Journal of Public Administration - Volume 41, Issue 4, 2006
Volumes & issues
Volume 41, Issue 4, 2006
Author C. ThornhillSource: Journal of Public Administration 41, pp 703 –704 (2006)More Less
The public sector in its broadest sense is involved in most facets of the lives of all individuals residing within its boundaries or who have in some way links with the country. This implies that Government's responsibilities are no longer limited to defence, security and economic stability. Perhaps the most complex duties concern the social aspects of human beings residing in or concerned with a country. Public administration is the crucial vehicle government has at its disposal to provide services to society. The administrative system, therefore, supports government policy and also informs government initiatives and policy. It could be argued that the fabric of societal life is woven by the public administrative system and that the quality of life within a country is largely determined by the quality of its administrative system.
Source: Journal of Public Administration 41, pp 705 –720 (2006)More Less
A general overview of the state of monitoring and evaluation in Africa is offered. It indicates that efforts by the World Bank, African Development Bank, Development Bank of Southern Africa and other agencies, to develop evaluation capacity alongside sweeping public sector reforms and to enhance good governance have not yet yielded the desired results. Monitoring and evaluation are still, by and large, at the nascent stage. Positive developments are emerging, but challenges remain. Zimbabwe probably provides the only example of a "mature" monitoring and evaluation system on the continent. Ghana and South Africa, however, show signs of paying serious attention to establishing monitoring and evaluation systems. On this note, the paper focuses on these countries. The approach, used is a framework of juxtapositional analysis derived from Furubo, Rist and Sandahl who examines the two countries on a number of key factors.
Social responsibility and accountability : the case of multinational enterprises operating in South AfricaSource: Journal of Public Administration 41, pp 721 –730 (2006)More Less
This article examines corporate social responsibility from the perspective of documented cases of governmental institutional failures in holding foreign multinational enterprises (MNEs) accountable in the host states in which they operate. Such institutional failures are evident in a number of cases involving multinational enterprises operating in South Africa and other developing host countries. These cases demonstrate that with weak regulation, the foreign direct investment (FDI) of MNEs can in some cases do more harm than good, resulting in lapses in accountability; harming the environment and human health. Accordingly, it is argued that special attention should be given to MNEs as a result of their unique nature and characteristics, as well as for the dynamic global context within which they operate. The focal area of the paper is concentrated on examining some of the legal aspects and complications associated with the FDI of MNEs with the expectation of exploring the prospects for regulatory reform in South Africa.
Author S. BooysenSource: Journal of Public Administration 41, pp 731 –749 (2006)More Less
In the early 2000s, public policy-making in South Africa witnessed the restructuring of the Presidency of South Africa - an institution that became central to policy-making in democratic South Africa. The restructuring process followed on the first five years of post-apartheid, democratic government, and stood in the wake of Thabo Mbeki's 1999 accession to the Presidency of the country. In a 2001 article in the Journal of Public Administration, the author recorded the early parts of accompanying changes in stake-holding in public policy-making, from broad consultation to early centralisation. In the period since 2001, the early trends towards institutional centralisation have evolved into an elaborate system of coordination and integration of public policy-making. These trends became pivotal to policy processes in South Africa. They are the primary focus of this article. The system of coordination emerged against the background of increasing emphasis on policy implementation, review, and extension. The article maps and analyses these important changes in the heart of the Mbeki policy machine, with a particular focus on the period from 2001 to 2006.
Author M. IngleSource: Journal of Public Administration 41, pp 750 –760 (2006)More Less
Developmental land-use in South Africa depends upon the predictable enforcement of regulations that are meant to conduce to the health, safety and welfare of its citizenry. South Africa has no shortage of municipal regulations in this regard, but its organs of state seem to have neither the will nor the wherewithal to enforce them. This impotence has opened the way for opportunists and slumlords to flaunt basic property rights with impunity. The effect of this is a serious undermining of trust in, and respect for, the law. The State has in many cases abrogated its function as the upholder of the law to a beleaguered citizenry, and an effete judiciary has sometimes connived in this dereliction. The State has also failed to exercise creativity in providing incentives to realize its developmental policy goals, while the sanctions it employs are ignored or circumvented by corrupt officials and politicians due to a lack of oversight. The law in South Africa has had its legitimacy compromised by poorly-conceived legislation and bureaucratic inertia. It is difficult to see how orderly, coherent land-use development can take root in the current environment. What is required is a renewed commitment to the fundamental principles espoused in South Africa's rule of recognition - its Constitution.
Source: Journal of Public Administration 41, pp 761 –775 (2006)More Less
The traditional budgeting system in South Africa has been characterised by almost exclusive expenditure control measures. In the new political and constitutional framework since the transition to democracy in 1994, government has been faced with challenges of reconciling increased public service delivery with fiscal discipline. The introduction of the Public Finance Management Act, 1999 budgetary framework was a response to this backdrop. It is aimed at regulating financial management in the public sector by ensuring efficient and effective management of public resources, in the delivery of public services.
The emergence of fiscal deficits has forced developing countries to examine how budgeting systems can better support their developmental priorities. As a result some of these countries have begun considering budgetary reforms while others are at various implementation phases of output or result based budgeting. The introduction of service delivery information in the Estimates of National Expenditure and the Budget Statements marks an improvement in emphasising economy and effective delivery of service within the performance budgeting framework. The development of the In-Year Monitoring (IYM) system and the Standard Chart of Accounts (SCoA) is yet another initiative towards the transformation of the budgeting system, aimed at modernising accounts and reporting by government in line with the international best practices. The objective of this paper is to offer a critical appraisal of the budget system in South Africa, looking at the way budgeting has evolved to incorporate a new legislation on budget management and to offer suggestions for improvements on future reform agenda.
Source: Journal of Public Administration 41, pp 776 –789 (2006)More Less
Throughout history military leaders contemplated over what the most effective form of military leadership should be. The modern environment in which military leaders should operate effectively are characterise as complex, dynamic, culturally diverse and technologically challenged. It is virtually impossible to develop military leaders through only one leadership model to comply with the above-mentioned expectations. Therefore this article discusses military leadership development as a process for Africa.
The article discusses a process through which military leaders are first develop as superleaders that enable them to work with the subordinates, realise and cultivate their potential. It secondly aims at sensitising military leaders towards the different situations within which operations take place, the level of knowledge and preparedness of followers and the challenges associated with operations on the tactical to a joint operational level. The development of the strategic ability of future leaders is a given. Transformational leadership facilitates this ability, especially in circumstances where change should be managed. During phase four the emphasis is on the existing expectation that top level military leaders of Africa should contribute to the transformation of a continent, scourged by war, imbued by AK-47s and landmines, into a developing continent that will be able to provide products and services to the rest of the world.