SA YEARBOOK 2009/10 GOVERNMENT SYSTEM GOVERNMENT SYSTEM 11

Following the general election in April 2009, a new The Preamble administration, under the leadership of President The Preamble states that the Constitution aims Jacob Zuma, took over. This saw a number of to: changes being introduced. These included: • heal the divisions of the past and establish a • The Department of Minerals and Energy was society based on democratic values, social split into two separate departments of mineral justice and fundamental human rights resources and of energy, each with a minister. • improve the quality of life of all citizens and • The Department of Education was split into free the potential of each person separate ministries, one for Basic Education • lay the foundations for a democratic and open and the other for Higher Education and Train- society in which government is based on the ing. will of the people, and in which every citizen is • The Department of Housing was renamed the equally protected by law Department of Human Settlements to take on a • build a united and democratic that more holistic focus. is able to take its rightful place as a sovereign • A new Department of Rural Development and state in the family of nations. Land Affairs was created. • The Department of Water Affairs and Forestry Founding provisions became the Department of Water Affairs. As Chapter One of the Constitution stipulates, • A new Economic Development Department South Africa is a sovereign and democratic state was established to focus on economic policy- founded on the following values: making. The implementation functions, how- • human dignity, the achievement of equality ever, remain with the Department of Trade and and the advancement of human rights and Industry. freedom • A new Department of Tourism was created. • non-racialism and non-sexism • The Department of Agriculture became the • supremacy of the Constitution Department of Agriculture, Forestry and Fisher- • universal adult suffrage, a national common ies. voters’ roll, regular elections and a multiparty • The Department of Local and Provincial Gov- system of democratic government to ensure ernment became the Department of Coopera- accountability, responsiveness and openness. tive Governance and Traditional Affairs. • A new ministry was created for Women, Youth, Fundamental rights Children and People with Disabilities to empha- The fundamental rights contained in Chapter Two sise the need for equity and access to develop- of the Constitution seek to protect the rights and ment opportunities by the vulnerable groups in freedom of individuals. The Constitutional Court South Africa. guards these rights and determines whether Government has committed to host the best Soc- actions by the State are in accordance with con- cer World Cup ever in 2010. The success of the stitutional provisions. Confederations Cup that was held in June 2009 communicated a clear message that South Africa Government and its people, and the people of Africa, are ready Government consists of national, provincial to deliver a world-class 2010 FIFA World CupTM. and local spheres, which are distinctive, inter- dependent and interrelated. The powers of the The Constitution law-makers (legislative authorities), government The Constitution of the Republic of South Africa, (executive authorities) and courts (judicial authori- 1996, was approved by the Constitutional Court ties) are separate from one another. on 4 December 1996 and took effect on 4 Febru- ary 1997. South African President Jacob Zuma was named The Constitution is the supreme law of the land. Best African President at the 2009 Africa Con- No other law or government action can supersede i sciousness Media Leadership Awards. These the provisions of the Constitution. awards honour those who have contributed to the South Africa’s Constitution is one of the most liberation and development of the continent. progressive in the world and enjoys high acclaim internationally.

SA YEARBOOK 2009/10 260 Parliament The Presidency, January 2010 Parliament is the legislative authority of South Africa and has the power to make laws for the President Jacob Zuma country in accordance with the Constitution. Deputy President It consists of the National Assembly and the National Council of Provinces (NCOP). Parlia- mentary sittings are open to the public. Since the A Bill concerning money must be introduced in establishment of Parliament in 1994, a number of the assembly and referred to the NCOP for con- steps have been taken to make it more acces- sideration and approval after being passed. sible and to motivate and facilitate public parti­ If the council rejects a Bill or passes it subject cipation in the legislative process. The website to amendments, the assembly must reconsider www.parliament.gov.za encourages comment and the Bill and pass it again with or without amend- feedback from the public. ments. There are special conditions for the approval of laws dealing with provinces. National Assembly The National Assembly is elected to represent the The President people and to ensure democratic governance as The Head of State is the President and he/she required by the Constitution. It does this by elect- leads the Cabinet. The President is elected by the ing the President, providing a national forum for National Assembly from among its members, and public consideration of issues, passing legislation leads the country in the interest of national unity, and scrutinising and overseeing executive action. in accordance with the Constitution and the law. The National Assembly consists of no fewer than 350 and no more than 400 members elected The Deputy President through a system of proportional representation. The President appoints the Deputy President from The National Assembly, which is elected for a among the members of the National Assembly. term of five years, is presided over by the Speaker, The Deputy President assists the President in assisted by the Deputy Speaker. executing government functions.

National Council of Provinces The Presidency The NCOP consists of 54 permanent members There are two ministers in The Presidency: one and 36 special delegates, and aims to represent responsible for the National Planning Commission provincial interests in the national sphere of (NPC) and the other for Monitoring and Evaluation government. Delegations consist of 10 represen­ as well as Administration in The Presidency. tatives from each province. The NCOP must have The NPC is responsible for strategic planning a mandate from the provinces before it can make for the country to ensure one national plan to certain decisions. It cannot, however, initiate a which all spheres of government would adhere. Bill concerning money, which is the prerogative The Green Paper on National Strategic Plan- of the Minister of Finance. NCOP Online (www. ning, launched in September 2009, sets out parliament.gov.za/ncop) links Parliament to the the rationale for planning and the institutional provincial legislatures and local government structures, processes and outputs of the national associations. It provides information on draft planning process. legislation and allows the public to make electronic A monitoring and evaluation competency in submissions. The NCOP came into existence on The Presidency was also created to monitor and 6 February 1997. evaluate the performance of government in all three spheres. The policy document on perform- Law-making Any Bill may be introduced in the National Assem- The Presidential Hotline was officially launched bly. A Bill passed by the National Assembly must in October 2009. The hotline enables citizens to i be referred to the NCOP for consideration. escalate their queries and suggestions to the A Bill affecting the provinces may be intro- President’s Office if they don’t get assistance from duced in the NCOP. After it has been passed other call centres. The contact details are: telephone: 17737, by the council, it must be referred to the assem- fax: 086 681 0987 and e-mail: [email protected]. bly. The service is toll-free.

261 SA YEARBOOK 2009/10 By May 2009, female representation in the tion of tribal land, demonstrating government’s National Assembly totalled 45%, putting South i willingness to effect the power and recognition Africa third when it comes to the international of traditional authorities and leadership. Numer- representation of women in Parliament. The country ous pieces of legislation have been passed and is on course to achieve the Southern African Development a variety of programmes implemented to ensure Community target of 50% women in political decision- that traditional leadership makes an important making by 2015. contribution to the development of society. The Chief Directorate: Traditional Leadership ance monitoring and evaluation, Improving Per- and Institutions in the Department of Cooperative formance in Government: Our Approach, launched Governance and Traditional Affairs provides sup- on the same day, outlines government’s approach port to traditional leaders and institutions, and is to improving its performance. Government has responsible for the development of policy in this improved access to services for people who were regard. previously denied. It renders an anthropological service, and pro- This document forms the basis of plans to vides advice and support regarding governance improve the quality of service delivery. and development matters. It advises and supports the National House of Traditional Leaders and Cabinet maintains a database of traditional leaders and The Cabinet consists of the President, as head of institutions. the Cabinet, the Deputy President and ministers. It is also responsible for developing and imple- The President appoints the Deputy President and menting a regulatory framework for the protection ministers, assigns their powers and functions and of the rights of cultural, religious and linguistic may dismiss them. communities. The President may select any number of min- In August 2009, there were amendments to the isters from among the members of the National two principal laws on traditional leadership before Assembly, and may select no more than two Parliament, namely the Traditional Leadership and ministers from outside the assembly. Governance Framework Amendment Bill and the The President appoints a member of the Cabi- National House of Traditional Leaders Bill. net to be the leader of government business in the National Assembly. Legislation National House of Traditional Leaders Bill Deputy ministers The Council of Traditional Leaders Act, 1997 The President appoints deputy ministers from (Act 10 of 1997), was amended through the among the members of the National Assembly. Council of Traditional Leaders Amendment Act, 1998 (Act 85 of 1998), and the National House Traditional leadership of Traditional Leaders Amendment Act, 2000 Chapter 11 of the Constitution states that the (Act 206 of 2000). institution, status and roles of traditional leader­ To improve the functionality and broaden the ship, according to customary law, are recognised, scope of the work of the national house, the subject to the Constitution. National House of Traditional Leaders Bill provides Government remains committed to strengthen- for the following key issues: ing the institution of traditional leadership and • the continued existence of the National House appreciates the role it plays in society. of Traditional Leaders with added responsibili- The reconfiguration of the Department of Pro- ties vincial and Local Government into the Department • the composition of the national house to be of Cooperative Governance and Traditional Affairs representative of all provinces, including the signifies the importance that is placed on the role provinces that have recently acquired tradi- and place of traditional leaders in the lives of tional communities after the redetermination of people, especially in rural areas. provincial boundaries Government regards traditional leaders as part- • streamlining the process of electing members ners in the implementation of its programmes. of the national house in the provinces A number of departments have put in place • determining powers and duties of the national legislation that clearly defines the role of tradi- house in line with the White Paper on Traditional tional leaders in the areas of justice, in the estab- Leadership and Governance lishment of traditional courts and the administra-

SA YEARBOOK 2009/10 262 Cabinet ministers and deputy ministers, as at January 2010

Portfolio Minister Deputy Minister Agriculture, Forestry and Fisheries Tina Joemat-Pettersson Dr Pieter Mulder Arts and Culture Lulu Xingwana Paul Mashatile Basic Education Angie Motshekga Enver Surty Communications Siphiwe Nyanda Dina Pule Cooperative Governance and Traditional Affairs Sicelo Shiceka Yunus Carrim Correctional Services Nosiviwe Mapisa-Nqakula Hlengiwe Mkhize Defence and Military Veterans Dr Lindiwe Sisulu Thabang Makwetla Economic Development Ebrahim Patel Gwen Mahlangu-Nkabinde Energy - Finance Pravin Gordhan Nhlanhla Nene Health Dr Aaron Motsoaledi Dr Molefi Sefularo Higher Education and Training Dr Blade Nzimande - Home Affairs Dr Nkosazana Dlamini Zuma Malusi Gigaba Human Settlements Tokyo Sexwale Zoliswa Kota-Fredericks International Relations and Cooperation Maite Nkoana-Mashabane Ebrahim Ebrahim Sue van der Merwe Justice and Constitutional Development Jeff Radebe Andries Nel Labour Membathisi Mdladlana - Mineral Resources Susan Shabangu - Police Nathi Mthethwa Fikile Mbalula Public Enterprises Barbara Hogan Enoch Godongwana Public Service and Administration Richard Baloyi Roy Padayachie Public Works Geoff Doidge Hendrietta Bogopane-Zulu Rural Development and Land Reform Gugile Nkwinti Dr Joe Phaahla Science and Technology Naledi Pandor Derek Hanekom Social Development Edna Molewa Bathabile Dlamini Sport and Recreation Rev Gert Oosthuizen State Security Dr Siyabonga Cwele The Presidency Trevor Manuel - National Planning Commission The Presidency Performance Monitoring, Evaluation Collins Chabane - and Administration Tourism Marthinus van Schalkwyk Thozile Xasa Trade and Industry Dr Rob Davies Thandi Tobias Bongi Maria Ntuli Transport Sbusiso Ndebele Jeremy Cronin Water and Environmental Affairs Buyelwa Sonjica Rejoice Mabhudafhasi Women, Youth, Children and Persons Noluthando Mayende-Sibiya - with Disabilities

263 SA YEARBOOK 2009/10 • enhancing the functioning and management of Houses of traditional leaders the national house The Constitution mandates the establishment of • providing support to the house by government houses of traditional leaders by means of either in respect of administration, finances, capacity- provincial or national legislation. building and resources The National House of Traditional Leaders was • providing for the relationship between the established in terms of the National House of national house and the provincial houses Traditional Leaders Act, 1997. Its objectives and • providing for the relationship between the functions are to promote the role of traditional national house and kings and queens leadership within a democratic constitutional • providing for the relationship between the dispensation, enhance unity and understand- national house and government. ing among traditional communities and advise national government. Traditional Leadership and Provincial houses of traditional leaders were Governance Framework Amendment Bill established in all six provinces that have traditional The Traditional Leadership and Governance leaders, namely the , KwaZulu-Natal, Framework Amendment Bill provides for the fol- the Free State, , Limpopo and North lowing amendments: West. • recognition of kingships or queenships and the The Traditional Leadership and Governance withdrawal of such recognition Framework Act, 2003 (Act 41 of 2003), provides • disestablishment of paramountcies and the for the establishment of local houses of traditional withdrawal of recognition of paramount chiefs leaders. • establishment of kingship or queenship coun- The national and provincial houses of traditional cils and the determination of their functions leaders enhance the cooperative relationships • the determination of the membership of within national and provincial government, while traditional councils and kingship or queen- the establishment of local houses of traditional ship councils by premiers and the Minister of leaders will deepen and cement the relationship Cooperative Governance and Traditional Affairs between municipalities and traditional leaders on respectively, in line with provincial peculiari- customary law and development initiatives. ties • establishment of a traditional subcouncil Commission on Traditional where the area of jurisdiction of a traditional Leadership Disputes and Claims community occupies two or more geographical The commission was established in terms of areas apart from each other Section 22(1) of the Traditional Leadership and • extension of the original one year to five years, Governance Framework Act, 2003. The main the period within which the traditional authori- objective of the commission is to investigate and ties must be transformed in line with the Act make findings on traditional-leadership disputes • alignment of the terms of office of all the struc- and claims. tures. Department of Cooperative Institutions Governance and Traditional Traditional councils Affairs The stipulations of Chapter 12 of the Constitution In May 2009, the Department of Provincial and and the advent of democracy required the trans- Local Government became the Department of formation of the composition of traditional coun- Cooperative Governance and Traditional Affairs. cils. Therefore, legislation has transformed the The mandate of the department is derived from composition of traditional councils to provide for chapters three and seven of the Constitution of elements of democracy (40% of members must the Republic of South Africa, 1996. be elected) and gender representivity (one third of The Department of Cooperative Governance and members must be women). Traditional Leadership has a new and expanded Legislation has also opened a window of mandate, focusing on: opportunity for municipalities and traditional • improved vertical coordination across the three councils to achieve cooperative governance. Tra- spheres of government and public entities ditional councils have been given a strong voice • greater horizontal coordination across the vari- in development matters and may now enter into ous sectors in government and public entities partnerships and service-delivery agreements • better strengthening, supporting and oversee- with government in all spheres. ing of provincial government

SA YEARBOOK 2009/10 264 Members of the executive councils of provincial governments, as at October 2009

Eastern Cape KwaZulu-Natal Premier Dr Zweli Mkhize Premier Mbulelo Sogoni Agriculture and Rural Development Lydia Johnson Agriculture and Rural Development Mahlubandile Qwase Education Senzo Edward Mchunu Education Finance, Economic Development and Mike Mabuyakhulu Economic Development and Tourism Mcebisi Jonas Environmental Affairs Catharina Cronje Finance Local Government and Traditional Sicelo Gqobana Sibongiseni Maxwell Dlomo Health Affairs Nomusa Dube Local Government and Traditional Affairs Health Dr Bonginkosi Radebe Social Development Nombulelo Mabandla Housing Magasvarie Govender Human Settlements and Public Works Pemmy Majodina Roads and Public Works Transport and Community Safety and Nonkululeko Mbathe Ghishma Gloria Barry Transport and Safety Liaison Xoliswa Tom Sport, Recreation, Arts and Culture Weziwe Thusi Arts, Culture, Sport and Recreation Nonkosi Mvana Social Development Limpopo Free State Cassel Charlie Mathale Premier Sekgobelo Elias Magashule Premier Namane Dickson Masemola Education Mamiki Qhabathe Agriculture Saad Cachalia Provincial Treasury Tate Pule Makgoe Education Mirriam Segabutla Health and Social Development Cooperative Governance, Traditional Mosebenzi Zwane Soviet Lekganyane Local Government and Housing Leadership and Human Settlements Economic Development, Pitsi Moloto Sisi Mabe Health Environment and Tourism Seeiso Mohai Provincial Treasury Dipuo Letsatsi-Duba Agriculture Thabo Manyoni Police, Roads and Transport Dr Happy Joyce Mashamba Sport, Arts and Culture Fezi Ngumbentombi Public Works and Rural Development Pinky Kekana Roads and Public Transport Sefora Sisi Ntombela Social Development Dikeledi Magadzi Public Safety and Liaison Dan Khothule Sport, Arts, Culture and Recreation Muthundinne Phadagi Public Works Economic Development, Tourism and Mxolisi Dukwana Mpumalanga Environmental Affairs Premier Gauteng Meshack Malinga Agriculture, Rural Development and Land Nomvula Paula Mokonyane Premier Administration Nandi Mayathula-Khoza Agriculture and Rural Development Economic Development, Environment Jabu Mahlangu Barbara Creecy Education and Tourism Mandla Nkomfe Finance Regina Mhaule Education Dorothy Qedani Mahlangu Health and Social Development Dikeledi Mahlangu Health and Social Development Kgaogelo Lekgoro Local Government and Housing Madala Masuku Human Settlement Khabisi Mosunkutu Community Safety Clifford Mukansi Public Works, Roads and Transport Nelisiwe Mthimkulu-Mbatha Sport, Arts, Culture and Recreation Yvonne Pinky Phosa Finance Firoz Cachalia Economic Development and Planning Vusi Shongwe Culture, Sport and Recreation Nonhlanhla Faith Mazibuko Infrastructure Deve­lopment Sibongile Manana Community Safety, Security and Liaison Bheki Simon Nkosi Roads and Public Transport Cooperative Governance and Traditional Norman Mokoena Affairs

• improved collaboration between government • dedication to professional development and and communities service delivery • the institution of traditional leadership in a • professionalism in the conduct of all employ- single system of governance. ees The values of the department as adopted in • leadership and participation in service delivery accordance with the Batho Pele (“People First”) • being goal-orientated in undertaking its man- principles focus on the following: date.

265 SA YEARBOOK 2009/10 Members of the executive councils of provincial • Municipal Property Rates Act, 2004 (Act 6 Membersof of the executive councils of provincial governments, as at October 2009 governments, as at October 2009 2004) • Municipal Finance Management Act, 2003 (Act 56 of 2003) Premier • Traditional Leadership and Governance Frame- Agriculture, Land Reform and Rural Norman Shushu work Act, 2003 Development • Disaster Management Act, 2002 (Act 57 of Education 2002) John Block Finance, Economic Affairs and Tourism • Municipal Systems Act, 2000 (Act 57 of 2002) Mxolisi Simon Sokatsha Health • Municipal Structures Act, 1998 (Act 117 of Corporate Governance, Human Settlement Kenny Mmoiemang 1998) and Traditional Affairs • Local Government: Municipal Demarcation Act, Patrick Mabilo Transport, Safety and Liaison 1998 (Act 27 of 1998) Social Services and Population • White Paper on Local Government (1998). Alwin Botes Development Pauline Williams Sport, Arts and Culture Strategic priorities Environmental Affairs and Nature The Department of Cooperative Governance and Sylvia Lucas Conservation Traditional Affairs’ strategic posture is guided by Dawid Rooi Roads and Public Works the imperative of building a developmental state. North West It is the department’s intention to achieve the fol- lowing between 2011 and 2014: Maureen Modiselle Premier • complaints by people regarding local govern- Grace Pampiri Sport, Arts and Culture ment are reduced significantly by 2011 Agriculture, Conservation, Environment Boitumelo Tshwene • municipal debt, which has increased to more and Rural Development than R41 billion, is reduced by half by 2014 Wendy Matsemela Economic Development and Tourism • greater progress in working towards a debt- Mothibedi Kegakilwe Local Government and Traditional Affairs free society, by promoting a culture of saving Rev. Johannes Tselapedi Education and paying for services Rebecca Kasienyane Health and Social Development • all municipalities should have clean audits by Moruakgomo Mabe Finance 2014 Mahlakeng Mahlakeng Public Works, Roads and Transport • fraud and corruption in municipalities are reduced to a minimum by 2011 Howard Yawa Public Safety • clean cities, through the management of Desbo Sefanyetso Human Settlements waste, in such a way that it creates employ- ment and wealth, by 2014 (the establishment Premier and maintenance of people’s parks is one such Gerrit van Rensburg Agriculture example) Adv. Community Safety • ward committees should be given the neces- Donald Grant Education sary powers and resources to develop and implement a ward development plan by 2011 Local Government, Environmental Affairs and Development Planning • increased and effective monitoring of service- providers by public representatives, officials Finance, Economic Development and Tourism and communities • trained and competent councillors, traditional Health leaders, officials, ward committee members, Housing community development workers (CDWs) and Transport and Public Works community activists by 2014 Social Development • a reformed regime of remuneration and provi- Sakkie Jenner Cultural Affairs and Sport sion for tools and trade for councillors, ward committee members and CDWs by 2011 • the number of service-delivery protests are The department oversees the implementation of, reduced significantly among other things, the following: • Thusong Service Centres to be viewed at the • Intergovernmental Relations Framework Act, face of cooperative governance in local com- 2005 (Act 13 of 2005) munities.

SA YEARBOOK 2009/10 266 By June 2009, the department had identified five • provincial public media strategic priorities for the term 2009 to 2014: • public transport • build and strenghthen cooperative governance • regional planning and development in a developmental state to ensure universal • road-traffic regulation access to basic services and adequate infra- • tourism structure for economic development • trade and industrial promotion • promote a clean government and develop a • traditional authorities high level of responsiveness and accountability • urban and rural development at all government levels • vehicle licensing • accelerate service delivery and development to • welfare services. ensure that vulnerable groups receive targeted These powers can be exercised to the extent that and tailored support by provinces and munici- provinces have the administrative capacity to palities assume effective responsibilities. • assist the intitution of traditional leaders to Provinces also have exclusive competency over transform into a key partner with government a number of areas, which include: in the development of communities in rural • abattoirs areas • ambulance services • foster development partnerships, social cohe- • liquor licences sion and community mobilisation to give mean- • museums other than national museums ing to cooperative governance by unleashing • provincial planning the energy and resources of civil society to • provincial cultural matters build the country. • provincial recreation and activities • provincial roads and traffic. Provincial government The President’s Coordinating Council (PCC) is a In accordance with the Constitution, each of the consultative forum where the President discusses nine provinces has its own legislature, consisting issues of national, provincial and local importance of between 30 and 80 members. The number of with the premiers. members is determined in terms of a formula The forum addresses issues such as: set out in national legislation. The members are • enhancing the role of provincial executives elected in terms of proportional representation. regarding national policy decisions The executive council of a province consists • strengthening the capacity of provincial gov- of a premier and a number of members (MECs). ernments to implement government policies Premiers are appointed by the President of the and programmes country. • integrating provincial growth and development Decisions are taken by consensus, as is the strategies within national development plans case in the national Cabinet. Besides being able • improving cooperation between national and to make provincial laws, a provincial legislature provincial spheres of government may adopt a constitution for its province if two • improving cooperation on fiscal issues thirds of its members agree. • ensuring that there are coordinated imple- However, a provincial constitution must cor- mentation programmes and the necessary respond with the national Constitution. structures in place to address issues such as According to the Constitution, provinces may rural development, urban renewal, and safety have legislative and executive powers, concurrent and security. with the national sphere, over: The form and functions of the PCC are expected to • agriculture be reviewed to address gaps in intergovernmental • casinos, racing, gambling and wagering coordination. • cultural affairs • education at all levels, excluding university and Local government university of technology education There are 283 municipalities in South Africa. They • environment are focused on growing local economies and • health services providing infrastructure and services. • housing In accordance with the Constitution and the • language policy Organised Local Government Act, 1997 (Act 52 • nature conservation of 1997), which formally recognise organised • police services local-government associations, organised local

267 SA YEARBOOK 2009/10 government may designate up to 10 part-time by the Local Government: Municipal Demarcation representatives to represent municipalities and to Act, 1998. participate in proceedings of the NCOP. The main function of the board is to determine The Department of Cooperative Governance municipal boundaries in accordance with the Act and Traditional Affairs aims to build and strengthen and other related legislation, and to advise on the capability and accountability of provinces and demarcation matters. municipalities. This includes: In addition, the board is tasked with delimiting • continued hands-on support through the wards into metropolitan and local municipalities. established system and capacity-building programme, focusing on critical areas such as South African Local Government integrated development planning, local eco- Association (Salga) nomic development (LED), financial manage- Salga is a listed public entity, established in ment, service delivery and public participation terms of Section 21 of the Companies Act, 1973 • evaluating the impact of government (Act 61 of 1973), and recognised by the Minister programmes in municipal areas, enhanc- of Cooperative Governance and Traditional Affairs ing performance and accountability by in terms of the Organised Local Government Act, improving the quality of reporting­ on the 1997. Local Government Strategic Agenda (LGSA) Salga represents local government on numer- and improving the monitoring, reporting ous intergovernmental forums such as the PCC, and evaluation of capacity in local govern- Minister and MECs (MinMec) forum, the Budget ment. Forum, the NCOP and the Financial and Fiscal The department is also responsible for coordina­ Commission. ting and supporting policy development and the Salga aims, among other things, to: implementation of the LGSA, and monitoring and • transform local government to enable it to fulfil supporting service delivery. its developmental role • enhance the role of provincial local government Municipal Demarcation Board associations as provincial representatives and The board is a constitutional institution established consultative bodies on local government

Structure and functions of the South African Government

Legislative authority Exwecutive authority Judicial authority Parliament Cabinet • National Assembly • President Constitutional Court (350 – 400 members) • Deputy President Supreme Court of Appeal • National Council of Provinces • Ministers High courts (90 delegates) Magistrate’s courts

Deputy ministers Judicial Service Commission

State institutions supporting democracy Public Protector Human Rights Commission Provincial governments Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities Eastern Cape Commission for Gender Equality Northern Cape Auditor-General Western Cape Independent Communications Authority of South Africa Limpopo KwaZulu-Natal Legislative Authority Executive Authority North West Provincial Legislature Executive Council Free State • Premier Gauteng • Members of the Executive Mpumalanga Council

Municipalities/municipal councils (metropolitan councils/district councils)

SA YEARBOOK 2009/10 268 • raise the profile of local government Metropolitan councils have single metropolitan • ensure full participation of women in local budgets, common property ratings and service- government tariff systems, and single employer bodies. • act as the national employers’ organisation for South Africa has nine metropolitan municipali- municipal and provincial member employers ties, namely: • provide legal assistance to its members, using • Buffalo City (East London) its discretion in connection with matters that • City of Cape Town affect employee relations. • Ekurhuleni Metropolitan Municipality (East Salga is funded through a combination of sources, Rand) including a national government grant, member- • City of eThekwini (Durban) ship fees from provincial and local government • City of Johannesburg associations that are voluntary members, and • Mangaung Municipality (Bloemfontein) donations from the donor community for specific • Msunduzi Municipality (Pietermaritzburg) projects. • Nelson Mandela Metropolitan Municipality (Port Elizabeth) Local Government Strategic Agenda • City of Tshwane (Pretoria). (2006 – 2011) Metropolitan councils may decentralise powers In 2006, Cabinet approved the five-year LGSA to and functions. However, all original municipal, intensify government-wide hands-on support to legislative and executive powers are vested in accelerate alignment of government programmes the metropolitan council. in municipalities. The implementation of this In metropolitan areas, there is a choice of agenda had seen steady progress in the five key two types of executive system: the mayoral performance areas. For example: executive system where executive authority • The appointment of municipal managers is vested in the mayor, and the collective increased from 78% in 2006 to 89% by the end executive committee system where these powers of 2008. are vested in the executive committee. • The number of Section 57 managers with Non-metropolitan areas consist of district performance agreements increased from 58% councils and local councils. to 68%. District councils are primarily responsible for • The number of chief financial officers appointed capacity-building and district-wide planning. increased from 83% to 87%. The Local Government: Municipal Structures • The establishment of performance audit com- Act, 1998 provides for ward committees whose mittees increased from 65% to 78%. tasks, among other things, are to: • There was a recorded improvement in the • prepare, implement and review IDPs quality of integrated development plans (IDPs). • establish, implement and review municipali- • There had been an increase in the number ties’ performance-management systems of municipalities able to spend 100% of the Municipal Infrastructure Grant (MIG). By the close of the municipal financial year, the The Department of Cooperative Governance reported spending of this grant was in excess and Traditional Affairs has established a multi- i of 95% for the past few years. stakeholder ministerial team with municipal unions and the employer body, the South African Municipalities Local Government Association (Salga), in an effort to im- The Constitution provides for three categories of prove relations between the two while improving service municipalities. delivery to communities. The Ministerial Strategic Team As directed by the Constitution, the Local (MST) comprises Salga, the South African Municipal Work- Government: Municipal Structures Act, 1998 ers’ Union, the Independent Municipal and Allied Trade contains criteria for determining when an area Union, National Treasury and the Department of Public must have a category-A municipality (metro- Service and Administration. The team will, among other politan municipalities) and when municipalities things, advise the minister on the development of a code fall into categories B (local municipalities) or C of conduct to guide behaviour during industrial actions. The (district municipalities). MST will seek to strengthen relations between Salga and The Act also determines that category-A local government unions to ensure that organised labour municipalities can only be established in metro- fully participates in the management of local government politan areas. affairs and supports the efficient delivery of services to communities.

269 SA YEARBOOK 2009/10 • monitor and review municipalities’ perform- with other service-providers. The Act provides for ances the adoption of a credit-control policy for munici- • prepare municipalities’ budgets palities that will provide for the termination of • participate in decisions about the provision of services in the event of non-payment. Municipali- municipal services ties have the power to pass by-laws to implement • communicate and disseminate information on the policy. governance matters. The Local Government: Municipal Finance By March 2009, there were ward committees in Management Act, 2003 is aimed at modernising 98% of the country’s municipal wards. municipal budgeting and financial management. It facilitates the development of a long-term Integrated development plans municipal lending/bond market. It also introduces In terms of the Local Government: Municipal a governance framework for separate entities Systems Act, 2000, all municipalities are required created by municipalities. to prepare IDPs. Integrated development planning The Act is a critical element in the overall trans- is a process by which municipalities prepare five- formation of local government in South Africa. It year strategic plans that are reviewed annually in fosters transparency at local government level consultation with communities and stakeholders. through budget and reporting requirements. The aim is to achieve service delivery and The Local Government: Municipal Property development goals in municipal areas in an effec- Rates Act, 2004 regulates the power of a munici- tive and sustainable way. National and provincial pality to impose property rates, excludes certain sector departments, development agencies, properties from rating in the national interest, private-sector bodies, non-governmental organi- provides fair and equitable valuation methods of sations and communities all have a key role to properties, and for municipalities to implement a play in preparing and implementing IDPs. transparent and fair system of exemptions, reduc- The IDP Nerve Centre provides a single, tions and rebates through their rating policies. web-based information system that allows mul- tiple stakeholders involved in municipal service Municipal Infrastructure Grant delivery to access, capture, revise and report a The largest infrastructure transfer programme is core set of planning, funding, programme and the MIG, currently administered by the Depart- project-based information over a multi-year ment of Cooperative Governance and Traditional period in a consistent manner. Affairs. By March 2009, IDPs were adopted in all prov- The MIG was introduced in 2004/05 through inces. The IDPs and LED strategies of municipali- consolidating various sector infrastructure grants, ties must reflect the priorities of the entire public each administered by different departments, into sector, including those of public entities and local a single programme. This was intended to make business. the system of transfers to municipalities simpler, The IDPs will be reviewed to ensure that the more certain and more supportive of municipal criterion, which determine to what extent adopted infrastructure priorities. The programme is IDPs are credible or realistic, include critical designed to supplement the capital budgets of aspects on LED strategies, plans, budgeting and municipalities, with a focus on providing basic implementation. infrastructure services to the poor, while stimulat- ing job creation over the medium term. Legislation Funding for electrification has not yet been The Local Government: Municipal Systems Act, incorporated into the MIG, due to uncertainties 2000 establishes a framework for planning, associated with the restructuring of the electricity performance-management systems, effective distribution industry. MIG funds are distributed use of resources and organisational change in a to all municipalities based on a formula that business context. accounts for existing backlogs in service delivery The Act also establishes a system for munici- as well as the functions assigned to individual palities to report on their performance, and pro- municipalities. vides residents with an opportunity to compare Between 2006 and 2007, the MIG spent about this performance with that of municipalities. R32 billion. Over the next three years, infrastruc- It also regulates public-private partnerships. ture grants to municipalities will total R67 billion The Act allows municipalities significant powers as government is fully committed to the 2014 to corporatise their services, to establish utilities universal access target. for service delivery, or to enter into partnerships

SA YEARBOOK 2009/10 270 A government initiative to ensure clean audits, and engagement programme, focusing on tar- transparency and improved service delivery in i geted municipalities, was launched. government by 2014, was launched in Boksburg, Project Consolidate had a direct impact on Gauteng, in July 2009. improving access to basic services. When the The initiative, called “Operation Clean Audit 2014”, was initiative was launched, there were 155 munici- launched by the Minister of Cooperative Governance and palities where 60% of households were without Traditional Affairs, Mr Sicelo Shiceka. access to water in their yards or dwellings. By The initiative is not only a financial-management project 2008, this was reduced to 115 municipalities. but also a way to ensure clean audits and improved service In 2004, there were 203 municipalities where delivery to the people of South Africa. 60% of households did not have access to sanita- tion at the level of a flush toilet. This was reduced to 150 municipalities. There were 122 munici- Some departments, such as the Department palities where 60% of households did not have of Water Affairs, have decided to allocate an access to electricity. This was reduced to 45. additional budget to the MIG and the Bulk Infra- Over 1 280 technical experts were deployed structure Grant. The Department of Water Affairs to 268 municipalities since the start of Project provided an additional R500 million in 2009/10 Consolidate at the end of December 2008. These to deal with some of the challenges faced in the were in the areas of engineering (civil), finance provision of water and sanitation. (billing systems), town and regional planning (IDPs), project management and human-resource Local economic development development (HRD). Stakeholders include national LED is a key feature of government’s overall strat- sector departments such as the departments of egy to address economic challenges. cooperative governance and traditional affairs, All metropolitan and district municipalities have environmental affairs, tourism, water affairs, trade convened growth and development summits. The and industry and National Treasury. focus in most municipalities is on implementing Partnering stakeholders include the Develop- the decisions and outcomes of these summits. ment Bank of Southern Africa (Siyenza Manje The National Framework for LED for stimulating Programme), Ilima Trust, United Nations (UN) and developing sustainable economies promotes Development Programme, German Technical a strategic approach to the development of local Cooperation, South African Institute for Civil Engi- economies and a shift away from narrow munici- neers, South African Association of Consultation pal interests focused only on government input Engineers, Institute of Municipal Finance Officers and ad-hoc projects, which do not have impact and United States Agency for International Devel- in terms of scale. opment. There are two major policy thrusts identified in the framework: public-sector leadership and gov- Disaster management ernance and sustainable community-investment The Disaster Management Act, 2002 was promul- programmes. Four key strategies emanate from gated in 2003. The National Disaster-Management these policy thrusts with accompanying main Centre with functional disaster-management cen- actions. These are: tres and advisory forums were established in eight • improving governance, service delivery, provinces. The National Disaster-Management and public and market confidence in munici- Advisory Forum has been recognised by the UN as palities the national platform for disaster-risk reduction. • spatial development planning and exploiting South Africa has also made significant progress the comparative advantage and competitive- in respect of the implementation of the Hyogo ness of districts and metros Framework for Action – a global blueprint for • enterprise support and business infrastructure disaster risk-reduction whose goal it is to sub- development stantially reduce disaster losses by 2015. • introducing sustainable community-investment Through the National Disaster-Management programmes focusing on organising communi- Centre, the Department of Cooperative Govern- ties for development and maximising circula- ance and Traditional Affairs has registered unit tion of public spend in local economies. standards for levels three to seven with the South African Qualifications Authority for a national Project Consolidate certificate in disaster-risk management. The In 2004, Project Consolidate, a hands-on support department has also developed regulations for

271 SA YEARBOOK 2009/10 recruiting and using disaster-management volun- • Government and Media Liaison co­ordinates teers every year. effective, integrated and comprehensive com- In 2008/09, the department established the munication and media-liaison services across 2010 National Disaster-Management Steering government. It is also responsible for BuaNews, Committee and adopted a 2010 Disaster-Man- a government news service. agement Policy. • Policy, Media Analysis and Research contrib- utes to the development of policy in the fields Cooperative governance of media, communication and information and The importance of cooperative governance and to the monitoring of government policy in gen- intergovernmental relations in South Africa is eral from a communication perspective. It is reflected in Chapter Three of the Constitution, also responsible for communication research. which determines a number of principles. • Provincial Coordination and Programme Sup- A number of intergovernmental structures pro- port supports development communication mote and facilitate cooperative governance and and extends government’s information infra- intergovernmental relations between the respec- structure through partnerships with provincial tive spheres of government. and local government. It facilitates the estab- These include: lishment of Thusong Service Centres to make • the PCC, comprising the President, the Minister services and information more accessible to of Cooperative Governance and Traditional the public, particularly the disadvantaged. In Affairs and the nine premiers October 2009, there were 139 Thusong Service • ministerial clusters, director-general clusters, Centres in South Africa. and the Forum of South African Directors- • The Project Desk implements project manage- General, which promote programme integra- ment and coordinates services to cross-cutting tion at national and provincial level projects driven by the GCIS, on behalf of other • ministerial forums between responsible line- departments. function ministers at national level and their • Vuk’uzenzele is published bimonthly and respective counterparts at provincial-govern- focuses on economic and other opportunities ment level, which normally meet quarterly and created by South Africa’s democracy. are supported by technical committees • The 2010 Communication Project Manage- • a number of intergovernmental forums that ment Unit facilitates the achievement of the facilitate cooperative governance and inter­ communication objectives for the first African governmental relations. World Cup in 2010. Oversight, monitoring and early-warning systems The chief executive officer of the GCIS is the play a critical role in helping to make cooperative official spokesperson for government. governance work more effectively. The GCIS is central to developing communica- To improve integration among all spheres tion strategies and programmes for government’s of government in both policy development and transversal campaigns. implementation, the Intergovernment Relations It also assists departments with specific Framework Act, 2005 was promulgated in August campaigns and events, as well as in developing 2005. departmental communication structures. The GCIS is responsible for maintaining the Government and website, Government Online (www.gov.za), which communication includes an information portal for general infor- The vision of the Government Communication mation about government, and a services portal, and Information System (GCIS) is government which is a source of information about all the ser­ communication that empowers and encourages vices rendered by national government. citizens to participate in democracy and improve Government Information website usage sta- the lives of all. tistics increased from 17,8 million in 2007/08 Some of the chief directorates include the fol- to 20,8 million in 2008/09. Usage statistics lowing: for the Government Services website totalled • The Communication Service Agency provides 4,78 million in 2008/09 compared to 4,47 million core communication services to the GSIS and in 2007/08. other government departments, both in-house The GCIS leads or is involved in various com- and through outsourcing. It also produces the munication partnerships and joint processes, South Africa Yearbook and Pocket Guide to including the following: South Africa.

SA YEARBOOK 2009/10 272 • An intersectoral programme to set up Thusong The Government Communication and Information Service Centres and provide information about System has begun harnessing cellular phones i how to access government services. A strategy as a platform with tremendous reach across for setting up one Thusong Service Centre in the population. MXit is used to profile the 16 Days each of the country’s municipalities by 2014 of Activism for No Violence against Women and Children has been approved. Campaign. MXit is a free instant messaging programme for • The transformation of the advertising and mar- cellphones and personal computers. The 16 Days splash keting industry. screen (visual advertisement) on MXit was delivered to • The Public Participation Campaign of direct 2,8 million users during the 2008 campaign and some six interaction between government and the pub- million text messages were sent. lic. The following entities report to the GCIS: • the International Marketing Council (IMC) campaigns and promotes the values associ- • the Media Development and Diversity Agency. ated with Brand South Africa through editorial (See chapters 4 and 5: Arts and culture and coverage domestically and abroad Communications.) • brand integration, involving the development of a substantial cadre of “brand ambassadors” International Marketing Council within key organisations, influencing the quality The IMC, the custodian of Brand South Africa, is of their interaction with tourists and business a presidential initiative under the auspices of the visitors to South Africa GCIS. •  direct representation to priority countries The IMC’s role is to build a general climate of through the country managers whose role in positive opinion, domestically and abroad, that terms of media relations and partnership- will encourage a stronger flow of tourism and building has proven invaluable increased direct investment into South Africa, • online communication through the official and build national pride among South Africans as South African web portal, www.southafrica. a nation. info, which rivals major media houses in terms The IMC creates the space on which more direct of the volume it attracts marketing initiatives by the private sector and • initiatives in the area of media relations. government departments play out. It also works The IMC produces a number of newsletters, closely with South African Tourism to ensure that including the online Alive with Possibility, which is marketing initiatives in tourism and in investment published on a weekly basis and contains positive and trade are complementary. stories about the country. On the domestic front, the IMC’s activities seek The Boundless Opportunities newsletter is to build a nation that is proud of itself and reflects produced in partnership with the JSE Limited the spirit of a country that is Alive With Possibil- and targets JSE stakeholders domestically and ity. abroad. Particular support is provided to individuals or The IMC produced South African Story III – the institutions that interact regularly with visitors to third edition of a booklet that contains facts, the country or who are particularly active abroad quotes and anecdotes that illustrate extraordinary in profiling the opportunities on offer in South South African stories and the challenges facing Africa. the country. The IMC has country managers in the United In the build-up to the 2010 World Cup, the IMC States of America, United Kingdom and India. The intensifies its efforts to foster good working rela- country managers work with the South African tionships with journalists at home and abroad. diplomatic missions in the various capitals to build In May 2009, the IMC launched a major cam- South Africa’s image and deal with challenges to paign to spark enthusiasm and unite the country the country’s reputation. IMC activities fall into the and the continent behind the 2009 FIFA Confed- following main categories: erations Cup and 2010 World Cup. • marketing, which uses various forms of adver- Anchoring the campaign were two television tising and promotion to reach the broad South adverts, one inviting Africa to rally behind the African public and influential business and 2010 FIFA World CupTM, and the other celebrating opinion leaders in key markets abroad ordinary South Africans as the “champions” who • public relations, with a strong media-relations would make the World Cup a success. emphasis, which reinforces the marketing

273 SA YEARBOOK 2009/10 In April 2009, visually impaired South Africans tion leads the modernisation of the Public Service voted secretly for the first time on a Braille ballot i by assisting government departments to imple- sheet during the general election. The Independ- ment their management policies, systems and ent Electoral Commission developed the Braille template to structural solutions within a generally applicable ensure that visually impaired South Africans enjoyed similar framework of norms and standards to improve rights as others at polling stations countrywide. service delivery. Support efforts have been combined with measures to promote compliance with the Public In November 2009, Cabinet approved a new Service prescripts, including a comprehensive international marketing logo for Brand South amendment to the Public Service Act, 1994 Africa. (Act 93 of 1994), enacted in 2007. The scope of the minister’s policy-making Elections powers in terms of the Public Service Act, 1994 The Constitution of South Africa places all elec- includes the structure and functioning of the tions and referendums in the country in all three Public Service; conditions of service and other spheres of government under the control of the employment practices in the Public Service; Independent Electoral Commission (IEC), estab- labour relations; health and wellness of employ- lished in terms of the IEC Act, 1996 (Act 51 of ees; information management in the Public Ser- 1996). vice; e-government; integrity, ethics, conduct and A general election took place on 22 April 2009. anti-corruption in the Public Service; transforma- Voter turnout in all but one province was above tion; reform; innovation; and any other matter to 70%. Twenty-six parties contested the election for improve the effectiveness of the Public Service the National Assembly and 11 parties contested and its service delivery to the public. the ballot for the National Assembly and for all The department has led the implementation nine provincial legislatures. of a range of policies and processes, including Parties nominated 9 289 candidates for the the Batho Pele programme. It has also initiated national and provincial election; 61,6 % of them the CDW Programme in the Public Service, male and 38,4% female. Of the 23,18 million which brings government closer to the people people registered to vote, 17,6 million voted by deploying public servants into communities to (77,3%). advise citizens on their civil rights and learn about their needs. The department also pioneered the Public Service Government Employees Medical Scheme (Gems), The Department of Public Service and Administra- which had more than 370 000 principal members and more than one million members at the end of Seats in the National Assembly, August 2009. following the election in April 2009 The department was the focal point for the African Peer Review Mechanism (APRM) process, African National Congress 264 which culminated in the adoption of the Country Democratic Alliance 67 Self Assessment Report and Programme of Action in 2006 and the Country Review Report by the Congress of the People 30 Panel of Eminent Persons in 2007. The Minister of 18 Public Service and Administration was chairper- 4 son of the Pan-African Ministers’ Conference from 2003 to 2008 and championed a capacity-building 4 programme on governance and administration for United Democratic Party 4 the continent. African Christian Democratic Party 3 Size of the Public Service United Christian Democratic Party 2 By the end of March 2008, the Public Service had African People’s Convention 1 1 204 525 people in its employ (including mem- bers of the South African National Defence Force). Azanian People’s Liberation Organisation 1 Of these employees, 63% were attached to the Minority Front 1 social services sector (health, social development, Pan Africanist Congress 1 education and home affairs), followed by 20% in the criminal justice sector.

SA YEARBOOK 2009/10 274 Human-resource management (HRM) Single Public Service and development in government The department provides leadership to the In 2008/09, a framework for the strategic repo- Public Service in service-delivery improvement, sitioning of HR functions in line departments was including the implementation of the Single Public developed. Service initiative, the Batho Pele programme and The HRD Strategic Framework was rolled out in the expansion of access to public services and 2009, and a monitoring and evaluation implemen- e-government. tation concept was developed at the same time. Legislation has been developed and was The Leadership Development Management submitted to Parliament in June 2008 to create a Strategy was finalised and launched at the Senior Single Public Service from the national, provincial Management Conference in September 2008. and local spheres of government, by providing A framework on HR planning has also been a framework of norms of standards regulating developed, as well as a handbook on appointing employment and other matters. board members. The roll-out of the HR Connect skills database Batho Pele (“People First”) is proceeding well. HR Connect will ensure that The Department of Public Service and Adminis- departments can analyse skill levels in relation to tration continues to support the implementation required posts, occupations and job profiles. An of Batho Pele through change-management additional benefit is that personal and structural engagement workshops, learning platforms and information on the Persal system is being updated service-delivery improvement plans. In 2008, in the process. the Batho Pele Change Management Programme The Employment Health and Wellness Policy was rolled out to 55 municipalities to change the Framework was developed and the HIV and AIDS behaviour of public servants at local government Workplace Policy in the Public Service reviewed. level to focus on service delivery. The curriculum on HIV and AIDS monitoring and Best practices from municipalities have been evaluation has been developed and quality was captured on DVD and in a booklet, which was assured. The first training programme began in disseminated to all municipalities. A Batho Pele November 2008. learning network in November 2008 was attended by more than 700 delegates. The learning network Conditions of service aimed to share best practices and offer opportu- Occupation specific dispensations (OSDs) are nities for structured networking. tailor-made remuneration dispensations for In 2008/09, as part of the Know Your Service categories of occupations in the Public Service. Rights Campaign, 60 000 booklets on the Social The introduction of OSDs aims to improve gov- Cluster were translated into all official languages ernment’s ability to attract and retain skilled and disseminated. A 10-episode drama series employees. was aired on community radio stations. Agreements have been reached on OSDs for nurses, educators and legally qualified employ- Centre for Public-Service Innovation ees, while OSDs for social workers, health pro- (CPSI) fessionals and correctional officials have been The CPSI has played a leading role in the imple- developed. A remuneration policy framework for mentation of several innovative projects since its the Single Public Service has been prepared. establishment in 2002. Many of these initiatives have sought to bring the benefits of improved use Policy on Incapacity Leave and Ill- of information and communications technologies Health Retirement (Pilir) (ICTs) to the public sector. These have included The Pilir was implemented in 2006 to improve the the Batho Pele Gateway Portal, the installation management of incapacity leave and ill-health of general services counters at Thusong Service retirement benefits. The administration of Pilir is Centres and mobile and wireless technologies. expected to be decentralised to departments. The CPSI Public-Sector Innovation Awards pay tribute to public servants or people working Medical assistance closely with government who have made a real Gems was established by government in 2005 to contribution to improving service delivery. Inno- provide public-service employees with equitable vative projects from South Africa have also been access to affordable and comprehensive health- entered in the UN Public Service Awards since care benefits. It commenced operations in 2006. 2002. Four South African projects were shortlisted

275 SA YEARBOOK 2009/10 for the 2008 Commonwealth Association of Public in developing an IT security policy framework, Administration and Management Awards. IT procurement guidelines and e-government In 2008/09, the CPSI produced various publi- policy and strategy. It also monitors government cations to mainstream innovative, successful and IT projects to avoid duplication. appropriate solutions to service-delivery chal- lenges, for example innovation insights, the future Fighting corruption watch series and case studies of successes in The fight against corruption remains extremely addressing innovation challenges. high on government’s agenda. A guide on the The CPSI is the regional partner of the UN Public minimum anti-corruption capacity requirements Administration Network, a global online network has been issued to departments. The National on public administration and finance. The CPSI is Anti-Corruption Forum, consisting of government, responsible for uploading content on the portal business and civil society, has strengthened the on behalf of the Southern African Development country’s partnership approach to promote ethi- Community (SADC). cal conduct. As part of the roll-out of the Local Government State Information Technology Agency Anti-Corruption Strategy, 227 municipalities had (Sita) fraud-prevention plans or anti-corruption strate- Sita consolidates and coordinates the State’s gies in place by March 2009. information technology (IT) resources to save The Department of Public Service and Admin- costs through scale, to increase delivery capabili- istration has developed a conflict-of-interest ties and to improve interoperability. framework for officials in the Public Service to Sita is committed to government’s IT Strategy, deal with issues of corruption. which seeks to leverage economies of scale, South Africa acceded to the Organisation for enhance the interoperability of government sys- Economic Cooperation and Development (OECD) tems, ensure system security, eliminate duplica- Convention on Combating Bribery of Foreign tion and advance Black Economic Empowerment. Public Officials in International Business Transac- The strategic priorities for 2009 to 2012 are: tions in June 2007 as the first African country and • improving financial sustainability the 37th member of the OECD Working Group on • optimising infrastructure Bribery in International Business Transactions. • extending the service footprint The third Anti-Corruption Summit was held in • modernising public-service operations August 2008. The next summit is scheduled for • reducing operational costs 2010. • achieving operational excellence • developing and retaining personnel. International and African affairs Key policy developments impacting on depart- A draft report was adopted by the APRM’s mental spending plans are, among other things: National Governing Council in December 2007 to • establishing an open-source programme office formulate partnerships between government and • contributing to the development of a catalytic civil society to implement the programme of next-generation e-government prototype action. • developing the framework for a new enterprise The African Association for Public Administra- resource planning system in government tion and Management South Africa was launched • developing a government-wide enterprise arch- in August 2008. The department participated in itecture framework a meeting with the New Partnership for Africa’s • developing a framework for adopting a service- Development (Nepad), the Institute for Security orientated architecture in government. Studies and Burundi in August 2008 in Burundi, as part of the department’s contribution to post- Government Information conflict reconstruction and development. Technology Officers’ (Gito) Council A post-conflict reconstruction and development The Gito Council advises government on the cluster was convened and a programme of action application of IT to improve service delivery. Its aligned with the African Union (AU) framework. membership consists of the chief information The sixth Pan-African Conference of African officers from national departments and offices Ministers of Public Service was hosted in October of the premiers. The council has been involved 2008 and Kenya was elected as chair.

SA YEARBOOK 2009/10 276 Among the achievements of this conference • investigating and evaluating the application of was the African Public Service Charter. personnel and public-administration practices, and reporting to the relevant executive author- Public Service Commission ity and legislature (PSC) •  investigating grievances of employees in The PSC is an independent and impartial body the Public Service concerning official acts or created by the Constitution to enhance excellence omissions, and recommending appropriate in government and within the Public Service by remedies promoting a professional and ethical environment • monitoring and investigating adherence to and adding value to a public administration that applicable procedures in the Public Service is accountable, equitable, efficient, effective, • advising national and provincial organs of state corrupt-free and responsive. regarding personnel practices in the Public The PSC derives its mandate from sections Service, including those relating to the recruit- 195 and 196 of the Constitution. Section 195 sets ment, appointment, transfer, discharge and out the following values and principles governing other aspects of the careers of employees in public administration that should be promoted by the Public Service. the commission: The PSC is accountable to the National Assembly • a high standard of professional ethics and it must also report to the legislature of the • efficient, economic and effective use of province concerned on its activities in that par- resources ticular province. • a development-orientated public administra- tion Leadership and human resource •  providing services in an impartial, fair and reviews equitable way, without bias The quality of the administrative leadership of the • responding to people’s needs and encouraging Public Service is critical and influences the extent the public to participate in policy-making to which service delivery takes place. • an accountable public administration It is imperative for senior managers, in par- • transparency ticular heads of departments (HoDs), to be held • good HRM and career-development practices accountable for the mandates of their depart- • a representative public administration with ments. Since 2000, the PSC has been responsible employment and personnel-management for facilitating the evaluation of HoDs, and in the practices based on ability, objectivity, fairness process has acquired extensive experience on the and the need to redress the imbalances of the performance of HoDs and insights into depart- past. ments. In terms of Section 196(4) of the Constitution, the functions and powers of the commission are: Labour-relations improvement • promoting the values and principles, as set out The promotion of sound and fair labour relations in Section 195, throughout the Public Service in the workplace is an essential aspect of HRM. • investigating, monitoring and evaluating the As part of its role in enhancing public-service organisation; administering personnel prac- labour relations and management practices, the tices of the Public Service, and in particular, PSC assists departments to improve their capa- adhering to the values and principles set out in city in managing grievances. It held several bilat- Section 195 and public-service procedures eral meetings and conducted numerous sessions • proposing measures to ensure effective and to enlighten departments on the importance of efficient performance within the Public Service adherence to the grievance procedures. The PSC • giving directives aimed at ensuring that per- maintains a database of grievances referred to it sonnel procedures relating to recruitment, for research purposes. transfers, promotions and dismissals comply During 2008/09, the PSC received 654 griev- with the values and principles set out in Sec- ances compared to 588 grievances in the 2007/8 tion 195 financial year – an 11% increase. Of the 654 • reporting on its activities and the performance grievances received, 191 cases were finalised of its functions, including any findings it may and recommendations made to departments. make and directions and advice it may give; About 280 grievances were referred back to and providing an evaluation of the extent to departments on the basis of non-compliance with which the values and principles are complied the grievance rules. In 98 cases, the grievances with were resolved internally by departments.

277 SA YEARBOOK 2009/10 In 105 cases, the matters were closed due to event, as it remains the primary provider of ser- the withdrawal of the grievance by aggrieved vices to citizens at large. employees. During 2008/09, the PSC directed a signifi- By 31 March 2009, 77 cases were pending cant section of its service-delivery assessments because of incomplete information provided to towards the readiness of the Public Service to the PSC. The non-compliance by departments to host the World Cup. The PSC continued to deepen provide complete information or information on its work in the promotion of citizen participation time remains problematic and accounts for delays in 2009. in the finalisation of grievances. Recognising that “Batho Pele” remains the central policy framework for transforming public- Governance monitoring service delivery, the PSC continued with its evalu- Good governance is defined by the PSC as compli- ations on the implementation of the individual ance with the values governing public administra- principles of “Batho Pele”. tion in Section 195 of the Constitution. The PSC has, therefore, put in place monitoring Public-administration investigations and evaluation systems and undertakes specific The PSC has introduced various mechanisms commissioned evaluations to establish the level aimed at preventing and combating corruption of compliance with the values and principles of and promoting professional ethics. public administration. The PSC introduced access mechanisms During 2008/09, the PSC produced 25 evalu- through which public servants and members of ation reports, comprising seven national and 18 the public can report corruption, namely the PSC’s provincial departments, through the application of Complaints Rules and the National Anti-Corruption the PSC’s Monitoring and Evaluation System. Hotline (NACH) – 0800 701 701. Drawing from departmental monitoring and The PSC also conducts investigations of own evaluation reports completed during the 2007/08 accord and produces research reports reflecting financial year, the fifth Consolidated Monitoring on the management of specific public-adminis- and Evaluation Report was produced. The report tration practices. did not only provide an overview of the overall In 2009, the PSC continued to pursue the performance of the individual departments that promotion of good governance by conducting a were evaluated, but also an assessment of the number of audits and investigations into public- trend of adherence to the standards for each administration practices. The investigations principle for the period 2000 to 2008. emanated from complaints lodged with the PSC, The seventh edition of the State of the Public and requests from, among others, executive Service Report was produced under the theme authorities, public servants and whistle-blowers. The State of Readiness of the Public Service for The complaints received predominantly related to 2010 and Beyond. maladministration and irregularities regarding HR As part of this series, the PSC completed an and procurement practices. evaluation of the Integrated Sustainable Rural Development Programme. Drawing from its work, Professional ethics the PSC initiated a series of dialogues on poverty- The PSC continues to promote transparency, reduction strategies and interventions. accountability and integrity in the Public Ser- The PSC also piloted meta-evaluation (defined vice. During 2008/09, the PSC promoted these as an evaluation of an evaluation) by completing values through its management of the Financial a meta-evaluation of the Expanded Public Works Disclosure Compliance, the NACH and profes- Programme. It found that good evaluations were sional ethics research. available for the programme and that a solid The PSC’s role in promoting integrity and evaluation base had been laid by the Department professional ethics is not limited to the Public of Public Works. Service alone. As secretariat to the National Anti- Corruption Forum, an anti-corruption coalition that Service delivery and compliance promotes dialogue and collective action against evaluations corruption among the different sectors of the South Africa is about to host the 2010 FIFA World South African society, the PSC was instrumental CupTM, one of the biggest sporting events in the in hosting the third National Anti-Corruption Sum- world. mit during August 2008. A total of 32 resolutions The Public Service is the mechanism through were adopted in support of the development of which most services will be rendered during the the National Integrity Framework for South Africa.

SA YEARBOOK 2009/10 278 The PSC has also produced a report on the The one-day monitoring and evaluation and Management of Conflicts of Interest through the performance-management courses were piloted Financial Disclosure Framework, which reflected with senior managers in KwaZulu-Natal in on a sample of 30% of the disclosure forms December 2008. received for the 2007/08 financial year (2 036). A total of 16 000 public servants were trained from April 2008 to January 2009 on the Massi- Public Administration Leader- fied Induction Programme (MIP). This represents ship and Management a 43% achievement against the 2008/09 target Academy (Palama) of 37 000. Strategies are in place to help improve Palama (Sesotho for “ascend”) was opened in the uptake of this programme. This includes a August 2008. The academy, which has evolved drive by Palama to present the MIP in top man- from the South African Management Development agement meetings across the Public Service to Institute, aims to achieve a massive increase in ensure management endorsement and therefore training courses for managers in the Public Ser- improvement in participation levels by depart- vice by involving public- and private-sector edu- ments. cation and training institutions in an expanded training programme. Department of Home Affairs Through its training interventions, Palama The Department of Home Affairs provides indi- contributes to deepening the capacity of public vidual status-determination services and has a servants to respond with equal strengths to network of offices in all provinces and 56 offices service-delivery challenges. abroad. Mobile offices service areas on a regular The academy has identified the following stra- pre-arranged basis where the establishment of tegic objectives through which it will achieve its fixed offices is not warranted. mandate: The Department of Home Affairs’ Strategic Plan • developing and administering a training for 2009/10 has identified, among other things, framework of curricula and materials oriented the following key strategic priorities: to service delivery to be used by providers of • putting in place strong management and gov- transversal skills training for junior and middle ernance measures to lead transformation and managers take control of the operating environment • coordinating the provision of executive devel- • empowering officials with the right skills and opment programmes for senior management values to build effective systems and fight cor- • capacitating public-sector departments to ruption identify and meet their management-devel- • ensuring that out-of-date systems that have opment and training needs in relation to their been contaminated by years of data corrup- service-delivery objectives tion are modernised, cleaned and properly • developing and implementing a suitable quality maintained. management and monitoring system Statutory bodies falling under the department are • establishing and maintaining partnerships the: and linkages with national and international • Immigration Advisory Board management-development institutes and • Standing Committee for Refugee Affairs training-providers • Refugee Appeal Board. • arranging customised training programmes in The Government Printing Works, a division of the support of South African foreign policy within Department of Home Affairs, provides printing, the AU and Nepad. stationery and related services to all government In 2009, Palama signed partnership agreements departments, provincial governments and muni­ with 15 universities in three consortia to roll out cipalities. It also publishes, markets and distrib- the Executive Development Programme. utes government publications. Based in Pretoria, Palama is able to make a major contribution the printing works provides a variety of related towards ensuring that the Public Service has services to departments, the printing industry and the skills it needs to meet the economic and other African countries, including manufacturing social challenges facing South Africa. Apart from and supplying fingerprint ink to the South Afri- universities, Palama has also developed partner- can Police Service (SAPS), and printing postage ships with academies and training units within stamps for the Democratic Republic of Congo and provinces and local governments. Lesotho. Palama developed the Gender Mainstreaming In April 2009, the Department of Home Affairs Programme for managers in the Public Service. won the prestigious Public Service Delivery to

279 SA YEARBOOK 2009/10 Citizens Award at the biannual Technology in photographs; and dealing with matters pertaining Government in Africa (TIGA) Awards held in Addis to the status of persons, such as births, marriages Ababa, Ethiopia. and deaths. Held under the auspices of the UN’s Economic Civic services entail issuing passports, regis- Commission for Africa (ECA), the TIGA Awards aim tering foreign births, determining citizenship and to recognise the work of African governments issuing certificates of naturalisation or resumption in the effective use of ICTs for public-service of South African citizenship. delivery. This forms part of the ECA’s African Information Society Initiative and Canada’s ICTs Citizenship matters for Development Programme. South African citizenship is regulated by the South The Public-Service Delivery to Citizens Award African Citizenship Act, 1995 (Act 88 of 1995), and recognises outstanding achievements by organi- regulations issued in terms thereof. South African sations or teams in developing and implementing citizenship may be granted by way of: innovative projects to improve online government • birth or descent service delivery. • an application for naturalisation as a South The Department of Home Affairs submitted four African citizen projects, namely: • an application for resumption of South African • Automated Fingerprint Identification System citizenship and Online Fingerprint Verification • the registration of the birth of children born • Operations Management outside South Africa to South African fathers or • Client Service Centre mothers • Track and Trace. • an application for exemption in terms of Sec- Online fingerprint verification is based on tech- tion 26(4) of the Act. nology that analyses a person’s fingerprints and matches them with fingerprints stored on the Population Register fingerprint database at Head Office. The Population Register hosted by the Depart- The Automated Fingerprint Identification ment of Home Affairs stores and provides System (linked to online fingerprint verification) citizenry-identification information, including electronically stores all fingerprints in a central unique identification numbers, birth dates and database for people who have applied for an marriage status. In essence, this system forms identity document (ID) and can trace them elec- the core of citizenry-information systems within tronically when necessary. Through this system, the department. South Africa has the largest civilian automated The department is running a campaign to fingerprint database in the world. register all children from 0 to 15 years old by the Track and Trace is an IT-based system that end of 2011. allows people who have applied for an ID or After 2011, the department will ensure that passport to check the status of their application babies are registered before their first birthday by SMS, Internet or phone. and do away with late registration of birth, which The Client Service Centre project allows call- is the main entry point for those who want to centre agents to resolve queries about IDs tel- access documents fraudulently. ephonically and trace applications by logging into Working in partnership with the Department of a central system and getting information instantly Basic Education, the Department of Home Affairs to assist clients calling the centre. will, over the next two years, run a campaign to Operations Management is a project that proactively ensure that all youth from 16 years old streamlines the production process for IDs, mak- obtain an ID. ing every step of the production transparent, and The department will also delink the capturing fast and making it possible to detect where there of fingerprints from the ID application process are problems before the ID is printed. to ensure the security of enabling documents. This will also facilitate the faster processing of ID Civic services applications. The Branch: Civic Services is mainly responsible for the National Population Registration and civic Immigration services. National population registration entails The National Immigration Branch is responsible recording personal particulars with a view to issu- for control over the admission of foreigners for ing IDs; identification by means of fingerprints and residence in and departure from South Africa.

SA YEARBOOK 2009/10 280 This entails: been extended to all South African missions • processing applications for visas, temporary abroad. residence permits and immigration permits The final immigration regulations came into effect • maintaining a travellers’ and foreigners’ control on 1 July 2004. The release of these regulations system followed the signing of the Immigration Amend- • tracing and removing foreigners who are con- ment Act, 2004 (Act 19 of 2004), into law on sidered undesirable or who are in South Africa 12 October 2004. illegally. The immigration policy aims to: The Refugees Act, 1998 (Act 130 of 1998), gives • discourage illegal migration into South Africa effect within South Africa to the relevant interna- by encouraging foreign nationals to apply for tional legal instruments, principles and standards different permits to legalise their stay in the relating to refugees; provides for the reception country into South Africa of asylum seekers; regulates • create an enabling environment for foreign applications for and recognition of refugee status; direct investment in South Africa and provides for the rights and obligations flowing • attract scarce skills required by the economy in from such status, and related matters. accordance with the 2014 vision of eradicating In recent years, the department has sought to poverty and underdevelopment. control illegal immigration through a variety of The final immigration regulations furthermore aim measures: to establish a new system of immigration control • The Immigration Act, 2002 (Act 13 of 2002), to ensure that: provides for a stricter immigration policy. The • temporary and permanent residence permits implementation of administrative fines and are issued as expeditiously as possible and other measures came into effect in 2003. The according to simplified procedures Immigration Act, 2002 was amended to clarify • security considerations are fully satisfied and and revise immigration and permit procedures the State regains control over the immigration to facilitate importing skills in line with the of foreigners to South Africa Accelerated and Shared Growth Initiative for • economic growth is promoted through the South Africa and the Joint Initiative for Priority employment of needed foreign labour, foreign Skills Acquisition. investment is facilitated, the entry of excep- • The department works closely with the South tionally skilled or qualified people is enabled African Revenue Service and the SAPS to and academic exchange programmes in the ensure effective border control. SADC are facilitated • A computerised visa system was instituted to • tourism is promoted curb the forgery of South African visas and has • the contribution of foreigners to the South African labour market does not adversely affect existing labour standards and the rights and In April 2009, the Department of Home Affairs expectations of South African workers started producing the new South African pass- i • a policy connection is maintained between port with improved security features. The new foreigners working in South Africa and the passport, introduced as part of the department’s turnaround training of South African citizens programme, is aimed at improving customer service and • a human-rights-based culture of enforcement eliminating forgery. The introduction of the new process is promoted. improves the integrity and security of the passport, bringing The Department of Home Affairs’ mandate empha- it in line with the International Civil Aviation Organisation’s sises regulation and control of the movement of standards for technology and security. persons at each of the 72 designated ports of Applicants are required to submit high-resolution colour entry. Technological advances and opportunities photographs upon application. The new passport contains brought about by globalisation make it possible several high-security features that are tamper-proof, mak- for the department to carry out its immigration ing it impossible to forge. The passport-holder’s biographi- functions beyond the country’s national borders. cal data is laser-engraved on a polycarbonate page and the In strengthening the regulations and control paper used for the other pages of the passport includes a of the movement of persons at the designated watermark of Chief Albert Luthuli. Fine-line security back- areas of entry, the department is moving towards ground designs depicting the Big Five are printed on the the provision of an integrated basket of services, pages. including Advanced Passenger Processing,

281 SA YEARBOOK 2009/10 biometric verification and a seamless integrated engaging in campaigns of voluntary repatriation movement-control system. jointly with the UN High Commissioner for Refu- As part of the services for the Confederations gees. Cup in 2009, the department successfully piloted Amendments to the Refugees Act, 1998, tabled the concept of an event visa, in Cairo, Egypt, in in Parliament in March 2008, will establish the June 2009, which was issued to Egyptians who Refugee Appeals Authority and bring the legisla- could show proof that they were travelling to tion in line with the Children’s Act, 2005 (Act 38 of South Africa to attend the soccer tournament. 2005). The draft Refugees Amendment Bill seeks Such a visa, which has no precedence in the to dissolve the existing Standing Committee for world, will also be used for the 2010 FIFA World Refugee Affairs and the Refugee Appeal Board CupTM. To contribute to the smooth but secure flow and establish the Refugee Appeals Authority. of international visitors expected to attend the The Bill will have the authority to invite repre- World Cup, the department’s immigration services sentations from the UN Human Rights Commis- branch is focusing on the following: sion, make its own inquiries and ask the asylum- • facilitating operations in respect of the large seeker to appear before it. The Bill proposes that account unit, which was set up to assist com- unaccompanied children seeking asylum be panies with large requirements of scarce skills issued with an asylum-seeker permit and brought • introducing new and faster ways of processing before the Children’s Court. travellers The Directorate: Information Coordination • improving traveller screening and using mecha- manages information on the National Immigration nisms that will prevent the entry of undesirable Branch to facilitate regional and national opera- elements tions. • gathering intelligence through closer coopera- The directorate’s main objectives are to: tion with other law-enforcement agencies, both • establish an information repository, which acts foreign and domestic. on risks and urgent immigration matters The department prioritised the issuance of quota • ensure dynamic real-time support on tacti- work permits to foreigners who fall within specific cal and legal matters to immigration officers occupational classes or specific professional cat- globally. egories. In this context, details of specific occupa- tional classes and specific professional categories Visas and the applicable quotas are published annually Foreigners who wish to enter South Africa must in the Government Gazette after consultation with be in possession of valid and acceptable travel other stakeholder departments. documents. They must have valid visas, except The Directorate: Refugee Affairs manages refu- in the case of certain countries whose citizens gee services in South Africa. It has established the are exempt from visa control. Such exemptions Asylum Seekers Unit and Country of Origin Infor- are normally limited to permits, which are issued mation Unit. for 90 days or less at the ports of entry. The visa The units advise refugee-reception offices on system is aimed at facilitating the admission of policy-related matters and on the background acceptable foreigners at ports of entry. The visa information of an applicant’s country of origin. becomes a permit upon entry; therefore, no addi- After being recognised, refugees are issued with tional permit will be issued. refugee IDs, which give them access to the basic services in South Africa, including basic health- Control of travellers care, education and employment. The travel documents of persons entering or The South African Government, through the departing South Africa are examined by immi- Department of Home Affairs, issues UN travel gration officers at recognised ports of entry, to documents to refugees. Since May 2005, refugees determine whether such persons comply with the have been issued with a refugee smart ID, which requirements. contains security features that are not forgeable. This directorate seeks to professionalise the Control of sojourn functioning of the refugee regime in preparation Foreigners who are in the country illegally and for mass influxes in the future. The department who are therefore guilty of an offence may be also seeks to assist those who wish to return to classified into three categories, namely those their countries of origin after changes in the cir- who: cumstances that led to their forced migration, by

SA YEARBOOK 2009/10 282 • entered the country clandestinely • diplomatic permits • failed to renew the temporary residence per- • study permits mits issued to them at ports of entry • treaty permits • breached the conditions of their temporary • business permits residence permits without permission, such • crew permits as holiday visitors who took up employment or • medical permits started their own businesses. • relative’s permits Depending on the circumstances, persons who • work permits with the following categories: are in South Africa illegally are either prosecuted, - quota work permits removed, or their sojourn is legalised. Officers - general work permits at the various regional and district offices of the - intra-company transfer work permits department are in charge of tracing, prosecuting - exceptional skills work permits and removing illegal foreigners from the country. - corporate work permits Employers of illegal foreigners may also be pros- - retired person permits ecuted. - exchange permits • asylum permits. Permanent residence In terms of Section 11, a visitor’s permit may be Government allows immigration on a selective issued to a person who intends to enter South basis. The Department of Home Affairs is respon- Africa for less than 90 days for the purpose of sible for: tourism, business, education or medical treat- • processing applications for immigration per- ment. mits for consideration Foreigners who are exempt from visa require- • admitting persons suitable for immigration, ments may therefore proceed to a port of entry such as skilled workers in occupations in where visitors’ permits for the mentioned period which there is a shortage in South Africa. will be issued, provided such persons can produce The department particularly encourages applica- evidence to prove their bona fides. tions by industrialists and other entrepreneurs Foreigners who are citizens of countries that who wish to relocate their existing concerns or to are exempted from visa requirements for less establish new concerns in South Africa. than 90 days may likewise obtain visitors’ permits The department is not directly involved in an at a port of entry. Such foreigners enjoy exemp- active immigration drive. In categories where tion for the period only. Foreigners who require a shortages exist, the normal procedure is for visa prior to proceeding to South Africa, or who employers to recruit abroad independently and, intend to enter South Africa for any period longer in most cases, initially apply for temporary work than the period for which they are exempt from permits. the visa requirement, must apply for and obtain a The department considers the applications for visa prior to proceeding to the country. immigration permits of prospective immigrants Foreigners who intend to accept an offer of who wish to settle in the relevant provinces. In employment, start a business, take up studies terms of new regulations, regions will be respon- or enter South Africa for any purpose for which sible for issuing permits previously issued by the a temporary residence permit is provided for regional committees in respect of permanent in the Act, must apply for an appropriate tem- residence. They will also do so in respect of porary residence permit via the South African temporary residence. Enquiries in this regard diplomatic representative in their countries of may be made to the nearest office of the Depart- origin/residence. In countries where there are no ment of Home Affairs in South Africa, to missions representatives, applications must be submitted abroad, or to the Director-General of Home Affairs in the nearest country where there is a foreign for the attention of the Directorate: Permitting in representative. Pretoria. The outcome must be awaited outside South Africa and applicants may only proceed to South Temporary residence Africa once the permit as applied for has been In terms of the Immigration Act, 2002, temporary issued to them. residence permits are divided into the following The overriding consideration when dealing categories: with applications for work permits is whether • visitor’s permits the employment or task to be undertaken cannot

283 SA YEARBOOK 2009/10 be performed by a South African citizen or an The establishment of the Department of Home approved permanent immigrant already residing Affairs’ Client Service Centre means that people i in South Africa. no longer have to go to a Home Affairs office just Applications for the extension of temporary to check on the status of their application. residence permits must be submitted at least 30 The centre also benefits those who have to travel long days prior to the expiry date of the permit, to the distances to reach an office, those who cannot afford to nearest regional/district office of the Department travel and those who cannot leave work during the day to of Home Affairs where the applicant is employed. visit the department. Any enquiries related to temporary residence The Client Service Centre’s toll-free number is permits may be directed to the nearest district/ 0800 60 11 90. regional office of the Department of Home Affairs in South Africa, to South African diplomatic rep- resentatives abroad, or to the Director-General of These are foreign nationals who are in South Home Affairs, for the attention of the Directorate: Africa illegally and should be deported to the Permitting. countries of which they are citizens or territories where they have rights of domicile or residence. Removal of undesirable persons Any person who has become a deportation In terms of legislation, the Minister of Home subject may, pending his or her deportation, be Affairs may order the deportation of any person detained in a manner and at a place determined who is declared undesirable or prohibited, other by the Director-General of the Department of than an asylum seeker. Home Affairs.

SA YEARBOOK 2009/10 284 Acknowledgements 2008 Local Government Budgets and Government Communication and Information Expenditure Review 2003/04 to 2009/10 System BuaNews International Marketing Council BuaBriefs Office of the Public Service Commission Budget Vote 2009 State of the Nation Address Department of Home Affairs www.cpsi.co.za Department of Cooperative Governance and www.dplg.gov.za Traditional Affairs www.gcis.gov.za Department of Public Service and Administration www.gov.za Estimates of National Expenditure 2009, www.imc.org.za published by National Treasury www.MediaClubSouthAfrica.com Green Paper: National Strategic Planning www.salga.net

Suggested reading Basedau, M, Erdman, G and Mehler, A (eds). 2007. Votes, Money and Violence: Political Parties and Elections in Sub-Saharan Africa. Scottsville: University of KwaZulu-Natal Press. Botes, L et al. 2007. The New Struggle: Service-Delivery Related Unrest in South Africa: Two Case Studies. Bloemfontein: Centre for Development Support, University of the Free State. Crawford-Brown, T. 2007. Eye on the Money. Cape Town: Umuzi. Chipkin, I. 2007. Do South Africans Exist? Nationalism, Democracy and the Identity of “The People”. Johannesburg: Wits University Press. De Villiers, B (ed). 2008. Review of Provinces and Local Governments in South Africa: Constitutional; Foundations and Practice. Johannesburg: Konrad-Adenauer Stiftung. Feinstein, A. 2007. After the Party: A Personal and Political Journey Inside the ANC. Johannesburg: Jonathan Ball. Geyer, Y. 2007. How Local Government Works: Handbook for CBOs. Cape Town: Institute for Democracy in Africa (Idasa). Lalu, P. 2009. The Deaths of Hintsa: Post-Apartheid South Africa and the Shape of Recurring Pasts. Cape Town: Human Sciences Research Council (HSRC) Press. Leon, T. 2008. On the Contrary. Johannesburg: Jonathan Ball. Levy, M. 2007. From Dakar to Democracy: A History of Idasa. Cape Town: Idasa. Mafeje, A (ed). 2008. The Disenfranchised: Perspectives on the History of Elections in South Africa. Pretoria: University of South Africa Press. Mangcu, X. 2008. To the Brink: The State of Democracy in South Africa. Scottsville: University of KwaZulu-Natal Press. Ndebele, NS. 2007. Fine Lines from the Box: Further Thoughts about our Country. Cape Town: Umuzi. Ramphele, M. 2008. Laying Ghosts to Rest: Dilemmas of the Transformation in South Africa. Cape Town: Tafelberg. Reddy, PS, Wallis, MAH and Naidu, RA (eds). 2008. Traditional Leadership and Local Governance in a Democratic South Africa: “Quo Vadis”. Durban: Democracy Development Programme. Salih, MA (ed). 2007. African Parliaments: Between Governance and Government. Cape Town: HSRC Press. Saul, J. 2007. The Next Liberation Struggle. Scottsville: University of KwaZulu-Natal. Southall, R and Daniel, J (eds). 2009. Zunami! The South African Elections of 2009. Auckland Park: Jacana Media. Steinberg, J. 2007. Notes from a Fractured Country. Johannesburg: Jonathan Ball. Van der Waldt, G (ed). 2007. Municipal Management: Serving the People. Cape Town: Juta. Van Donk, M et al (eds). 2008. Consolidating Developmental Local Government: Lessons from the South African Experience. Cape Town: University of the Cape Press.

285 SA YEARBOOK 2009/10 SA YEARBOOK 2009/10 286