Journal of Public Administration - Volume 46, Issue 2, 2011
Volumes & issues
Volume 46, Issue 2, 2011
Author M.J. MafunisaSource: Journal of Public Administration 46 (2011)More Less
As it is the case with all public institutions (including municipalities) globally, public institutions in the Republic of South Africa face a myriad of challenges. These challenges are highlighted in the reports of the Auditor General; Local Government Turnaround Strategy, 2009; State of Local Government in South Africa: Overview Report - National State of Local Government Assessments, 2009; State of the Public Service Reports; articles by scholars in the social sciences; speeches by politicians from different political parties; opinions by editors of newspapers; letters to editors of newspapers by members of the public; political analysts and research organisations.
Author K. KondloSource: Journal of Public Administration 46, pp 923 –934 (2011)More Less
This article argues that the roots of the crisis in public policy performance in South Africa, post 1994, can be traced back to the fact that communities are endorsees rather than co-originators of policies that affect their lives. Hence the article argues that the dilemma of policy performance is the dilemma of the 'first instance' and this is about co-origination and co-authorship of policy issues with citizens and communities. The notion of 'co-origination' derives from Habermas' (Honig 2006:161) thesis that 'in a deliberative democracy, constitutionalism and democracy are co-original'. The notion of co-originality, adopted and elaborated in this article, underlines popular sovereignty in the workings of a democracy. In the context of this article, the argument is that the addressees of public policy should simultaneously be its originators and authors. This then becomes the condition for the legitimate implementation and performance of public policy. The article uses a case study of the Toleni community in the Eastern Cape to argue the case that poor policy performance is due to a lack of co-origination and co-ownership with communities. Public policy performance in the context of this article infers policy activity which yields intended results and anticipated outcomes. Inadvertently, this leads to the discussion of problems of policy implementation and how they can be resolved. The situation of the Toleni community narrates a pitiful story of marginalisation during the time of a supposedly inclusive democracy. The Restitution Policy as embodied by the Restitution of Land Rights Act, 1994 'talks' in a language different to that of the Toleni community. From field work conducted, it appears that if communities in the areas including Toleni had been co-originators of the policy and issues it addresses, many of the pitfalls at the level of policy implementation would have been avoided.
Author M.H. KanyaneSource: Journal of Public Administration 46, pp 935 –946 (2011)More Less
Public finance is considered to be the overriding factor in determining the viability of local government. Presumably, without sound financial management systems, municipalities will be forced to discontinue their operations. It is imperative that municipal stakeholders, such as municipal officials, mayors, ward councilors, traditional leaders and interest groups, among others, should have a sound basic knowledge and application of the Municipal Finance Management Act, 2003 (Act 56 of 2003) and other related legislation. The Act has been introduced to secure sound and viable management of the financial affairs of municipalities in the local sphere of government. However, studies in Public Administration confirm that the majority of rural municipalities in South Africa are not self-viable. There are a number of challenges that include governance, finance, planning and human capital. To put this matter in perspective, the revenue base of rural municipalities is confronted with the culture of nonpayment of services, corrupt supply chains and weak accountability mechanisms. The culture of nonpayment, including other reasons connected therewith, has depleted the revenue base of municipalities. Recurring audit queries appear to be irresolvable. It is for this reason that municipalities are not self-sufficient and many require national government bailout, but this unfortunately creates a dependency syndrome and a vicious circle over a longer time. Therefore, the purpose of this article is to explore why rural municipalities are not financially viable and thereby attempt to propose possible practical solutions.
The role of traditional leadership in promoting governance and development in rural South Africa : a case study of the Mgwalana traditional authoritySource: Journal of Public Administration 46, pp 947 –962 (2011)More Less
This article examines how well the Mgwalana Traditional Authority (MTA) is performing its role of governing and developing its area and the municipal area of Nkonkobe in the Province of the Eastern Cape. The Chief of the MTA is one of the 2 400 traditional leaders in South Africa who are responsible for giving leadership and development services to approximately 16 million people living in the rural areas. This article tries to find answers to two research questions:
1) What part does the Mgwalana traditional council play in governance and development? 2) Has the South African government managed to add traditional leadership to the local government structures? The article will show that the MTA is finding it difficult to do much socio-economic development because the Nkonkobe local municipality considers governance and development to be its own role, and the traditional leadership is supposed to join only in customary and cultural activities. The research concludes that these two bodies could break this impasse if they follow the Traditional Leadership and Governance Framework Act, 41 of 2003, and if the municipality works with local stakeholders, including the MTA, to achieve the goals for local government laid down in section 152 of the Constitution of the Republic of South Africa, 1996.
Author B.R. HanyaneSource: Journal of Public Administration 46, pp 963 –974 (2011)More Less
Public transport management in South Africa has undergone tremendous changes over the past ten years or so. Regime theory as a fundamental theory used to analyse public transport management in the 21st century has resulted in a number of changes in philosophical thinking in relation to managing public transportation. World-wide phenomena such as globalisation as a process reflective of the monopolistic accumulation of capital by multi-nationals mostly in the capitalist western world has changed the way we perceive and manage public transportation. Less developed countries, such as Guatemala, have demonstrated vested knowledge in improving public transport systems for urban areas. This article provokes thought in examining the changing philosophical thinking by public transport practitioners in the City of Johannesburg municipal jurisdiction. Emerging knowledge and practice trends reflective of the latest developmental yet pragmatic methods embedded within public administration and management practice in the sub-field of public transport management are the focus of discussion in this article.