African Journal of Public Affairs Volume 7, Number 4 (2014)

Permanent URI for this collectionhttp://hdl.handle.net/2263/59911

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Front matter, African Journal of Public Affairs, Volume 7, Number 4
(African Consortium of Public Administration, 2014)
Fostering a common SADC regional identity through higher education institutions
(African Consortium of Public Administration, 2014) Gumede, William
Finding a common regional identity in Southern Africa will have to be based on a set of common values. This article will argue that the most sustainable attempt to create a common regional identity in the Southern African Development Community must be based on common democratic values. It argues that higher education institutions in the region – currently at the margins of the political project to create a common regional identity, should be at the core of any project to secure a common regional identity in SADC, based on democratic values. Furthermore, this article analyses how higher education in the region can help foster a common regional identity, which, it argues is a pre-condition for building a more sustainable regional integration project. Higher education can play its role in the context of enhancing integration and building a common regional identity based on democratic values in one of two ways: it can either be used as a tool to foster a regional identity either in its own right, or by serving as a catalyst to help along the processes of identity formation. The article analyses the implications–in terms of governance, leadership, and management–for higher education institutions in SADC, if they pursue such a new democratisation mission.
Enhancing the adaptive capacity of collaboratives through education and learning in South Africa
(African Consortium of Public Administration, 2014) Müller, Kobus
It is clear that the environmental issues facing us today are prime manifestations of complex or “wicked” public problems and, as such, natural resource governance has to be approached from a complexity science perspective. The rise of adaptive co-management as an approach to ecosystem management and the emergence of innovative and novel collaborative governance models are manifestations of this trend. What is not so clear, however, is how our understanding of complex adaptive systems, resilience thinking, adaptive management and governance should be translated in terms of the role institutions of higher learning must play in their teaching, research and community interaction endeavours. The questions this article wants to explore are: How can the adaptive capacity of socio-ecological systems be enhanced through education and learning, and what is (or should be) the role of institutions of higher learning in this regard? The opportunities and challenges for universities are reflected upon against the background of the emergence of collaborative environmental governance models in the Western Cape Province.
Practising Ubuntu and leadership for good governance : the South African and continental dialogue
(African Consortium of Public Administration, 2014) Nzimakwe, T.I.
The focus of this article is on the role of Ubuntu and leadership as values that can enhance and accelerate service delivery, and ultimately promote good governance. The article considers whether Ubuntu philosophy can assist the public sector in entrenching this philosophy among public servants. Ensuring effective service delivery requires a different approach and a new way of thinking on the part of public service practitioners. One approach will be fostering the spirit of Ubuntu on all who are involved with service delivery in the public sector. Ubuntu is a philosophy and way of life that has held society together due to its beliefs and practices, which have consequently put the person at the centre of all things. There is a clear concept of morality in Ubuntu which contradicts the manner of behaviour which is often prevalent today. Ubuntu has values that are concerned with both the character and behaviour of a person. The article suggests that Ubuntu and principles of leadership and good governance are compatible and complementary.
Leadership, governance and public administration training in countries emerging from conflict : a case study Burundi, Rwanda and Southern Sudan
(African Consortium of Public Administration, 2014) Saloojee, A.
Our research (2009)2 with public servants in Rwanda, Burundi and Southern Sudan points to the importance of training both leaders and managers for both democracy and socio-economic development. Public sector education and training rooted in constitutional and administrative law, sensitive to the history and culture of a specific country can enhance public sector leadership and management and enhance governance. A 2010 study by the United Nations also points to “ineffective leadership, weak governance institutions, inappropriate human resources, lack of mechanisms to engage citizens in public policy-making decisions and lack of or ineffective delivery of public services as some of the central causes of violent conflict”. The corollary therefore is equally important – that leadership steeped in the principles of democracy, accountability and transparency, secure in outreach to the community and respectful of the rule of law and the constitution are essential to avoiding a return to violence, avoiding stalled peace and ensuring effective post conflict reconstruction of the nation state. Essential to successful peace building, political and economic stability is a continuous, sustained and targeted approach to training and development of professional public servants in the public service. The latter in particular requires the immediate and effective transformation and training of conflict driven institutions into democratic institutions that are inclusive, responsive and representative. These in turn require leadership and vision steeped in a democratic ethos that promotes better governance, national integrity systems, respect for the rule of law including administrative law and the Constitution. Conventional debates about the leadership/management dichotomy are rooted in the more traditional literature and reflect the false dichotomies embedded in the argument that separates public administration and politics. At the heart of this debate is the argument that managers have subordinates and leaders have followers and at another level public administration is the preserve of managers who are appointed and politics is the preserve of leaders who are elected.
Understanding and promoting value considerations in South African public administration
(African Consortium of Public Administration, 2014) Sing, D.
Public administration (also referred to as work of government) is a collective human enterprise carried out to ensure achieving the ultimate ideal of serving the public interest. Currently, it is facing critical issues and new agendas emerging from an intensive and pervasive interconnected internal, external and global environment. South African public administration is no exception. Although, by means of the South African Constitution which is the supreme law in the land, legislative, institutional and administrative measures embed and promote value considerations, it is the view of the author that understanding conceptual perspectives of values in terms of similar, related and core meanings, can facilitate the guiding of South African public administration to its ultimate ideal – Chapter 10 of the South African Constitution on public administration being the principle foundation. To enable and support public administration to cope and deal with these challenges, a deeply embedded and enduring value system is essential. Another intertwined enhancing factor is value orientation. A keen grasp and application of the related value orientations namely, theoretical, political, ethical, social, human and spiritual could rigorously and vigorously animate and influence public administration to realise its ultimate significance, which is the promotion of the public interest. To deal with the challenges relating to the review and implementation of the measures, a determined political will, coupled with a robust public discourse and a vibrant and vigilant media, could be meaningful.
Managing change as a critical success factor for humankind : lessons from Mandela and De Klerk
(African Consortium of Public Administration, 2014) Sokhela, P.
Through this article the author seeks to reflect a practitioner’s perspective on managing change as a critical success factor for humankind, with reference to lessons from Mandela and De Klerk. This article therefore advocates the view that the pursuit of knowledge through the method of public discussion should, true to the practice of the medieval universities, be informed by all forms of knowledge. As such the author deemed it appropriate to solicit the wisdom of the former President F.W. de Klerk, through the F.W. de Klerk Foundation and the wisdom of the custodian of the legacy of the late former President Mandela, the Nelson Mandela Foundation on the topic.
Does the administration of the Old Age Grant really benefit the rural poor?
(African Consortium of Public Administration, 2014) Van Dijk, Hilligje Gerritdina; Mokgala, M.
Since the first fully democratic elections in 1994, poverty alleviation has been a central issue for the South African government (May 2010:4). Poverty in South Africa can be largely attributed to the extreme inequalities of the past. It has been addressed through a number of developmental initiatives; for example, the government has implemented social grants to help to eradicate poverty. This article investigates how the administration of one of these social grants, the Old Age Grant, influences the livelihoods of the intended beneficiaries in the Kgautswane rural community in the Limpopo Province of South Africa. Unless a policy is implemented effectively, efficiently and ethically, it is of little use to those meant to benefit from it. Social welfare is essential for South Africa as a developmental state, but it requires a concerted effort by government to ensure the appropriate administration of this system to benefit particularly the rural poor. When the beneficiaries remain dependent on the system for their continued livelihood, only effective, efficient and ethical administration of the system will contribute to the development of a state capable of sustaining the social contract with its citizens.
A critical re-think of public administration and management in continental Africa
(African Consortium of Public Administration, 2014-12) Kuye, Jerry O.
The essence of this article is to explore the importance and dominance of public administrations approaches in the innovation of strategic leadership styles in the teachings and in the viable re-think of the governance of the state. The discussion will further address the attributes, indicators and domains of what constitutes scholarship in the discipline of Public Administration. The article will also provide some overviews for future ramifications in the field of Public Administration in enhancing leadership skills in continental Africa. This article further suggests that a critical re-thinking of public administration as a discipline must take the form of a co-operative scheme of engagement.
South African municipalities, prospects and challenges : an African perspective
(African Consortium of Public Administration, 2014-12) Thornhill, Christopher
In order to understand how African cities function, they should be considered from a political, social, economic, cultural and geographical perspective. Most of the cities that serve as African countries’ capitals today were established in colonial times, for example, Harare (Salisbury in Zimbabwe), Lusaka in Zambia, Tripoli in Libya, and Pretoria in the Republic of South Africa. They were created to serve the political aims of that era – to govern colonial territories and provide avenues to export raw materials. Because many African cities were not originally established by indigenous communities, if the future of African cities, including South African cities, is considered, attention should be paid to the artificial nature of their initial geographical locations, demography and construction. Cities need a vibrant economy to survive and prosper. Africa’s economy in general is less robust than that of most European cities, partly due to unstable political regimes, poverty and predation by the politicians in power, rather than due to a lack of natural resources. The Democratic Republic of the Congo (DRC), the Sudan (North and South) are blessed with some of the richest oil fields in Africa. Countries such as Zimbabwe, Zambia, Angola and Mozambique have the most fertile soil for agricultural production. Botswana has some of the world’s largest diamond deposits. However, these countries, and by implication, their cities, are characterised by large numbers of indigent people, unable to access basic services due to their inability to pay for services. This untenable situation is exacerbated by large numbers of refugees residing in or adjacent to cities on a temporary, but long-term basis. The question to be considered is what governmental, administrative and managerial actions are required to promote the development of African cities to meet the political, social and basic service needs of African people? The methodology involved extensive research into the economic, governmental and administrative situation in selected African countries, by reviewing selected contemporary sources, such as the World Bank’s Annual Report for 2013, Africa i2012, released by Consulting Africa Intelligence in 2012, and African Union Summits in 2013: Africa’s second transition. These are supplemented by supporting documents on administrative arrangements and local government structures to establish whether (South) African cities can meet contemporary urban requirements.
Factors hindering public financial management and accountability in South Africa
(African Consortium of Public Administration, 2014-12) Tsheletsane, I.; Fourie, D.J. (David Johannes)
Service delivery, poverty reduction and economic development and sustainability depend on the availability of money and the ability to use it effectively, which requires good financial management. Financial management fulfils an important role in the public sector, because without public funds to cover operational and capital costs, and without appropriate personnel, no public institution can render effective services. This paper analyses factors that affect the effectiveness of public financial management in South Africa. Many factors hinder public financial management and accountability, including the high turnover rate of accounting officers and of parliamentary committees such as the Standing Committee on Public Accounts (SCOPA), and a lack of political will. Although South Africa has suitable oversight bodies, policies, procedures and Acts, the poor state of financial management in South African government departments is demonstrated by the low number of clean qualified audits which show that the requirements of the Public Finance Management Act, Act 1 of 1999, the legislative oversight bodies, and the wider legal framework governing public finances have been flouted. If financial management in the public service is not addressed holistically, it may hamper, rather than assist, government departments in their service delivery programmes.
Public policy in complex situations : a critical review of social security in Africa
(African Consortium of Public Administration, 2014-12) Mthethwa, R.M.
Many social security institutions in Africa experience problems of governance and management against the background of the serious challenges faced by public policy in Africa in general. These include economic problems and the institutional design of social security policies inherited from colonial systems, and resulting governance problems. Economic and political challenges and the pressure of globalisation have placed welfare states under siege since the 1980s. The administration of social security systems is complex, and many schemes have not been managed in the best interests of the contributors and beneficiaries. Moreover, in many African countries there are clear indications of excessive state interference. Social security is a universal need, and is recognised as a basic human right, by both the International Labour Organisation (ILO) and United Nations (UN). Social security is not a luxury that a state can accord its citizens only when growth has taken place, or when countries have reached a particular level of per capita income. This article raises the question whether African social policy in particular has changed significantly during this period of challenges. The article provides a brief overview of the main characteristics of current social protection schemes, while acknowledging that designs vary considerably across countries, focusing mainly on developing countries, particularly in Africa, making it difficult to generalise. The article concludes by arguing that, for a social security system to be feasible in the current circumstances of widespread economic crisis, appropriate regulatory authorities need to be put in place to regulate the private and public environment, and to ensure, amongst other things proper customer care.
Prospects, challenges and constraints of social security : the public administration quagmire for selected African countries
(African Consortium of Public Administration, 2014-12) Nhede, Norman Tafirenyika
Social exclusion has become a topical issue warranting global concern. In Africa, many people have remained unprotected against the hazards of economic shocks despite implementing various social security policies. The poor performance of most African economies has in some cases triggered massive retrenchments and abrupt company closures due to viability problems. The purpose of this article is to determine the prospects, challenges and constraints of social security in selected African countries against the backdrop of incessant rising unemployment and other related challenges. To establish the relevance of the existing social security systems, a review of available literature on social protection is adopted. Also analysed in this article are the attempts by African governments to extend social protection to the informal sector. An examination of journal articles and reviews of general reports on the overall performance of social security schemes in Africa suggest that social security interventions have been ineffective in cushioning people against economic hardships. Efforts aimed at achieving social inclusivity have been inhibited by a number of economic and administrative challenges. Thus, the informal sector has remained excluded from formal social security schemes in most African countries yet it is the obligation of governments to provide social protection to all people under their jurisdictions. Government policies should be periodically reviewed in order to establish the relevance of existing provisions to the socio-economic environment prevailing at any given time. In order to address the problem of social exclusion, governments need to holistically adopt a multi-sectoral approach to social security.
Management of collaborative partnerships for the delivery of social welfare services
(African Consortium of Public Administration, 2014-12) Rapoo, A.G.; Tshiyoyo, Mudikolele Michel
The South African social welfare system is characterised by the need for the transformation of services and the need for the promotion of service integration among different stakeholders. In the context of the socio-economic transformative processes brought by political reforms of the nineties partnership between stakeholders became a key for the improvement of services delivery by government departments. The Department of Social Development (DSD) prefers an alternative service delivery mechanism for the delivery of social welfare services. The developmental model of service delivery adopted by the DSD had a subsequent impact on the transformation of the policy framework, programmes as well as the restructuring of service delivery mechanisms. This required a form of partnership between the DSD and Non-Governmental Organisations (NGOs) and the kind of collaboration adopted was different from the one that existed prior to the reconstruction and development process. The relationship between the DSD and NGOs has evolved over time, the value thereof being determined by the purpose of the relationship. However, it is important to note that in the new dispensation the DSD has developed policies which seek to transform racially based government-NGO relations. Collaborative partnership is therefore central to the DSD’s value system, its service delivery model as it refers to both clients and role-players as partners. However, having a value system and ensuring the practical application in achieving the intended goals and better partnership outcomes seem to be a challenge for both the DSD and NGOs. This article examines the management of the collaborative partnership for the delivery of services in South Africa with specific reference to the DSD and NGOs. Managing the partnership is a crucial public administrative function for managers employed by the DSD. This article uses a case study in order to analyse the collaborative partnership management processes between the DSD and NGOs. The article concludes that the DSD and NGOs are committed to collaborating in the process of delivering social welfare services, but that the current policy framework seems inadequate in ensuring that the partnership is managed effectively. It is also noted that the policy management regarding the alternative service delivery approach is not yet well-established within the DSD. Decentralisation in managing collaborative partnerships between the DSD and NGOs increasingly contributes to institutional incapacity for joint planning, coordination of activities and communication. In this article it is recommended that the DSD develops a strategy on alternative service delivery mechanisms to guide activities in the context of collaborative public management. This can be achieved using two alternatives: a policy splitting and a linear policy succession. Policy splitting is recommended to implement the Non-Profit Organisations Act, Act 71 of 1997, distinguishing between Non-Profit Organisations (NPOs) requiring registration status to undertake NPO work, and NGOs collaborating with the DSD to deliver social welfare services. Linear policy succession implies replacing the Policy on Financial Awards to Service Providers with a new policy with the same purpose, but incorporating other elements required for the management of collaborative partnerships between the DSD and NGOs.

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