African Journal of Public Affairs Volume 7, Number 1 (2014)

Permanent URI for this collectionhttp://hdl.handle.net/2263/59618

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Front matter, African Journal of Public Affairs, Volume 7, Number 1
(African Consortium of Public Administration, 2014)
Performance monitoring and evaluation : the eThekwini experience, South Africa
(African Consortium of Public Administration, 2014) Govender, Nirmala; Reddy, P.S.
Monitoring and Evaluation is a management tool that tracks and assesses the performance of the public sector, thereby contributing to service delivery outcomes. Although it has been practised and has been relevant for many years, it is a fairly new applied concept to public sector organisations internationally. Stemming mostly from the lack of a clear and understandable minimum legal reporting framework, the results of performance management/monitoring has been highly subjective in the past. Furthermore, there was little or no assessment or evaluation of the impact of performance on the organisation or society in general. In addition, the information needs of the community to assess service delivery from different spheres of government were not clearly understood. With the implementation of various legislated frameworks on performance monitoring and evaluation of late globally, different stakeholders are provided with the means to ensure that service delivery is monitored and evaluated, thereby providing positive outcomes or impacts on society at large. The establishment of a dedicated Department of Performance, Monitoring and Evaluation within the South African Presidency has been viewed as a fi rm commitment by the Government to address the on-going service delivery challenges. The policy, practice and systems relative to monitoring and evaluation have in turn cascaded to the three spheres of government thereby ensuring that it is integrated into all aspects of public sector governance. The Performance Management System (PMS) legislated for in South Africa will assist the municipality in monitoring and evaluating the implementation of its IDP which is also a legislative requirement. It will lead to increased accountability, continuous learning, and informed decision making as well as provide an early warning system of impending deviations from the plan. The ultimate aim of performance management is to ensure improved service delivery.”The IDP and Performance Management process appear to be seamlessly integrated. The IDP fulfils the planning stage of performance management. Performance management fulfi ls the implementation management, monitoring and evaluation of the IDPs” (Van der Waldt 2007:124). eThekwini City Council is one of the eight metropolitan municipalities in South Africa. It is a major port and industrial centre in the Province of Kwazulu Natal and is viewed as being “one of the best run and financially strongest municipality on the continent.” (KwaZulu Natal Province- Department of Economic Development and Tourism 2011:8). The article expounds on the eThekwini experience, reflecting on how through its institutional re-arrangement/process reengineering and automation resulted in an effective monitoring and evaluation tool for all levels of management in the organisation. It will also reflect on how the Municipality has implemented legislation on performance information in order to add value to the organisation and provide an evaluation tool for key stakeholders at the local sphere namely, the political and administrative component and local communities. It will also highlight some of the key challenges encountered in the implementation of the system and furthermore how they can be addressed.
An analysis of the effectiveness of the Local Government Turnaround Strategy (LGTAS) : the case of the Fezile Dabi District Municipality, South Africa
(African Consortium of Public Administration, 2014) Meyer, Daniel Francois; Venter, Annelise
Since 1994, development policy and practice in South Africa have evolved significantly within the local government sphere. The reduction of poverty, inequality and unemployment, as well as improved service delivery, remain some of the key focus areas for policy development and intervention in South Africa. This article examines the policy initiatives undertaken by government regarding the Local Government Turn-around Strategy (LGTAS) initiative, including past and current policies relevant to the LGTAS such as the Reconstruction and Development Programme (RDP), the Growth, Employment and Redistribution Programme (GEAR), the Accelerated Shared Growth Initiative for South Africa (ASGISA), the New Growth Path (NGP) and the National Development Plan (NDP). The LGTAS is a response by government to restore local government’s ability to fulfil its developmental mandate as contained in the Constitution (1996). Although it can be argued that the strategy has good intentions and is well formulated, it is the implementation of the strategy that remains a challenge. The extent of success achieved through the implementation of the LGTAS, using the Fezile Dabi District Municipality (FDDM) as a case study, is investigated. The analysis includes interviews with relevant officials from FDDM, who are involved in the process, as well as an analysis of LGTAS reports of the Free State provincial administration regarding the FDDM. Results from the analysis indicate that only limited success has been achieved through the implementation of the LGTAS. This article provides some solutions to improve the implementation of the LGTAS, as well as solutions for improved service delivery at the local government sphere.
Alignment between the strategic performance plans of selected Eastern Cape Provincial Government Departments and the Provincial Growth and Development Plan 2004-2014, South Africa
(African Consortium of Public Administration, 2014) Nel, Heather J.
Within a system of intergovernmental relations, integrated planning across all spheres it is important for South African public institutions to ensure effective policy implementation. This article provides results of a study that was aimed at evaluating the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the Provincial Growth and Development Plan (PGDP): 2004–2014. The intention of the study was to critically assess how to enhance the effectiveness of the policy implementation process to ensure meticulous deployment of public funds and other resources. A qualitative research approach was followed. This approach combined a literature review, collection of data in ten provincial government departments and one public entity, and a desktop analysis of planning documents, reports, policy and budget speeches of selected provincial government departments. The findings of this study revealed that while the PGDP priorities are well articulated in departmental plans, they are accorded a status that is secondary to priorities of national government departments. Of course, weaknesses in the design of the PGDP were revealed, in particular those that relate to PGDP strategies that were formulated without active participation of sectors that would facilitate their implementation, including some PGDP targets that were unrealistically set. The weak intergovernmental relations system and absence of technical alignment mechanisms across sectors and spheres were noted. The study concludes by suggesting a Strategic Planning Alignment Model for Public Service organisations to provide a conceptual framework within which governmental institutions should assess alignment in planning and implementation of public policies.
Enhancing service delivery through decentralisation : a South African experience
(African Consortium of Public Administration, 2014) Nzimakwe, T.I.; Pillay, P.
South Africa was one of the last African states to obtain a fully democratic government with its first general election in April 1994. Democratising the system of government required a total transformation of all public institutions and the services provided by the state. The popular view was that this could be achieved by decentralising powers and functions to other spheres of government. The South African Constitution, 1996 established three separate, interdependent and interrelated spheres of governments, namely national government, nine provincial governments and 283 (now 278) municipalities. Each sphere is assigned its own powers, functions and responsibilities. Decentralisation has important advantages since it ensures public accountability and responsibility to a greater extent than centralisation. Moreover there is direct contact between voters and political representatives and offi ce bearers in the provincial and local spheres. The success of decentralisation reforms also depends on consistent and coherent national policies, sound legislative and regulatory frameworks for decentralisation, and effective review mechanisms to resolve disputes among all spheres of government. This article argues that in South Africa service provision and good governance can best be achieved through decentralisation. Decentralisation has also been associated with democratisation. It is argued that municipalities as constituents of local government are more likely to be accountable to its constituency. The major priority of the South African government, as set out in the Bill of Rights, is to ensure the provision of a range of services to meet socio-economic challenges, within the constraints of available resources. Local government is the sphere of government that is closest to the people and is best positioned to identify and respond to local issues. This article supports the view that service provision in South Africa can be achieved effectively through decentralisation. Decentralisation and devolution have been pursued to improve the working environment and to encourage innovative ways to increase efficiency and improve service delivery.
Conceptual perspectives on integrity in public service
(African Consortium of Public Administration, 2014) Sing, D.
Meeting public service ideals have to be supported by high levels of integrity. While legislative, institutional and administrative measures exist, it is the view of the author that having a keen grasp and understanding of the conceptual (tools of thought) foundations of integrity will enhance the implementation of these measures. The various notions, meanings and definitions of integrity suggest that it is a self-reflecting, continuous learning and anticipatory process. It is a condition embedded in the disposition to achieving intrinsic worth as a means and as an end, pursued with an ethical and moral compass as well as authentically, courageously and credibly. The outcome is the unswerving and dedicated performance of duty in conformity with the prevailing measures and consistent with espoused, interwoven, integrity-related values such as: trust, honesty, commitment, loyalty, responsibility, humility and wisdom.
The role of public sector enterprises in the South African economy
(African Consortium of Public Administration, 2014-03) Fourie, D.J. (David Johannes)
This article focuses on economic growth and development in the South African economy to provide background on the involvement of state owned enterprises (SOEs) in the economy. SOEs make an essential contribution to economic development, not only locally, but also regionally and internationally, by sourcing capital equipment, finance and, most importantly, partnerships for development. This article analyses the role of four SOEs in the Republic of South Africa, namely Eskom, Transnet, South African Airways (SAA) and Denel, and discusses their financial contribution and performance.
The synchronisation of the integrated development plan and local economic development policy in South African municipalities a sine qua non for growth and development
(African Consortium of Public Administration, 2014-03) Koma, Samuel Bogalebjapoo; Kuye, Jerry O.
The purpose of this article is to examine the interrelationship between the integrated development plan and local economic development policy within the South African context. The integrated development plan is mandatory for municipalities in terms of the Municipal Systems Act, 2000, as amended and economic development is one of the signifi cant objects of local government in line with section 152 of the Constitution of the Republic of South Africa. The enormity of the challenges facing the South African municipalities such as public service delivery in areas of water and sanitation, electricity provision, high levels of poverty and unemployment necessitate proper synchronisation between integrated development planning processes and local economic development policy imperatives attuned to the unique circumstances prevalent in the individual municipalities. This article, therefore, discusses the cardinal interconnections that should shape the formulation of integrated development plans and local economic development with a view to ensuring that growth and development objectives of the national, provincial and local spheres of government are synergised.

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