expenditure incurred • Irregular expenditure increased during the 2016-17 financial year. • The expenditure mainly relates to non-compliance with procurement process requirements as: • Certain goods and services were procured without inviting competitive bids, • Certain goods and services were procured without obtaining the required price quotations, and • Certain deviations were approved by the accounting officer even though it was not impractical to invite competitive bids, • This was mainly due to lack of oversight by senior management. Identified by the auditees Identified during the audit R8 170 million (21 067 instances)

12. 3.BATHO PELE PRINCIPLES (SA PERSPECTIVE ON GOOD GOVERNANCE xxxxxx.

13. 4. FUNDAMENTALS OF GOVERNANCE • Developing strong leadership at all levels of the entity, with a • focus on ethical behavior and continuous improvement ; • Maintaining governance systems and processes that are fit • for purpose; • Optimizing performance through planning, engaging with • risk, innovation, and performance monitoring, evaluation • and review; • Focusing on openness, transparency and integrity, engaging • constructively with stakeholders and promoting • accountability through clear reporting on performance and • operations; • Participating in collaborative partnerships to more • effectively deliver programs and services, including • partnerships outside government

14. 5.WOMEN AND GOVERNANCE • Leaders’ behaviour reflects on the organization as a whole. If women leaders are seen to be acting fairly and ethically their decisions will be better respected and are much more likely to be accepted by the communities. • The conduct of individual leaders affects the ability of the organizations to function properly. If a women leaders behave badly, it can negatively affect the quality of their relationships with each other. This can lead to a lack of trust which will undermine the effectiveness of the leadership as a whole. • As community leaders by birth, women leaders should recognize their position as role models.

15. 6.WOMEN AS AGENT OF CHANGE • Maintain a gender parity mindset • question any lack of women's participation • identify alternatives that are more inclusive • nominate women for opportunities • always include and support women • think "50/50" as the goal • Challenge stereotypes and bias • question assumptions about women • challenge statements that limit women • always use inclusive language • work to remove barriers to women's progress • buy from retailers who position women in positive ways

16. 6.WOMEN AS AGENT OF CHANGE cont. • 3. Forge positive visibility of women • identify ways to make women more visible • extend opportunities to women first • assume women want opportunities until declined • select women as spokespeople and leaders • support visible women • 4. Influence others' beliefs / actions • supportively call-out inappropriate behaviour • campaign for equality in meaningful ways • lead by example via inclusive actions • be a role model for equality • actively contribute to changing the status quo

17. CONCLUSION

18. FINALLY…… 6.WOMEN AS AGENT OF CHANGE cont. 3. Forge positive visibility of women