Journal of Public Administration - Volume 44, Issue 3, 2009
Volumes & issues
Volume 44, Issue 3, 2009
Intermediate-level public sector skills provision and FET Colleges : expanding the agenda and widening the impact, Journal of Public Administration, 44 (1) 2009 : pp. 30-43 : erratumAuthor S. AkoojeeSource: Journal of Public Administration 44 (2009)More Less
Author C. ThornhillSource: Journal of Public Administration 44, pp 411 –412 (2009)More Less
The euphoria of the recent democratic elections in South Africa has made way for reality. The political rhetoric of all the political parties which participated in the elections has assigned their representatives to the National Assembly and to the nine provincial legislatures. Each of the legislative bodies commenced with their respective legislative programmes and the authorisation of their policies as envisaged during the political campaigns. However, it is obvious that various communities are not willing to wait until the newly formed governing structures could fulfil election promises. Communities are demanding immediate action and immediate improvement of their living conditions.
Author S.M. MadueSource: Journal of Public Administration 44, pp 413 –423 (2009)More Less
While considerable progress has been registered in the transformation of the South African public service, financial management remains the focal point of contention. South Africa is at a dynamic phase in its history and development. It is imperative for the government to apply sound financial management principles and ensure proper public administration in rendering services to the public and enforce the best accounting standards in terms of the Generally Accepted Accounting Practice. A compendium of policies has been enacted with a view of laying the foundation for the Financial and Fiscal Framework. This article documents the current status of public financial management in South Africa, using the 2007 Medium-Term Budget Policy Statement as a central basis.
Author H.A. Van WykSource: Journal of Public Administration 44, pp 424 –434 (2009)More Less
The purpose of this article is to assess the state of financial reporting in provincial government departments. One of the obstacles in transforming financial reporting in South Africa is to change from cash to accrual accounting. The research revealed that while most public sector accounting guidelines and legislation are in place, government departments are still using cash accounting. The current accounting information system seems to be unsuitable for accrual accounting. Respondents assigned a poor rating to the effectiveness of public sector financial reporting, and the slow rate at which this system was being transformed.
Author B.C. MubangiziSource: Journal of Public Administration 44, pp 435 –450 (2009)More Less
The critical role of an effective service delivery process in ensuring sustainable access to basic services by the citizenry cannot be overemphasised. Its critical relationship to social stability and democracy can also not be ignored. In this regard, attempts should thus be made to explore a variety of approaches that promote effective service delivery. Community development is one such approach. The concept of community development places people at the centre of the development process, with the emphasis being on enabling people to realise their potential and participate in activities that are responsive to problem issues within their communities. This article reflects on the role community development workers can and do play in promoting effective service delivery in South Africa and explores the tensions between the policy and implementation environment within which they function. In addition, and against the backdrop of community development theory, the article highlights the challenges faced by community development workers in service delivery and social development.
Conceptualisation and contextualisation of corporate governance in the South African public sector : issues, trends and prospectsAuthor S.B. KomaSource: Journal of Public Administration 44, pp 451 –459 (2009)More Less
The purpose of this article is to locate both conceptually and contextually corporate governance in the South African public sector. The article is based on the premise that corporate governance is not solely confined to private sector milieu and as such it is incumbent upon public sector organisations to embrace corporate governance with a view to improve their efficiency, effectiveness, accountability and reputation. It further provides a corporate governance framework underpinned by the King I and King II Reports, King Code of Corporate Practices and Conduct and the Public Finance Management Act germane to the public sector setting. The challenges facing Chapter 9 institutions related to their internal governance arrangements and the lessons on the application of corporate governance model adopted by the Department of Trade and Industry are further discussed.
Author T.B. LuthuliSource: Journal of Public Administration 44, pp 460 –469 (2009)More Less
The South African public service is faced with challenges from different fronts to deliver services. Much has been achieved in the fourteen years of democracy in South Africa, but more could have been achieved, especially in the area of policy implementation and performance improvement. The major challenge is that, despite intense endeavors directed at improving service delivery, lack of, or mediocre delivery continues to plague the public service. While the availability of solid public policy indicates the beginning of the process of delivery, on its own is insufficient if not supported by effective systems and processes for actual delivery. Part of this problem can be attributed to leaders' inability not only to just comply with the requirements of policy, but to also ensure that compliance is accompanied by and lead to expected performance. In this era of management, little emphasis needs to be placed on compliance but rather what compliance requires. This article considers why, despite compliance, public service delivery is not improving. It also considers the role of leadership in the public service and reasons for its inability to move beyond compliance.
Total Quality Management (TQM) : an imperative guide for leaders in the South African Public ServiceAuthor K.K. MaimelaSource: Journal of Public Administration 44, pp 470 –482 (2009)More Less
Quality management is described as an approach to the art of management to improve product quality and increase customer satisfaction by restructuring traditional management practices. The overriding objective of quality management is customer satisfaction. Quality Management is not a specific set of activities, it is a management approach in which every employee is empowered with direct responsibilities related to the quality of the products or services provided by the organisation. The following quality management principles should be applied uniformly to government to ensure service excellence: effective leadership, an emphasis on customer satisfaction, and a commitment to continuous improvement, strategic planning, enlightened human resource management, quality assurance systems, and effective information systems.
This article focuses, inter alia, on TQM planning; TQM implementation; and how to improve quality in the public service. If this is achieved, the public service leaders and / or managers should have a better guide to service excellence and good governance. It should be emphasized that what is needed, is neither more government nor less government, but better government.
Integrated Development Plan (IDP) in South African local government : the case of the City of Tshwane Metropolitan MunicipalityAuthor K. PhagoSource: Journal of Public Administration 44, pp 483 –491 (2009)More Less
Integrated Development Plans (IDPs) are prerequisites for the effective functioning of municipalities in South Africa. The Local Government: Municipal Systems Act, 2000 (Act 32 of 2000) requires municipalities to introduce and comply with its stipulations for an effective and efficient municipal service delivery. This article observes features of the City of Tshwane Metropolitan Municipality's (CTMM) IDP's compliance with the forgoing legislation. The article further discusses the conceptual foundation of the IDP in order to understand the context of CTMM's IDP. Of particular relevance, long-term developmental goals and strategies of the CTMM are observed as the main indicators of the municipality's compliance with the existing legislation. It is argued that the emphasis on involving stakeholders through varying networks and partnerships could be important in yielding fruitful service delivery results. Furthermore, it is suggested that the legislative specifications are too broad to be able to address service delivery problems within the CTMM and elsewhere in other municipalities.
Author A.M. SindaneSource: Journal of Public Administration 44, pp 492 –503 (2009)More Less
A universally acceptable administrative culture is perhaps an illusive concept in the administrative sciences. Different countries have different cultures and at times different cultures exist within the same country. The problems of developing a universal administrative culture may also vary, ranging from politics, social and economic factors, exacerbated by unequal levels of development of different countries and political instability in developing countries. However, the development of an acceptable administrative culture within a country is arguably the first step towards inculcating a sense of pride for the public service of any country.
The development of an administrative culture within a country must complement and be complemented by a sense of accountability and ethics by public managers. Cultured public managers need to cultivate a sense of accountability and ethics that transcend the legality of administrative action to include organisational and professional behaviour as well as morality of administrative action. The search for the best practices requires that people in administration be afforded personal space for personal initiatives and personal values that can assist them to develop personal accountability. This article argues for investment in human development through the development of an acceptable administrative culture and a sense of accountability and ethics that foster pride and ensures productivity and high quality customer service.