SA YEARBOOK 2008/09 GOVERNMENT SYSTEM
The Constitution of the Republic of South Africa, 1996 was the result of remarkably detailed and inclusive negotiations that were carried out with an acute awareness of the injustices of the country’s non-democratic past. It took effect on 4 February 1997.
280 SA YEARBOOK 2008/09 GOVERNMENT SYSTEM 11
The Constitution authorities) and courts (judicial authorities) are The Constitution is the supreme law of the land. separate from one another. No other law or government action can supersede the provisions of the Constitution. South Africa’s Parliament Constitution is one of the most progressive in the Parliament is the legislative authority of South world and enjoys high acclaim internationally. Africa and has the power to make laws for the country in accordance with the Constitution. The Preamble It consists of the National Assembly and the The Preamble states that the Constitution aims National Council of Provinces (NCOP). Parlia- to: mentary sittings are open to the public. Since the s HEAL THE DIVISIONS OF THE PAST AND ESTABLISH A establishment of Parliament in 1994, a number society based on democratic values, social of steps have been taken to make it more acces- justice and fundamental human rights sible and to motivate and facilitate public parti- s IMPROVE THE QUALITY OF LIFE OF ALL CITIZENS AND FREE cipation in the legislative process. The website the potential of each person www.parliament.gov.za encourages comment s LAY THE FOUNDATIONS FOR A DEMOCRATIC AND OPEN and feedback from the public. society in which government is based on the WILL OF THE PEOPLE AND IN WHICH EVERY CITIZEN IS National Assembly EQUALLY PROTECTED BY LAW The National Assembly consists of no fewer than s BUILD A UNITED AND DEMOCRATIC 3OUTH !FRICA THAT 350 and no more than 400 members elected is able to take its rightful place as a sovereign through a system of proportional representation. state in the family of nations. The National Assembly, which is elected for a term of five years, is presided over by the Speaker, Founding provisions assisted by the Deputy Speaker. The National According to Chapter One of the Constitution, Assembly is elected to represent the people and South Africa is a sovereign, democratic state TO ENSURE DEMOCRATIC GOVERNANCE AS REQUIRED BY founded on the following values: the Constitution. It does this by electing the Presi- s HUMAN DIGNITY THE ACHIEVEMENT OF EQUALITY AND dent, providing a national forum for public consid- the advancement of human rights and freedom eration of issues, passing legislation, and scruti- s NON RACIALISM AND NON SEXISM NISING AND OVERSEEING EXECUTIVE ACTION s SUPREMACY OF THE #ONSTITUTION s UNIVERSAL ADULT SUFFRAGE A NATIONAL COMMON National Council of Provinces voters’ roll, regular elections and a multiparty The NCOP consists of 54 permanent members system of democratic government to ensure and 36 special delegates, and aims to repre- accountability, responsiveness and openness. sent provincial interests in the national sphere of government. Delegations consist of 10 represen- Fundamental rights tatives from each province. The NCOP must have The fundamental rights contained in Chapter Two a mandate from the provinces before it can make of the Constitution seek to protect the rights and certain decisions. It cannot, however, initiate a freedom of individuals. The Constitutional Court Bill concerning money, which is the prerogative (CC) guards these rights and determines whether of the Minister of Finance. NCOP Online (www. actions by the State are in accordance with consti- parliament.gov.za/ncop) links Parliament to the tutional provisions. provincial legislatures and local government asso- ciations. It provides information on draft legisla- Government tion and allows the public to make electronic Government consists of national, provincial and SUBMISSIONS 4HE .#/0 CAME INTO EXISTENCE ON local spheres, which are distinctive, interdepend- 6 February 1997. ent and interrelated. The powers of the law-mak- ERS LEGISLATIVE AUTHORITIES GOVERNMENT EXECUTIVE
281 Law-making The Presidency, February 2009 Any Bill may be introduced in the National Assem- President Kgalema Motlanthe bly. A Bill passed by the National Assembly must Deputy President Baleka Mbete be referred to the NCOP for consideration. A Bill affecting the provinces may be intro- duced in the NCOP. After it has been passed by and Local Government provides support to tradi- the council, it must be referred to the assembly. tional leaders and institutions, and is responsible A Bill concerning money must be introduced in for the development of policy in this regard. the assembly and referred to the NCOP for consid- It renders an anthropological service, and eration and approval after being passed. provides advice and support regarding govern- If the council rejects a Bill or passes it subject ance and development matters. It advises and to amendments, the assembly must reconsider the supports the National House of Traditional Leaders Bill and pass it again with or without amendments. and maintains a database of traditional leaders There are special conditions for the approval of and institutions. laws dealing with provinces. It is also responsible for developing and imple- menting a regulatory framework for the protec- The President tion of the rights of cultural, religious and linguistic The President is the Head of State and leads communities. the Cabinet. He or she is elected by the National Assembly from among its members, and leads the Traditional Leadership and country in the interest of national unity, in accord- Governance Framework Amendment Bill ance with the Constitution and the law. The Traditional Leadership and Governance Frame- work Act, 2003 (Act 41 of 2003), was passed The Deputy President in December 2003 and came into operation in The President appoints the Deputy President from September 2004. The implementation of the Act in among the members of the National Assembly. The national and provincial spheres has necessitated $EPUTY 0RESIDENT ASSISTS THE 0RESIDENT IN EXECUT- that certain improvements be effected to the Act. ing government functions. The Traditional Leadership and Governance Framework Amendment Bill provides for the Cabinet following amendments: The Cabinet consists of the President, as head of s RECOGNITION OF KINGSHIPS OR QUEENSHIPS AND THE the Cabinet, the Deputy President and ministers. withdrawal of such recognition The President appoints the Deputy President and s DISESTABLISHMENT OF PARAMOUNTCIES AND THE ministers, assigns their powers and functions and withdrawal of recognition of paramount chiefs may dismiss them. s ESTABLISHMENT OF KINGSHIP OR QUEENSHIP COUN- The President may select any number of minis- cils and the determination of their functions ters from among the members of the National s THE DETERMINATION OF THE MEMBERSHIP OF TRADI- Assembly, and may select no more than two minis- TIONAL COUNCILS AND KINGSHIP OR QUEENSHIP COUN- ters from outside the assembly. cils by premiers and the Minister of Provincial The President appoints a member of the Cabinet and Local Government respectively in line with to be the leader of government business in the provincial peculiarities National Assembly. s ESTABLISHMENT OF A TRADITIONAL SUBCOUNCIL WHERE the area of jurisdiction of a traditional commu- Deputy ministers nity occupies two or more geographical areas The President appoints deputy ministers from apart from each other among the members of the National Assembly. s EXTENSION OF THE ORIGINAL ONE YEAR TO lVE YEARS the period within which the traditional authori- Traditional leadership ties must be transformed in line with the Act Chapter 11 of the Constitution states that the s ALIGNMENT OF THE TERMS OF OFlCE OF ALL THE STRUC- institution, status and roles of traditional leader- tures. ship, according to customary law, are recognised, subject to the Constitution. Traditional councils The Chief Directorate: Traditional Leadership The stipulations of Chapter 12 of the Constitution and Institutions in the Department of Provincial AND THE ADVENT OF DEMOCRACY REQUIRED THE TRANS
282 formation of the composition of traditional councils. The national and provincial houses of traditional Therefore, legislation has transformed the compo- leaders enhance the co-operative relationships sition of traditional councils to provide for elements within national and provincial government, while of democracy (40% of members must be elected) the establishment of local houses of traditional and gender representivity (one third of members leaders will deepen and cement the relationship must be women). between municipalities and traditional leaders on Legislation has also opened a window of oppor- customary law and development initiatives. tunity for municipalities and traditional councils to In March 2008, Cabinet approved the proposal achieve co-operative governance. Traditional coun- to establish a national department for traditional cils have been given a strong voice in development leadership under the Minister of Provincial and matters and may now enter into partnerships and Local Government to restore the dignity of tradi- service-delivery agreements with government in tional leadership, which is the custodian of African all spheres. customs and heritage. The process will begin in THE lNANCIAL YEAR )T IS EXPECTED THAT THE Houses of traditional leaders department will be fully established and opera- The Constitution mandates the establishment of tional by the 2010/11 financial year. houses of traditional leaders by means of either provincial or national legislation. The National House of The National House of Traditional Leaders was Traditional Leaders Bill established in terms of the National House of The Council of Traditional Leaders Act, 1997 Traditional Leaders Act, 1997 (Act 10 of 1997). Its was amended through the Council of Traditional objectives and functions are to promote the role of Leaders Amendment Act, 1998 (Act 85 of 1998), traditional leadership within a democratic constitu- and the National House of Traditional Leaders tional dispensation, enhance unity and understand- Amendment Act, 2000 (Act 206 of 2000). ing among traditional communities and advise To improve the functionality and broaden the national government. scope of the work of the national house, the Provincial houses of traditional leaders were National House of Traditional Leaders Bill provides ESTABLISHED IN ALL SIX PROVINCES THAT HAVE TRADITIONAL for the following key issues: leaders, namely the Eastern Cape, KwaZulu-Natal, s THE CONTINUED EXISTENCE OF THE .ATIONAL (OUSE OF the Free State, Mpumalanga, Limpopo and North Traditional Leaders with added responsibilities West. s THE COMPOSITION OF THE NATIONAL HOUSE TO BE The Traditional Leadership and Govern- representative of all provinces, including the ance Framework Act, 2003 (Act 41 of 2003), PROVINCES THAT HAVE RECENTLY ACQUIRED TRADI- provides for the establishment of local houses of tional communities after the redetermination of traditional leaders. provincial boundaries s STREAMLINING THE PROCESS OF ELECTING MEMBERS OF In accordance with the National Programme of the national house in the provinces Support (NPS) for the institution of traditional s DETERMINING POWERS AND DUTIES OF THE NATIONAL leadership, a comprehensive skills develop- house in line with the White Paper on Traditional ment programme for traditional leadership has i Leadership and Governance been developed by the Department of Provin- s ENHANCING THE FUNCTIONING AND MANAGEMENT OF cial and Local Government in partnership with the Local the national house Government Sector Education and Training Authority. s PROVIDING SUPPORT TO THE HOUSE BY GOVERNMENT In 2008, the Government NSP for Traditional Leadership in respect of administration, finances, capacity- WAS EXPECTED TO BE SUBMITTED TO #ABINET FOR APPROVAL )N building and resources addition, all provincial governments had promulgated prov- s PROVIDING FOR THE RELATIONSHIP BETWEEN THE ince-specific legislation on traditional leadership, while 76% national house and the provincial houses of traditional councils and 58% of local houses had been s PROVIDING FOR THE RELATIONSHIP BETWEEN THE established. The policy document on Khoi-San traditional NATIONAL HOUSE AND KINGS AND QUEENS communities was developed in consultation with the National s PROVIDING FOR THE RELATIONSHIP BETWEEN THE +HOI 3AN #OUNCIL AND TRADITIONAL COMMUNITIES WERE EXPECTED national house and government. to contribute towards the finalisation of the policy framework by the end of 2008.
SA YEARBOOK 2008/09 283 GOVERNMENT SYSTEM Commission on Traditional of customary law and the Traditional Leadership Leadership Disputes and Claims and Governance Framework Act, 2003. The commission was established in terms of Section 22(1) of the Traditional Leadership and Department of Provincial and Local Governance Framework Act, 2003. The main Government objective of the commission is to investigate and The mandate of the department is derived from make findings on traditional-leadership disputes chapters three and seven of the Constitution of the and claims. Republic of South Africa, 1996. In 2008, the Commission on Traditional Lead- The aim of the department is to develop and ership Disputes and Claims presented its find- promote a national system of integrated and INGS ON THE STATUS OF 3OUTH !FRICAS EXISTING PARA- co-operative governance and to support provincial mountcies. The determination was made in terms and local government.
Cabinet ministers and deputy ministers, as at 1 February 2009 Portfolio Minister Deputy Minister Agriculture and Land Affairs Lulama Xingwana Dirk du Toit
Arts and Culture Pallo Jordan .TOMBAZANA "OTHA Communications Ivy Matsepe-Casaburri Radhakrishna Padayachie Correctional Services Ngconde Balfour Loretta Jacobus
Defence #HARLES .QAKULA &EZILE "HENGU Education Naledi Pandor André Gaum Environmental Affairs and Tourism Marthinus van Schalkwyk Joyce Mabudafhasi Finance Trevor Manuel Nhlanhla Nene
Foreign Affairs .KOSAZANA $LAMINI :UMA Sue van der Merwe, Fatima Hajaig Health Barbara Hogan Molefi Sefularo
Home Affairs .OSIVIWE -APISA .QAKULA Malusi Gigaba Housing Lindiwe Sisulu - Intelligence Services Siyabonga Cwele - Justice and Constitutional Development Enver Surty Johnny de Lange Labour Membathisi Mdladlana- Minerals and Energy Buyelwa Sonjica - Provincial and Local Government Sicelo Shiceka Nomatyala Hangana The Presidency Manto Tshabalala-Msimang - Public Enterprises Brigitte Mabandla - Public Service and Administration Richard Baloyi - Public Works Geoff Doidge Ntopile Kganyago Safety and Security Nathi Mthethwa Susan Shabangu Science and Technology Mosibudi Mangena Derek Hanekom Social Development Zola Skweyiya Jean Swanson-Jacobs
Sport and Recreation Makhenkesi Stofile 'ERT /OSTHUIZEN Trade and Industry Mandisi Mpahlwa 2OB $AVIES AND %LIZABETH 4HABETHE Transport Jeff Radebe - Water Affairs and Forestry Lindiwe Hendricks -
284 As a national department, its functions are to s 5RBAN AND 2URAL $EVELOPMENT develop national policies and legislation with s 3YSTEMS AND #APACITY "UILDING regard to provinces and local government, as well s &REE "ASIC 3ERVICES AND )NFRASTRUCTURE as to support and monitor the implementation of s -ONITORING AND %VALUATION the following: s )NTERGOVERNMENTAL 2ELATIONS &RAMEWORK !CT Provincial government 2005 (Act 13 of 2005) In accordance with the Constitution, each of the s -UNICIPAL 0ROPERTY 2ATES !CT !CT OF nine provinces has its own legislature, consist- 2004) ing of between 30 and 80 members. The number s -UNICIPAL &INANCE -ANAGEMENT !CT of members is determined in terms of a formula (Act 56 of 2003) set out in national legislation. The members are s 4RADITIONAL ,EADERSHIP AND 'OVERNANCE &RAME- elected in terms of proportional representation. work Act, 2003 4HE EXECUTIVE COUNCIL OF A PROVINCE CONSISTS s $ISASTER -ANAGEMENT !CT !CT OF of a premier and a number of members (MECs). 2002) Premiers are appointed by the President of the s -UNICIPAL 3YSTEMS !CT !CT OF country. s -UNICIPAL 3TRUCTURES !CT !CT OF Decisions are taken by consensus, as is the 1998) case in the national Cabinet. Besides being able to s -UNICIPAL $EMARCATION !CT !CT OF make provincial laws, a provincial legislature may 1998) adopt a constitution for its province if two thirds of s White Paper on Local Government (1998). its members agree. The department’s other function is to support However, a provincial constitution must corre- provinces and local government in fulfilling their spond with the national Constitution. constitutional and legal obligations. According to the Constitution, provinces may The vision of the department is to create a HAVE LEGISLATIVE AND EXECUTIVE POWERS CONCURRENT capable and well-integrated system of government with the national sphere, over: to achieve sustainable development and enhanced s AGRICULTURE service delivery. The mission of the department is s CASINOS RACING GAMBLING AND WAGERING to provide professional and technical support to s CULTURAL AFFAIRS government by: s EDUCATION AT ALL LEVELS EXCLUDING UNIVERSITY AND s DEVELOPING APPROPRIATE POLICIES AND LEGISLATION university of technology education to promote integration in government’s devel- s ENVIRONMENT opment programmes and service delivery s HEALTH SERVICES s PROVIDING STRATEGIC INTERVENTIONS SUPPORT AND s HOUSING partnerships to facilitate policy implementation s LANGUAGE POLICY in the provinces and local government s NATURE CONSERVATION s CREATING ENABLING MECHANISMS FOR COMMUNITIES s POLICE SERVICES to participate in governance. s PROVINCIAL PUBLIC MEDIA The values of the department as adopted in accord- s PUBLIC TRANSPORT ance with the Batho Pele (“People First”) principles s REGIONAL PLANNING AND DEVELOPMENT focus on the following: s ROAD TRAFlC REGULATION s DEDICATION TO PROFESSIONAL DEVELOPMENT AND s TOURISM service delivery s TRADE AND INDUSTRIAL PROMOTION s PROFESSIONALISM IN THE CONDUCT OF ALL EMPLOY- s TRADITIONAL AUTHORITIES ees s URBAN AND RURAL DEVELOPMENT s LEADERSHIP AND PARTICIPATION IN SERVICE s VEHICLE LICENSING delivery s WELFARE SERVICES s BEING GOAL ORIENTATED IN UNDERTAKING ITS 4HESE POWERS CAN BE EXERCISED TO THE EXTENT THAT mandate. provinces have the administrative capacity to The activities of the Department of Provincial and assume effective responsibilities. Local Government are organised under the follow- 0ROVINCES ALSO HAVE EXCLUSIVE COMPETENCY OVER ing seven branches: a number of areas, which include: s #ORPORATE 3ERVICES s ABATTOIRS s 'OVERNANCE 0OLICY AND 2ESEARCH s AMBULANCE SERVICES
SA YEARBOOK 2008/09 285 GOVERNMENT SYSTEM Members of the executive councils of provincial governments, as at 30 September 2008 Eastern Cape KwaZulu-Natal Mr Mbulelo Sogoni Premier Mr Sibusiso Ndebele Premier Mr Gugile Nkwinti Agriculture Mr Mtholephi Mthimkhulu Agriculture and Mr Mahlubandile Qwase Education Environmental Affairs Mr Phumulo Masualle Finance, Economic, Ms Ina Cronjé Education Development and -S 7EZIWE 4HUSI Arts, Culture and Tourism Environmental Affairs $R :WELI -KHIZE Finance and Economic -S 4HOKOZILE 8ASA Local Government and Development Traditional Affairs Ms Neliswa Nkonyeni Health Ms Pemmy Mojadina Health Mr Mike Mabuyakhulu Local Government, Housing Ms Thobile Mhlahlo Housing, Safety and Liaison and Traditional Affairs Mr Christiaan Martin Public Works Dr Meschack Radebe Social Welfare and Ms Gloria Barry Roads and Transport Population Development -S .OXOLO !BRAHAM .TANTISO Sport, Recreation, Arts and Ms Lydia Johnson Public Works Culture Mr Bheki Cele Transport, Community Mr Sam Kwelita Social Development Safety and Liaison Mr Amichand Rajbansi Sport and Recreation Free State Limpopo Ms Beatrice Marshoff Premier Mr Sello Moloto Premier Ms Mamiki Qabathe Agriculture Dr Aaron Motsoaledi Education Mr Cusca Mokitlana Education Mr Saad Cachalia Provincial Treasury Mr Neo Masithela Tourism, and Environmental Mr Charles Sekoati Health and Social Development and Economic Affairs Ms Maite Nkoana-Mashabane Local Government and Housing -R -XOLISI $UKWANA Public Safety and Liaison Mr Collins Chabane Economic Development, Mr Sakhiwo Belot Health Environment and Tourism Mr Joel Mafereka Local Government and Housing -S $IKELEDI -AGADZI Agriculture Mr Pule Makgoe Provincial Treasury Dr Joyce Mashamba Sport, Arts and Culture Mr Seiso Mohai Transport, Roads and Mr Justice Pitso Roads and Transport Public Works Ms Samson Ndou Public Safety and Liaison Ms Mantsheng Tsopo Social Development Ms Machuene Semenya Public Works Mr Ace Magashule Sport, Arts and Culture Gauteng Mpumalanga Mr Paul Mashatile Premier Mr Thabang Makwetla Premier Mr Khabisi Mosunkutu Agriculture, Conservation and Ms Dinah Pule Agriculture, Conservation, Environment Environment and Land Reform Ms Dorothy Mahlangu Local Government Mr Craig Padayachee Economic Development and Ms Angelina Motshekga Education Planning Mr Mandla Nkomfe Finance and Economic Affairs Ms Mmathulare Coleman Education Mr Brian Hlongwa Health Mr Fish Mahlalela Health and Social Development Ms Nomvula Mokonyane Housing Ms Candith Mashego-Dlamini Local Government and Housing -R &IROZ #ACHALIA Community Safety Mr Madala Masuku Public Works Ms Barbara Creecy Sport, Arts, Culture and Ms Jabulani Mahlangu Finance Recreation Ms Dinah Pule Culture, Sport and Recreation Mr Kgaogelo Lekgoro Social Development Mr Jackson Mthembu Roads and Public Transport Mr Ignatius Jacobs Public Transport, Roads -R 3IPHOSEZWE -ASANGO Safety and Security and Works
286 s LIQUOR LICENCES Members of the executive councils s MUSEUMS OTHER THAN NATIONAL MUSEUMS of provincial governments, as s PROVINCIAL PLANNING at 30 September 2008 s PROVINCIAL CULTURAL MATTERS Northren Cape s PROVINCIAL RECREATION AND ACTIVITIES Ms Dipuo Peters Premier s PROVINCIAL ROADS AND TRAFlC Ms Tina Joemat-Petterson Agriculture and Land The President’s Co-ordinating Council (PCC) is a Reform consultative forum where the President discusses Mr Gomolelo Lucas Education issues of national, provincial and local importance Mr Pakes Dikgetsi Finance with the premiers. Ms Eunice Binase Health The forum addresses issues such as: Mr Boeboe van Wyk Housing and Local s ENHANCING THE ROLE OF PROVINCIAL EXECUTIVES Ms Thembi Madikane Government regarding national policy decisions Mr Goolam Akharwary Safety and Liaison s STRENGTHENING THE CAPACITY OF PROVINCIAL GOVERN- Mr Fred Wyngaardt Social Development ments to implement government policies and Sport, Arts and Culture programmes Mr Pieter Saaiman Economic Affairs, Tourism, s INTEGRATING PROVINCIAL GROWTH AND DEVELOPMENT Environment and Conser- strategies (PGDS) within national development vation plans Mr Kagisho Molusi Public Works, Roads and s IMPROVING CO OPERATION BETWEEN NATIONAL AND Transport provincial spheres of government North West s IMPROVING CO OPERATION ON lSCAL ISSUES s ENSURING THAT THERE ARE CO ORDINATED IMPLEMEN- Ms Edna Molewa Premier tation programmes and the necessary struc- Mr Ndleleni Duma Arts, Culture and Sport tures in place to address issues such as rural Mr Jan Serfontein Agriculture, Conservation and development, urban renewal, and safety and Environment security. Mr Darkey Africa Economic Development and Tourism Local government Local Government and -R $EBEZA 9AWA There are 283 municipalities in South Africa. They Housing are focused on growing local economies and Rev Johannes Tselapedi Education providing infrastructure and services. Ms Nomonde Rasmeni Health In accordance with the Constitution and the Ms Maureen Modiselle Finance Organised Local Government Act, 1997 (Act 52 of Transport, Roads and Commu- -R &RANS 6ILAKAZI 1997), which formally recognises organised local nity Safety government associations, organised local govern- MrJerry Thibedi Public Works ment may designate up to 10 part-time represent- Social Development -S .IKIWE -ANGQO atives to represent municipalities and to partici- Western Cape pate in proceedings of the NCOP. Mr Lynne Brown Premier The Department of Provincial and Local Govern- Mr Cobus Dowry Agriculture ment aims to build and strengthen the capability -R 0ATRICK -C+ENZIE Community Safety and accountability of provinces and municipalities. -R 9OUSUF 'ABRU Education This includes: -S 0IERRE 5YS Local Government, Environ- s CONTINUED HANDS ON SUPPORT THROUGH THE ESTAB- mental Affairs and Develop- lished system and capacity-building programme, ment Planning focusing on critical areas such as integrated Ms Garth Strachan Finance, Tourism and development planning, local economic devel- Economic Development opment (LED), financial management, service Mr Marius Fransman Health delivery and public participation Mr Cameron Dugmore Housing s EVALUATING THE IMPACT OF GOVERNMENT PRO -R +OLEKA -QULWANA Transport and Public Works grammes in municipal areas, enhancing -S :ODWA -AGWAZA Social Development performance and accountability by improv- ING THE QUALITY OF REPORTING ON THE LOCAL
SA YEARBOOK 2008/09 287 GOVERNMENT SYSTEM government strategic agenda (LGSA) Local Government Strategic and improving the monitoring, reporting Agenda (2006 – 2011) and evaluation of capacity in local government. The implementation of the LGSA from 2006 The department is also responsible for co- ONWARDS WAS A LOGICAL EXTENSION OF 0ROJECT #ONSOL- ordinating and supporting policy development and idate, initiated in 2004. The three core pillars of the the implementation of the LGSA, and monitoring LGSA are: and supporting service delivery. s MAINSTREAMING HANDS ON SUPPORT TO LOCAL government to improve municipal governance, Municipal Demarcation Board performance and accountability The board is a constitutional institution established s ADDRESSING THE STRUCTURE AND GOVERNANCE by the Local Government: Municipal Demarcation arrangements of the State to better strengthen, Act, 1998. support and monitor local government The main function of the board is to determine s RElNING AND STRENGTHENING THE POLICY REGULATORY municipal boundaries in accordance with the Act and fiscal environment for local government and other related legislation, and to advise on and giving greater attention to the enforcement demarcation matters. measures. In addition, the board is tasked with delimiting In 2007, national government together with all wards into metropolitan and local municipalities. provinces, Salga, individual municipalities and key partners outside of government gave active South African Local Government support to implementing this agenda, which Association (Salga) focuses on the five key performance areas of local Salga is a listed public entity, established in terms government transformation, namely: of Section 21 of the Companies Act, 1973 (Act 61 of s MUNICIPAL TRANSFORMATION AND INSTITUTIONAL 1973), and recognised by the Minister of Provincial development and Local Government in terms of the Organised s BASIC SERVICES AND INFRASTRUCTURE Local Government Act, 1997 (Act 52 of 1997). s lNANCIAL VIABILITY AND lNANCIAL MANAGEMENT Salga represents local government on numer- s ,%$ ous intergovernmental forums such as the Presi- s GOOD GOVERNANCE AND COMMUNITY PARTICIPATION dent’s Co-ordinating Council (PCC), Minister and In terms of the five-year LGSA, 164 municipali- MECs (MInMec) forum, the Budget Forum, as ties have been receiving hands-on support as well as the NCOP and on the Financial and Fiscal from April 2008, an increase of 56 municipalities Commission. since 2007. National sector departments, namely Salga aims, among other things, to: the Department of Provincial and Local Govern- s TRANSFORM LOCAL GOVERNMENT TO ENABLE IT TO FULlL ment, National Treasury, and the Department of its developmental role Water Affairs and Forestry, have mobilised 626 s ENHANCE THE ROLE OF PROVINCIAL LOCAL GOVERNMENT TECHNICAL EXPERTS IN SUPPORT OF MUNICIPALITIES 4HE associations as provincial representatives and Department of Water Affairs and Forestry has also consultative bodies on local government DEDICATED TECHNICAL EXPERTS TO FOCUS ON WATER s RAISE THE PROlLE OF LOCAL GOVERNMENT related services, particularly in the Free State. s ENSURE FULL PARTICIPATION OF WOMEN IN LOCAL government Municipalities s ACT AS THE NATIONAL EMPLOYERS ORGANISATION FOR The Constitution provides for three categories of municipal and provincial member employers municipalities. s PROVIDE LEGAL ASSISTANCE TO ITS MEMBERS USING its discretion in connection with matters that )MBIZO IS A FORUM FOR ENHANCING DIALOGUE affect employee relations. and interaction between government and the Salga is funded through a combination of sources, people. It provides an opportunity for govern- ment to communicate its Programme of Action i including a national government grant, member- ship fees from provincial and local government and the progress being made. It promotes associations that are voluntary members, and participation of the public in the programmes to improve donations from the donor community for specific their lives. projects.
288 As directed by the Constitution, the Local However, all original municipal, legislative and Government: Municipal Structures Act, 1998 EXECUTIVE POWERS ARE VESTED IN THE METROPOLITAN contains criteria for determining when an area council. must have a category-A municipality (metropoli- In metropolitan areas, there is a choice of tan municipalities) and when municipalities fall TWO TYPES OF EXECUTIVE SYSTEM THE MAYORAL into categories B (local municipalities) or C (district EXECUTIVE SYSTEM WHERE EXECUTIVE AUTHORITY municipalities). The Act also determines that is vested in the mayor, and the collective category-A municipalities can only be established EXECUTIVE COMMITTEE SYSTEM WHERE THESE POWERS in metropolitan areas. ARE VESTED IN THE EXECUTIVE COMMITTEE Metropolitan councils have single metropolitan Non-metropolitan areas consist of district coun- budgets, common property ratings and service- cils and local councils. tariff systems, and single employer bodies. District councils are primarily responsible for South Africa has nine metropolitan municipali- capacity-building and district-wide planning. ties, namely: The Local Government: Municipal Structures s "UFFALO #ITY %AST ,ONDON Act, 1998 provides for ward committees whose s #ITY OF #APE 4OWN tasks, among other things, are to: s %KURHULENI -ETROPOLITAN -UNICIPALITY %AST s PREPARE IMPLEMENT AND REVIEW INTEGRATED Rand) development plans (IDPs) s #ITY OF E4HEKWINI $URBAN s ESTABLISH IMPLEMENT AND REVIEW MUNICIPALITIES s #ITY OF *OHANNESBURG performance-management systems s -ANGAUNG -UNICIPALITY "LOEMFONTEIN s MONITOR AND REVIEW MUNICIPALITIES PERFORM- s -SUNDUZI -UNICIPALITY 0IETERMARITZBURG ances s .ELSON -ANDELA -ETROPOLITAN -UNICIPALITY 0ORT s PREPARE MUNICIPALITIES BUDGETS %LIZABETH s PARTICIPATE IN DECISIONS ABOUT THE PROVISION OF s #ITY OF 4SHWANE 0RETORIA municipal services Metropolitan councils may decentralise powers s COMMUNICATE AND DISSEMINATE INFORMATION ON and functions. governance matters.
Structure and functions of the South African Government
Legislative authority Executive authority Judicial authority Parliament Cabinet s .ATIONAL !SSEMBLY Constitutional Court s 0RESIDENT (350 – 400 members) Supreme Court of Appeal s $EPUTY 0RESIDENT s .ATIONAL #OUNCIL OF 0ROVINCES High courts s -INISTERS (90 delegates) Magistrate’s courts
Deputy ministers Judicial Service Commission
State institutions supporting democracy Public Protector Human Rights Commission Commission for the Promotion and Protection of the Rights Provincial governments of Cultural, Religious and Linguistic Communities Eastern Cape #OMMISSION FOR 'ENDER %QUALITY 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 s 0REMIER Gauteng s -EMBERS OF THE %XECUTIVE #OUNCIL Mpumulanga
Municipalities/municipal councils (metropolitan councils/district councils)
SA YEARBOOK 2008/09 289 GOVERNMENT SYSTEM Integrated development plans in this regard is the 100% adoption rate of IDPs as In terms of the Local Government: Municipal a result of concerted effort of all spheres over the 3YSTEMS !CT ALL MUNICIPALITIES ARE REQUIRED last three years. to prepare IDPs. Integrated development planning is a process by which municipalities prepare five- Legislation year strategic plans that are reviewed annually in The Local Government: Municipal Systems Act, consultation with communities and stakeholders. 2000 establishes a framework for planning, The aim is to achieve service delivery and performance-management systems, effective use development goals in municipal areas in an effec- of resources and organisational change in a busi- tive and sustainable way. National and provin- NESS CONTEXT cial sector departments, development agencies, The Act also establishes a system for municipal- private-sector bodies, non-governmental organ- ities to report on their performance, and provides isations (NGOs) and communities all have a key residents with an opportunity to compare this role to play in preparing and implementing IDPs. performance with that of municipalities. The IDP Nerve Centre provides a single, web- It also regulates public-private partnerships. based information system that allows multi- The Act allows municipalities significant powers ple stakeholders, involved in municipal service to corporatise their services, to establish utilities delivery, to access, capture, revise and report for service delivery, or to enter into partnerships a core set of planning, funding, programme and with other service-providers. The Act provides for project-based information over a multi-year period the adoption of a credit-control policy for munici- in a consistent manner. palities that will provide for the termination of ser- By May 2008, the IDP analysis sessions were vices in the event of non-payment. Municipalities underway in all nine provinces. The objectives of have the power to pass bylaws to implement the the IDP analysis sessions are to: policy. s DEVELOP A CONCRETE PROGRAMME AS PART OF THE The Local Government: Municipal Finance five-year LGSA Management Act, 2003 is aimed at modernis- s PROVIDE CLARITY ON HOW SECTOR DEPARTMENTS CAN ing municipal budgeting and financial manage- accelerate their support to municipalities, based ment. It facilitates the development of a long-term on master sector plans. municipal lending/bond market. It also introduces The engagement of some national departments in a governance framework for separate entities the analysis and improvements of IDPs remains created by municipalities. a challenge. There is a need for national sector The Act is a critical element in the overall trans- departments to participate actively in IDP analysis formation of local government in South Africa. It sessions to ensure the development and improve- fosters transparency at local government level ment of master sector plans. THROUGH BUDGET AND REPORTING REQUIREMENTS The Department of Provincial and Local Govern- The Local Government: Municipal Property Rates ment distributed the IDP Format Guide and IDP Act, 2004 regulates the power of a municipality to Analysis Framework to sector departments, prov- IMPOSE PROPERTY RATES EXCLUDES CERTAIN PROPERTIES inces and municipalities. The provincial and sector from rating in the national interest, provides fair reports were presented at the National Develop- AND EQUITABLE VALUATION METHODS OF PROPERTIES AND ment Planning Forum in May 2008. provides for municipalities to implement a trans- In terms of integration of planning, the IDP anal- PARENT AND FAIR SYSTEM OF EXEMPTIONS REDUCTIONS ysis sessions were held in all provinces in April and rebates through their rating policies. and May 2008. A winter school was opened in July AT THE 5NIVERSITY OF 0RETORIA TO PLANNERS FROM Municipal Infrastructure Grant (MIG) municipalities that had poor IDPs. The largest infrastructure transfer programme is A partnership with the South African Planning the MIG, currently administered by the Department Institute has been established on a mentoring of Provincial and Local Government. The MIG has programme for municipal planners on develop- shown strong real growth over the period, aver- ment administration. aging 6,4% between 2004/05 and 2006/07. Real In 2007/08, 79% of IDPs received a credibil- growth is projected to accelerate to an average of ity rating of between high and medium compared 21,4% over the medium term. with 40% three years before. Of major significance
290 The MIG was introduced in 2004/05 through economies and a shift away from narrow muni- consolidating various sector infrastructure grants, cipal interests focused only on government input each administered by different departments, into a and ad-hoc projects, which do not have impact in single programme. This was intended to make the terms of scale. system of transfers to municipalities simpler, more There are two major policy thrusts identified certain and more supportive of municipal infra- in the framework, namely: public-sector leader- structure priorities. The programme is designed ship and governance and sustainable commu- to supplement the capital budgets of municipal- nity investment programmes. Four key strategies ities, with a focus on providing basic infrastruc- emanate from these policy thrusts with accompa- ture services to the poor, while stimulating and job nying main actions. These are: creation over the medium term. s IMPROVING GOOD GOVERNANCE SERVICE DELIVERY Funding for electrification has not yet been and public and market confidence in municipal- incorporated into the MIG, due to uncertainties ities associated with the restructuring of the electricity s SPATIAL DEVELOPMENT PLANNING AND EXPLOITING THE distribution industry. MIG funds are distributed to comparative advantage and competitiveness of all municipalities based on a formula that accounts districts and metros FOR EXISTING BACKLOGS IN SERVICE DELIVERY AS WELL AS s ENTERPRISE SUPPORT AND BUSINESS INFRASTRUCTURE the functions assigned to individual municipali- development ties. s INTRODUCING SUSTAINABLE COMMUNITY INVESTMENT programmes focusing on organising communi- Local economic development TIES FOR DEVELOPMENT AND MAXIMISING CIRCULATION LED is a key feature of government’s overall strat- of public spend in local economies. egy to address economic challenges. All metropolitan and district municipalities have Project Consolidate convened growth and development summits. The In 2004, Project Consolidate, a hands-on support focus in most municipalities is on implementing and engagement programme, focusing on targeted the decisions and outcomes of these summits. municipalities, was launched. The National Framework for LED for stimulating The mainstreaming of Project Consolidate into and developing sustainable economies promotes THE ,'3! HAS SEEN A TOTAL OF EXPERTS DEPLOYED a strategic approach to the development of local to 105 Project Consolidate municipalities by the end of 2007. The Integrated Sustainable Rural Development "Y !UGUST EXPERTS HAD BEEN 0ROGRAMME )32$0 AND THE 5RBAN 2ENEWAL deployed to 268 municipalities (including the 0ROGRAMME 520 WHICH RUN PROJECTS TO Project Consolidate municipalities). Key partners, improve service delivery and alleviate poverty, i SUCH AS THE 3IYENZA -ANJE INITIATIVE OF THE $EVEL- continue to focus on their key target groups opment Bank of Southern Africa (DBSA), played a – the poor, the marginalised, the underdeveloped and the VALUABLE ROLE $EPLOYED EXPERTS PROVIDE TECHNICAL disadvantaged. assistance in areas such as engineering, finance, 4HE PROGRAMMES AIM TO MAXIMISE THE IMPACT OF ALL town planning, project management and human- government resources in the 21 identified rural and urban resource (HR) development. The involvement NODES 5NDER THE UMBRELLA OF THE )32$0 AND 520 THE of national and provincial sector departments Department of Provincial and Local Government with the in supporting local government has improved. support of the Business Trust undertook a nodal economic However, professional vacancy rates remain rela- assessment and profiling of all 21 urban and rural develop- tively high. ment nodes. One of the key findings of this study was that the individ- Government and communication ual nodal economies profiles amply demonstrate that there The vision of the Government Communication is significant potential for catalytic economic development in and Information System (GCIS) is to help meet the these nodes. communication and information needs of govern- One priority of the Governance and Administration Cluster ment and the people to ensure a better life for all. is to support municipalities in recruiting and mobilising the It consists of the following chief directorates: NECESSARY ECONOMIC DEVELOPMENT EXPERTISE TO ACT ON THE s 4HE #OMMUNICATION 3ERVICE !GENCY AIMS TO findings of this study. provide core communication services to the
SA YEARBOOK 2008/09 291 GOVERNMENT SYSTEM GSIS and other government departments, s #ORPORATE 3ERVICES PROVIDES lNANCIAL MANAGE- both in-house and through outsourcing. It also ment, administrative services, and HR admin- produces the South Africa Yearbook and Pocket istration and development (HRD). The Project Guide to South Africa. Desk implements project management and s 'OVERNMENT AND -EDIA ,IAISON AIMS TO CO co-ordinates services to cross-cutting projects ordinate effective, integrated and comprehen- driven by the GCIS, on behalf of other depart- sive communication and media liaison services ments. across government. It is also responsible for s Vuk’uzenzele is published bimonthly and BuaNews, a government news service. focuses on economic and other opportunities s 0OLICY AND 2ESEARCH CONDUCTS COMMUNICATION created by South Africa’s democracy. research to provide communication advice and s 4HE #OMMUNICATION 0ROJECT -ANAGE- monitors the development and implementation MENT 5NIT FACILITATES THE ACHIEVEMENT OF THE of government programmes from a communi- communication objectives for the first African cation perspective. World Cup in 2010. s 0ROVINCIAL AND ,OCAL ,IAISON SUPPORTS DEVEL- 4HE CHIEF EXECUTIVE OFlCER OF THE '#)3 IS THE OFl- OPMENT COMMUNICATION AND EXTENDS GOVERN- cial spokesperson for government. ment’s information infrastructure through part The GCIS is central to developing communica- nerships with provincial and local govern- tion strategies and programmes for government’s ment. It facilitates the establishment of transversal campaigns. Thusong Service Centres (former multi- It also assists departments with specific purpose community centres) to make ser- campaigns and events, as well as in developing vices and information more accessible to the departmental communication structures. public, particularly the disadvantaged. The GCIS is responsible for maintaining the website, Government Online (www.gov.za), which In June 2008, former President Thabo Mbeki includes an information portal for general infor- officially launched the 100th Thusong Service mation about government, and a services portal, #ENTRE AT )NHLAZUKA 5MGUNGUNDLOVU ,OCAL which is a source of information about all the ser- Municipality, KwaZulu-Natal. i vices rendered by national government. The Thusong Service Centres are geared to The GCIS leads or is involved in various commu- bring government closer to the people and ensure that citi- nication partnerships and joint processes, includ- ZENS ESPECIALLY THE POOR ARE ABLE TO ACCESS SERVICES CLOSE ing the following: to where they live. s !N INTERSECTORAL PROGRAMME TO SET UP 4HUSONG 3INCE THE ESTABLISHMENT OF THE )NHLAZUKA 4HUSONG 3ERVICE Service Centres and provide information about Centre, about 2 000 people a month already benefit from how to access government services. By January services rendered. In 2008, the Thusong Programme was 2009, 130 Thusong Service Centres were in nearing its 10th year of operation as a “one-stop” centre place and more centres were being established. FOR SERVICES AND INFORMATION 4HE )NHLAZUKA CENTRE OFFERS THE A strategy for setting up one Thusong Service following services to the community: Centre in each of the country’s municipalities s 3OUTH !FRICAN 0OLICE 3ERVICE by 2014 has been approved. s POST OFlCE s 4HE TRANSFORMATION OF THE ADVERTISING AND s TELE CENTRE marketing industry. s LIBRARY s 4HE )MBIZO #AMPAIGN OF DIRECT INTERACTION s $EPARTMENT OF (OME !FFAIRS between government and the public. s $EPARTMENT OF 3OCIAL $EVELOPMENT The following entities report to the GCIS: s 'OVERNMENT #OMMUNICATION AND )NFORMATION 3YSTEM s THE )NTERNATIONAL -ARKETING #OUNCIL )-# s $EPARTMENT OF ,ABOUR s THE -EDIA $EVELOPMENT AND $IVERSITY !GENCY s $EPARTMENT OF (EALTH (See chapters 4 and 5: Arts and culture and s $EPARTMENT OF %DUCATION DISTRICT OFlCE Communications.) s $EPARTMENT OF ,OCAL 'OVERNMENT AND 4RADITIONAL !FFAIRS s #OMMUNITY DEVELOPMENT WORKERS International Marketing Council s 2ICHMOND -UNICIPALITY The IMC, the custodian of Brand South Africa, is The centre also has a canteen and a sports hall, which are a presidential initiative under the auspices of the used for various functions. GCIS.
292 The IMC’s role is to build a general climate of s ONLINE COMMUNICATION THROUGH THE OFlCIAL positive opinion, domestically and abroad, that South African web portal – www.southafrica. will encourage a stronger flow of tourism and info – which rivals major media houses in terms increased direct investment into South Africa, of the volume it attracts and build national pride among South Africans as s INITIATIVES IN THE AREA OF MEDIA RELATIONS a nation. In the build-up to the 2010 World Cup, the IMC The IMC creates the space on which more direct will intensify its efforts to foster good working marketing initiatives by the private sector and relationships with journalists at home and abroad government departments play out. It also works – in view of media interest generated by World closely with South African Tourism to ensure that Cup preparations, leadership transition, economic marketing initiatives in tourism and in investment growth and challenges such as crime and energy and trade are complementary. supply. On the domestic front, the IMC’s activities seek The IMC tracks international media coverage on to build a nation that is proud of itself and reflects the country through daily monitoring and analysis the spirit of a country that is “Alive With Possibil- from the Communication Resource Centre (CRC). ity”. An additional CRC-specific service was the Particular support is provided to individuals or establishment of MediaClubSouthAfrica.com. It institutions that interact regularly with visitors to is a web-based media service developed by the the country or who are particularly active abroad IMC in recognition of the important role the media in profiling the opportunities on offer in South plays in shaping perceptions of South Africa. Africa. The IMC produces a number of newsletters, 4HE )-# HAS COUNTRY MANAGERS IN THE 5NITED including the online Alive with Possibility, which is 3TATES OF !MERICA 5NITED +INGDOM AND )NDIA 4HE published on a weekly basis and contains positive country managers work with the South African stories about the country. diplomatic missions in the various capitals to build The Boundless Opportunities newsletter is South Africa’s image and deal with challenges to produced in partnership with the JSE Securities the country’s reputation. %XCHANGE ,IMITED AND TARGETS *3% STAKEHOLDERS Through the South African Government’s Inter- domestically and abroad. national Relations, Peace and Security Cluster, the The IMC produced South African Story III – the IMC and its partners are actively developing ways third edition of a booklet, which contains facts, to ensure that the marketing of the country is as QUOTES AND ANECDOTES THAT ILLUSTRATE EXTRAORDINARY effective in places where the IMC does not have South African stories and the challenges facing direct representation. the country. IMC activities fall into the following main cate- gories: Co-operative governance s MARKETING WHICH USES VARIOUS FORMS OF ADVER- The importance of co-operative governance and tising and promotion to reach the broad South intergovernmental relations in South Africa is African public and influential business and reflected in Chapter Three of the Constitution, opinion leaders in key markets abroad which determines a number of principles. s PUBLIC RELATIONS WITH A STRONG MEDIA RELATIONS A number of intergovernmental structures emphasis, which reinforces the marketing promote and facilitate co-operative governance campaigns and promotes the values associated and intergovernmental relations between the with Brand South Africa through editorial cover- respective spheres of government. age domestically and abroad These include: s BRAND INTEGRATION INVOLVING THE DEVELOPMENT s THE 0## COMPRISING THE 0RESIDENT THE -INIS- of a substantial cadre of “brand ambassadors” ter of Provincial and Local Government and the WITHIN KEY ORGANISATIONS INmUENCING THE QUALITY nine premiers of their interaction with tourists and business s MINISTERIAL CLUSTERS DIRECTOR GENERAL CLUSTERS visitors to South Africa and the Forum of South African Directors- s DIRECT REPRESENTATION TO PRIORITY COUNTRIES General (Fosad), which promote programme through the country managers whose role in integration at national and provincial level terms of media relations and partnership build- s MINISTERIAL FORUMS BETWEEN RESPONSIBLE LINE ing has proved invaluable function ministers at national level and their
SA YEARBOOK 2008/09 293 GOVERNMENT SYSTEM respective counterparts at provincial-govern- seats each. The African Christian Democratic Party MENT LEVEL WHICH NORMALLY MEET QUARTERLY AND WON SIX SEATS THE &REEDOM &RONT 0LUS FOUR AND THE are supported by technical committees 0AN !FRICANIST #ONGRESS AND THE 5NITED #HRISTIAN s A NUMBER OF INTERGOVERNMENTAL FORUMS THAT Democratic Party three each. The Minority Front facilitate co-operative governance and inter- AND !ZANIAN 0EOPLES /RGANISATION WON TWO SEATS governmental relations. each. Oversight, monitoring and early-warning systems Between 2002 and 2007, several parties took play a critical role in helping to make co-operative part in floor crossings, changing the political land- governance work more effectively. scape. To improve integration among all spheres of However, in 2008, three Bills dealing with the government in both policy development and imple- prohibition of floor crossing were introduced. mentation, the Intergovernment Relations Frame- In September 2009, the chairperson of the IEC, work Act, 2005 was promulgated in August 2005. Dr Brigalia Bam, unveiled the 2009 general elec- tion logo and theme. Elections By September 2009, there were more than The Constitution of South Africa places all elec- 20 million registered voters on the national voters’ tions and referendums in the country in all three roll. Of these, almost 55% were women. spheres of government under the control of the A general election took place in 2009. Independent Electoral Commission (IEC), estab- lished in terms of the IEC Act, 1996 (Act 51 of Disaster management 1996). The Disaster Management Act, 2002 was prom- In the 2004 elections, the African National ulgated in 2003. The National Disaster Manage- Congress clinched victory in all nine provinces, ment Centre with functional disaster management gaining 279 of the 400 seats in the National centres and advisory forums were established in Assembly. eight provinces. The National Disaster Manage- The Democratic Alliance followed with 50 parlia- ment Advisory Forum has been recognised by the mentary seats, the Inkatha Freedom Party was 5NITED .ATIONS 5. AS THE NATIONAL PLATFORM FOR THIRD WITH SEATS THE 5NITED $EMOCRATIC -OVE- disaster-risk reduction. ment won nine seats, while the New National Party South Africa has also made significant progress and the Independent Democrats secured seven in respect of the implementation of the Hyogo Framework for Action – a global blueprint for disaster risk-reduction whose goal it is to substan- Seats in the National Assembly, October 2008 tially reduce disaster losses by 2015. African National Congress 286 In 2007/08, government mobilised over R400 million for local disasters and R7 million for Democratic Alliance 47 regional interventions. Inkatha Freedom Party 23
5NITED $EMOCRATIC 0ARTY 6 Public Service The Department of Public Service and Administra- Independent Democrats 4 tion develops policy and regulations for the Public African Christian Democratic Party 4 Service. Freedom Front Plus 4 Human-resource management (HRM) in the Public Service was decentralised, and the Minister National Democratic Convention 4 of Public Service and Administration determined a 5NITED #HRISTIAN $EMOCRATIC 0ARTY 3 framework of norms and standards within which Minority Front 2 departments in the national and provincial spheres African People’s Convention 2 must determine their organisational structures and manage their staff. Support efforts have been Pan Africanist Congress 1 combined with measures to promote compliance !ZANIAN 0EOPLES ,IBERATION /RGANISATION 1 with the Public Service prescripts, including a Federation of Democrats 1 comprehensive amendment to the Public Service Act, 1994 (Act 93 of 1994), enacted in 2007. National Alliance 1
294 The scope of the minister’s policy-making Size of the Public Service powers in terms of the Public Service Act, 1994 By the end of March 2008, the Public Service includes the structure and functioning of the had 1 204 525 people in its employ (including Public Service; conditions of service and other members of the South African National Defence employment practices in the Public Service; Force). Of these employees, 63% are attached to labour relations; health and wellness of employ- the social services sector (health, social develop- ees; information management in the Public ment, education and home affairs), followed by Service; e-government; integrity, ethics, conduct 20% in the criminal justice sector. and anti-corruption in the Public Service; transfor- mation; reform; innovation; and any other matter Human-resource development to improve the effectiveness of the Public Service The department has developed a number of stra- and its service delivery to the public. tegic frameworks to guide departments in the The department has led the implementation of a implementation of the regulatory framework. The range of policies and processes, including the Batho HRD Strategic Framework for the Public Service, Pele programme. It has also initiated the Commu- launched in 2008, marks a shift from the tradi- nity Development Worker (CDW) Programme in the tional model of HRD, which focuses narrowly on Public Service, which brings government closer TRAINING TO A MORE EXPANSIVE MODEL THAT ENSURES to the people by deploying public servants into that public servants have the capacity to undertake COMMUNITIES TO ADVISE CITIZENS ON THEIR CIVIL RIGHTS their assigned responsibilities with the necessary and learn about their needs. The department also LEVEL OF SKILL KNOWLEDGE EXPERIENCE AND COMMIT- pioneered the Government Employees Medical ment. Scheme (Gems), which is already the second-larg- est closed medical scheme in the country, cover- HR Connect ing more than 680 000 lives. 5NDERPINNING THE (2$ 3TRATEGIC &RAMEWORK IS A The department was the focal point for the project implementing a skills database throughout African Peer Review Mechanism (APRM) process, the Public Service, called HR Connect. The project which culminated in the adoption of a Country Self is being implemented in 22 departments with Assessment Report and Programme of Action in 30 000 staff. Initial job profiles have been captured 2006 and a Country Review Report by the Panel on the HR information system database. of Eminent Persons in 2007. The Minister of Public The process of gathering information on sector Service and Administration was chairperson of or departmental skills needs and the match- the Pan-African Ministers’ Conference from 2003 ing of individual skills with departmental needs to 2008 and championed a capacity-building commenced in April 2008. programme on governance and administration for the continent. Conditions of service The department is providing support to post- Occupation-specific dispensations (OSDs) are conflict countries on the continent, including the tailor-made remuneration dispensations for cate- Democratic Republic of Congo (DRC) by conduct- gories of occupations in the Public Service. The ing a census of public servants, introducing anti- introduction of OSDs aims to improve govern- corruption initiatives and assisting in the decen- ment’s ability to attract and retain skilled employ- tralisation process. ees. Agreements have been reached on OSDs for The sister department of the Department of NURSES EDUCATORS AND LEGALLY QUALIlED EMPLOYEES Public Service and Administration, the South while OSDs for social workers, health profession- African Management Development Institute als and correctional officials have been developed. (Samdi), was transformed into the Public Admin- A remuneration policy framework for the Single istration Leadership and Management Academy Public Service has been prepared. 0ALAMA WHICH WILL FOCUS ON PROVIDING EXECU- tive training to senior managers and “massifying” Policy on Incapacity Leave and training for new entrants to the Public Service. Ill-Health Retirement (Pilir) The Centre for Public Service Innovation (CSPI), The Pilir was implemented in 2006 to improve the also falling within the minister’s portfolio, conducts management of incapacity leave and ill-health research and creates an enabling environment for retirement benefits. In respect of ill-health retire- innovation in the Public Service. ments, actuaries at the Government Employee
SA YEARBOOK 2008/09 295 GOVERNMENT SYSTEM Pension Fund confirmed that ill-health retirements a framework of norms of standards regulating decreased by 63% in pilot sites, while the average employment and other matters. age of retiring employees increased significantly. The actual cost of ill-health retirements over the Access Strategy entire period of investigation was 59,6% of the The Thusong Service Centres, an initiative EXPECTED COST 4HE ADMINISTRATION OF 0ILIR WAS of the GCIS, are being established in town- EXPECTED TO BE DECENTRALISED TO DEPARTMENTS IN ships or poor rural areas to enhance access to 2009. GOVERNMENT SERVICES 4HEY ARE BEING EQUIPPED with Internet connectivity to enable them to Medical assistance provide online information on government Gems was established by government in 2005 services (www.gov.za or via a call centre [1020]). TO PROVIDE PUBLIC SERVICE EMPLOYEES WITH EQUI- Plans are in place to establish Thusong Service table access to affordable and comprehensive Centres in shopping malls in major centres. An healthcare benefits. It commenced operations in e-government project aimed at “e-enabling” 2006. More than half its members at the lower selected services of government is underway. salary levels were not previously covered by a medical aid, demonstrating that Gems is perform- Community development workers ing a developmental function within the economy. By March 2008, more than 3 300 CDWs had been Corporate governance is overseen by a Board of deployed in wards across the country. The CDW Trustees. programme is one of the primary public-sector reform interventions to enhance development and Employee health and wellness the implementation of the Batho Pele principles, The Public Service has invested in the health of especially access to services. public-service employees and their dependants, The CDWs are pivotal in bringing government including interventions targeted at dealing with closer to the people, and in ensuring that commu- HIV and AIDS and other diseases. A practical guide nity members become directly involved in the for government departments on managing HIV and delivery of state services. CDWs have primarily AIDS in the workplace was published and training HELPED CITIZENS TO GAIN ACCESS TO SOCIAL SERVICES programmes have been developed to build capa- AND HAVE INCREASINGLY PROVIDED SUPPORT TO CITIZENS city. in taking up economic opportunities. A comprehensive, integrated and responsive Employee Health and Wellness Strategic Frame- Batho Pele (“People First”) work was launched in 2008. A review by Gems The Batho Pele programme was revitalised in 2004 has found that lifestyle-related conditions were and departments were encouraged to develop and significant cost drivers for medical assistance in implement service-delivery improvement plans the Public Service. (SDIPs). Greater involvement of regional offices in the preparing of plans and the implementation Single Public Service of SDIPs at the level of service-delivery points, The department provides leadership to the Public including hospitals, police stations and law courts, Service in service-delivery improvement, including were encouraged. the implementation of the Single Public Service ! h+NOW 9OUR 3ERVICE 2IGHTSv #AMPAIGN WAS initiative, the Batho Pele programme and the initiated and a user-friendly booklet published. EXPANSION OF ACCESS TO PUBLIC SERVICES AND E GOV- A training programme, the Batho Pele Change ernment. Legislation has been developed and was Management Engagement Programme, which is submitted to Parliament in June 2008 to create a aimed at inculcating the principles of Batho Pele, Single Public Service from the national, provin- has been provided to most of the country’s munici- cial and local spheres of government, by providing palities.
Government’s Programme of Action is avail- Centre for Public Service Innovation able on Government Online (www.gov.za). The CPSI has played a leading role in the imple- The information is updated regularly to keep mentation of several innovative projects since its the public informed of the implementation i establishment in 2002. Many of these initiatives progress. have sought to bring the benefits of improved use of information and communications technologies
296 (ICTs) to the public sector. These have included State Information Technology the Batho Pele Gateway Portal, the installation Agency (Sita) of general services counters at Thusong Service Sita consolidates and co-ordinates the State’s Centres and mobile and wireless technologies. information technology (IT) resources to save The CPSI Public-Sector Innovation Awards costs through scale, to increase delivery capabili- pay tribute to public servants, or people working ties and to improve interoperability. In 2004, Sita closely with government, who have made a real embarked on a comprehensive three-year turn- contribution to improving service delivery. Inno- around strategy, called Tswelopele, a Tswana word vative projects from South Africa have also been for “moving forward”. The overarching purpose of ENTERED IN THE 5. 0UBLIC 3ERVICE !WARDS SINCE this large-scale change programme is to restore 2002. Four South African projects were shortlisted stakeholder confidence in the organisation and for the 2008 Commonwealth Association of Public re-establish it as an efficient and effective ICT Administration and Management Awards. partner to government. Working together with the New Partnership for Africa’s Development (Nepad) Governance and Government Information Public Administration Programme and the African Technology Officers’ (Gito) Council 5NION !5 THE #03) TOGETHER WITH THE $EPARTMENT The Gito Council is an advisory body which advises of Public Service and Administration, is implement- government on the application of IT to improve ing the inaugural All Africa Public-Sector Innova- service delivery. Its membership consists of the tion Awards. The programme aims to showcase chief information officers from national depart- Africa’s innovativeness in ensuring service deliv- ments and offices of the premiers. The council has ery. The CPSI is also the content manager of the been involved in developing an IT security policy 5. 0UBLIC !DMINISTRATION .ETWORK PORTAL FOR SOUTH- framework, IT procurement guidelines, e-govern- ern Africa. ment policy and strategy. It also monitors govern- ment IT projects to avoid duplication. 4HE h+NOW 9OUR 3ERVICE 2IGHTSv #AMPAIGN was launched in March 2008. It seeks to Fighting corruption ADDRESS CONCERNS THAT WERE RAISED BY CITIZENS 4HE lGHT AGAINST CORRUPTION REMAINS EXTREMELY during studies conducted by the Public Service i high on government’s agenda. A guide on the Commission and the Department of Public MINIMUM ANTI CORRUPTION CAPACITY REQUIREMENTS Service and Administration. The department developed an has been issued to departments. The National information booklet that focuses on highlighting key services Anti-Corruption Forum, consisting of government, provided within the Social Cluster. The major areas of focus business and civil society, has strengthened the are labour, education, health, home affairs, housing, social country’s partnership approach to promote ethical development, and the basic services of water and sanitation. CONDUCT #ITIZENS ARE ENCOURAGED TO REPORT INCI- The main objectives of the campaign are to: dents of corruption to the National Anti-Corruption s INFORM CITIZENS OF THE DIFFERENT TYPES OF SERVICES THAT Hotline (NACH) (0800 701 701). government provides and rights that emanate from these South Africa acceded to the Organisation for services Economic Co-operation and Development (OECD) s MAKE THE PUBLIC AWARE AND EDUCATE CITIZENS OF MEANS AND Convention on Combating Bribery of Foreign Public INSTITUTIONS FOR EXERCISING SUCH RIGHTS AND REDRESS MECHA- Officials in International Business Transactions in nisms June 2007 as the first African country and the 37th s EXERT POSITIVE PRESSURE ON THE 0UBLIC 3ERVICE AND ITS OFl- member of the OECD Working Group on Bribery in cials through a concerted public-awareness effort that is International Business Transactions. An impact AIMED AT EDUCATING CITIZENS ABOUT THEIR RIGHTS IN RELATION appraisal of the National Anti-Corruption Frame- to how services are delivered work, has been finalised. s DISCOURAGE COMPLACENCY AMONG PUBLIC SERVANTS BECAUSE The third Anti-Corruption Summit was held in CITIZENS WOULD BE MORE AWARE AND KNOWLEDGEABLE ABOUT August 2008. THEIR RIGHTS AND EXPECT SERVICE STANDARDS AND A RECOURSE process should their rights be violated International and African affairs s STRENGTHEN AND EMPHASISE THE IMPORTANCE OF PARTNERSHIPS The Minister of Public Service and Administra- BETWEEN THE PUBLIC AND GOVERNMENT IN ENSURING CITIZEN tion participates in public-administration inter- participation in the service-delivery continuum. national knowledge communities, including the
SA YEARBOOK 2008/09 297 GOVERNMENT SYSTEM Commonwealth Association for Public Adminis- and Administration was designated as a focal point TRATION AND -ANAGEMENT THE 5. #OMMITTEE OF for the South African process and has the overall %XPERTS AND THE )NTERNATIONAL )NSTITUTE OF !DMINIS- responsibility for leading the process and chairing trative Sciences. the APRM Governing Council. The minister is the chair of the Pan-Afri- An interdepartmental committee and interim can Conference of Ministers of Public Service, secretariat, which is located within the depart- which drives the implementation of a continental ment, was established to assist the minister in capacity-development programme on governance setting up the necessary structures to implement and administration. the mechanism in South Africa. The minister’s programme includes the devel- South Africa’s response to the APR Panel’s opment of the African Public Service Charter, Country Review Report was presented to the APR strengthening the capacity of the African regional Forum in July 2007. economic communities and providing support to The Country Review Report identified 18 post-conflict countries. South African best practices worthy of emulation In 2004, South Africa signed a Memoran- and strongly endorsed the process undertaken DUM OF 5NDERSTANDING -O5 WITH THE -INISTER OF by South Africa in completing its Country Self- Public Administration of the DRC aimed at facili- Assessment Report (CSAR). The CSAR included tating co-operation in the field of governance and a Programme of Action (PoA) aimed at address- administration. Support is focused on four areas of ing the challenges faced by the country, and South co-operation: Africa submitted its first monitoring and evaluation s CONDUCTING A CENSUS OF PUBLIC SERVANTS (M&E) report on the implementation of the PoA to s ANTI CORRUPTION PROJECTS the APR Panel in June 2008. s DECENTRALISING PUBLIC ADMINISTRATION The review of South Africa by its African peers s ESTABLISHING A MANAGEMENT DEVELOPMENT INSTI- reinforced the strategic importance of partnership tute in the DRC. within society, ensuring the capacity of institutions The biometric enrolment for the Kinshasa Census as the bedrock to accelerate development and the was completed in 2007. The main aims of the fight against poverty. The APRM as an instrument census were to provide an employment profile IS UNIQUE IN ITS COMMITMENT AND FORTHRIGHTNESS of the Public Service, including staffing numbers, to overcome the country’s historical legacy and gender, employment duration, age groups, place ensure focused efforts to overcome poverty. of employment, occupational categories and grades. Enrolment in the remaining 10 provinces is Governance and Administration underway. A Code of Conduct for the DRC has (G&A) Cluster been published and disseminated. 4HE NATIONAL CLUSTER SYSTEM COMPRISES SIX #ABINET committees and five corresponding administra- African Peer Review Mechanism tive structures. The administrative structures are South Africa is one of 28 African countries partici- the G&A Cluster; the Social Cluster; the Economic pating in the APRM. The Minister of Public Service Cluster; the Justice, Crime Prevention and Security Cluster; and the International Relations, Peace and The resolutions of the Third National Anti-Cor- Security Cluster. The G&A Cluster is co-chaired by ruption Summit, which was held in August the directors-general of public service and admin- 2008, were noted and endorsed by Cabinet istration and provincial and local government. on 18 September 2008. The resolutions i Following the 2008 State of the Nation Address, include the following: a clear articulation of the cluster developed a PoA. The cluster reports the national integrity system; implementation of anti-cor- bimonthly to Cabinet on the implementation of ruption legislation; regulating and managing conflict of inter- the PoA. The co-ordinating ministers of the cluster ests; legislative measures to ensure that companies involved present regular reports to the media. The reports IN PRICE lXING MARKET ALLOCATION AND COLLUSIVE TENDERING ARE are posted on the Government’s website. prohibited from state tenders; ethical conduct; and the need The cluster’s priorities include: TO EXPEDITE REGULATIONS FOR POLITICAL PARTY FUNDING TO ENCOUR- s GOOD GOVERNANCE ANTI CORRUPTION "ATHO 0ELE age transparency. EMPLOYMENT EQUITY AND PUBLIC PARTICIPATION
298 s CAPACITY OF THE 3TATE SKILLS DEVELOPMENT STRAT- practices based on ability, objectivity, fairness egies and capacity-development programmes and the need to redress the imbalances of the s MACRO ORGANISATION OF THE 3TATE ESTABLISHMENT past. of a Single Public Service, enhancing access to In terms of Section 196(4) of the Constitution, the government services, including e-government) functions and powers of the commission are: s TRANSVERSAL SYSTEMS CO ORDINATING PLANNING s PROMOTING THE VALUES AND PRINCIPLES AS SET OUT and M&E). in Section 195, throughout the Public Service The Department of Home Affairs has implemented s INVESTIGATING MONITORING AND EVALUATING THE several projects aimed at improving the delivery organisation, administering personnel practices of civic services. The identity document (ID) turn- of the Public Service, and in particular, adhering around time stood at an average of 37 days by to the values and principles set out in Section January 2009, down from the February 2008 195, and public-service procedures average of 103 days. s PROPOSING MEASURES TO ENSURE EFFECTIVE AND By April 2008, as a result of the track-and- efficient performance within the Public Service trace system, ID distribution was harmonised, as s GIVING DIRECTIVES AIMED AT ENSURING THAT PERSON- a single service-provider now collects documen- nel procedures relating to recruitment, trans- tation from home affairs offices and delivers it fers, promotions and dismissals comply with from the central ID processing centre back to local the values and principles set out in Section offices, reducing the average “postage” time to 195 three days. The department is also engaging with s REPORTING ON ITS ACTIVITIES AND THE PERFORMANCE the South African Post Office to improve distribu- of its functions, including any findings it may TION TO CITIZENS make and directions and advice it may give, ID track-and-trace technology was imple- AND PROVIDING AN EVALUATION OF THE EXTENT TO mented at 260 home affairs offices. It is now which the values and principles are complied possible to check the status of an application with throughout the ID issuing process. SMS and Inter- s INVESTIGATING AND EVALUATING THE APPLICATION OF NET QUERY FUNCTIONALITY IS ALSO AVAILABLE TO ASSIST personnel and public-administration practices, CLIENTS WITH ENQUIRIES 4HE DEPARTMENTS #USTOMER AND REPORTING THE RELEVANT EXECUTIVE AUTHORITY #ONTACT #ENTRE HAS BEEN EXPANDED TO CONTACT and legislature centre agents and 22 case-resolution officers and s INVESTIGATING GRIEVANCES OF EMPLOYEES IN THE NOW DEALS WITH APPROXIMATELY CALLS PER Public Service concerning official acts or omis- month. Some 80% of calls are answered within sions, and recommending appropriate reme- 20 seconds. dies s MONITORING AND INVESTIGATING ADHERENCE TO Public Service Commission (PSC) applicable procedures in the Public Service The PSC derives its mandate from sections 195 s ADVISING NATIONAL AND PROVINCIAL ORGANS OF STATE and 196 of the Constitution. Section 195 sets out regarding personnel practices in the Public the following values and principles governing Service, including those relating to the recruit- public administration that should be promoted by ment, appointment, transfer, discharge and the commission: other aspects of the careers of employees in s A HIGH STANDARD OF PROFESSIONAL ETHICS the Public Service. s EFlCIENT ECONOMIC AND EFFECTIVE USE OF The PSC is accountable to the National Assembly resources and it must also report to the legislature of the s A DEVELOPMENT ORIENTATED PUBLIC ADMINISTRA- province concerned on its activities in that partic- tion ular province. s PROVIDING SERVICES IN AN IMPARTIAL FAIR AND EQUI- The commission comprises 14 members – table way, without bias five are appointed on the recommendation of s RESPONDING TO PEOPLES NEEDS AND ENCOURAGING a commitee of the National Assembly and one the public to participate in policy-making member is appointed from each of the nine prov- s AN ACCOUNTABLE PUBLIC ADMINISTRATION inces. A commissioner is appointed for a term of s TRANSPARENCY five years. One regional office in each province, s GOOD (2- AND CAREER DEVELOPMENT PRACTICES administered by regional directors and support s A REPRESENTATIVE PUBLIC ADMINISTRATION WITH staff, serves as a base for the provincially based employment and personnel-management commissioners.
SA YEARBOOK 2008/09 299 GOVERNMENT SYSTEM Labour-relations improvement Apart from investigations, a number of research Given the labour-intensive nature of the Public projects focusing on public-administration prac- Service, the maintenance of labour peace is a tices were also conducted. One of the flagship FUNDAMENTAL REQUIREMENT FOR THE EFFECTIVE FUNC- research projects of the PSC, is its annual Overview tioning of departments. Generally, the Public of Financial Misconduct in the Public Service. Service is dependent on sound labour relations for The PSC also published a report titled Trend the promotion of its service-delivery objectives. Analysis on Complaints Lodged with the PSC Public servants are the vehicles through which the during 2006/07. Public Service ensures delivery on its mandate and a discontent workforce will have negative implica- Professional ethics and human- tions on effective service delivery. resource reviews The PSC plays a key role in promoting sound During 2007/08, the PSC continued to establish a labour relations in the Public Service through the culture of professional and ethical behaviour, and to EXECUTION OF ITS CONSTITUTIONAL MANDATE )T IS THE review HR practices in the Public Service through leading arbiter on grievances in the Public Service its involvement in the management of conflicts of and also deals with other complaints impacting interest through the Financial Disclosure Frame- on the employer/employee relationship. The PSC work (FDF) for senior managers, the management has developed Grievance Rules in terms of which of the NACH and by providing secretarial support grievances are handled by departments and the to the National Anti-Corruption Forum. It also PSC. produced various reports and promotional mate- During 2007/08, the PSC received 597 griev- rial aimed at promoting professional ethics and ances. This represented a decline from the previ- strengthening integrity in the Public Service. ous financial year during which 641 grievances To address non-submission or late submission WERE RECEIVED 4HE 03# CONTINUES TO EXPERIENCE of disclosure forms, the PSC published the Report DIFlCULTIES AS A RESULT OF INADEQUATE INFORMA- on the Management of Conflicts of Interest through tion provided by departments when they submit Financial Disclosures, making recommendations grievances. As a result, the PSC has had to invoke to improve compliance with the FDF. Section 10 of the PSC Act, 1997 (Act 46 of 1997), The PSC conducted a survey and produced the on numerous occasions by summoning heads of Report on the Management of Gifts in the Public departments (HoDs) to appear before the PSC. Service in 2008. Prior to the establishment of the .!#( NO MECHANISM EXISTED IN THE 0UBLIC 3ERVICE Public-administration investigations for the centralised reporting of corruption. Since its The PSC undertakes audits and investigations into establishment, the NACH has provided free access public-administration practices by responding to to the public and government employees to report complaints lodged in terms of its two complaints corruption in the Public Service. access mechanisms, namely, the Complaints Rules During 2007/08, 1 441 corruption cases were and the NACH. The investigation of complaints reported. lodged through both access mechanisms is While integrity among public servants is a conducted in terms of the Protocol for Conducting FUNDAMENTAL REQUIREMENT FOR GOOD GOVERNANCE Public Administration Investigations of the PSC. THE EQUITABLE EFFECTIVE AND EFlCIENT MANAGEMENT The PSC avoids the duplication of resources in of their career incidents and development is of the handling of complaints through co-operation EQUAL IMPORTANCE TO ENSURE THAT THEIR PERFORMANCE and referral to institutions vested with the mandate IS MAXIMISED for the further handling of such complaints. These The PSC has therefore continued to prioritise its include, among other things, the South African strategic review of HRM practices within the Public Revenue Service, the Independent Complaints Service and has produced a number of reports Directorate, the Public Protector and the Auditor- aimed at promoting best practice and ensuringi General. compliance with national norms and standards. $URING COMPLAINTSREQUESTS FOR To gain deeper understanding of the challenges investigations were received. The complaints that the Public Service faced in recruiting and received predominantly related to maladministra- retaining persons with disabilities, the PSC held tion, irregularities regarding HR and procurement FORMAL INQUIRIES WITH SELECTED NATIONAL AND PROVIN- practices. cial departments in 2008.
300 Evaluation of employee assistance policy-making and the service-delivery processes In 2007, the PSC completed the Report on the is critical to ensure that responsive strategies are Evaluation of Employee-Assistance Programmes put in place. The PSC annually applies assess- in the Public Service. The report identifies some of ment instruments that establish the progress the the best practices that can be used to strengthen Public Service is making in service delivery. ineffective employee-assistance programmes. These assessment instruments include inspec- This report is significant as there is a clear need TIONS OF SERVICE DELIVERY SITES AND CITIZENS FORUMS to address the increasing number of employee and satisfaction surveys. problems and the mounting impact of HIV- and $URING THE 03# COMPLETED A CITIZENS AIDS-related problems in the workplace. satisfaction survey, focusing on farmer support and development services to emerging farmers Leadership and performance as well as food-security projects by the provincial improvements departments of agriculture. Public-service leadership plays a critical role in To assess the mechanisms that departments providing strategic direction in managing govern- USE TO PROMOTE CITIZEN ENGAGEMENT THE 03# ment’s transformation programme. Given this role, conducted an evaluation of the Implementation it is important that this leadership is subjected of the Batho Pele Principle of Consultation in the to a proper system of scrutiny and support. The Public Service. The report raises important issues PSC has continued to play a role in this regard by, concerning how departments understand and among other things, facilitating the evaluation of practise “consultation”, and some of the critical the performance of HoDs, and providing advice on challenges that impact on participatory govern- the performance agreements of HoDs. In addition, ance. the PSC’s work in this area has involved research The PSC also monitored and evaluated depart- on selected critical issues and public-service ments’ adherence to the policy prescribed in the leadership. These include the implementation of Promotion of the Administrative Justice Act, 2000 the Performance Management and Development (Act 3 of 2000), in the Public Service. The Act System (PMDS) for senior managers, the turn- gives people affected by administrative decisions over rates of HoDs and relationships at the inter- the right to be informed that a decision is to be FACE BETWEEN THE %XECUTIVE AND (O$S taken, to be given reasons for decisions and to The PSC published and distributed the guide- have decisions reviewed in court. line for the evaluation of HoDs. The purpose of the In its drive to improve the implementation of GUIDELINES IS TO ASSIST EXECUTING AUTHORITIES AND THE VERIlCATION OF QUALIlCATIONS IN THE 0UBLIC HoDs in preparing and conducting the evalua- 3ERVICE THE 03# EVALUATED THE QUALIlCATION VERI- tion of performance for a specific financial year. fication procedures introduced in departments. The guidelines introduced cut-off dates regard- The PSC has recognised the importance of ing retrospective evaluations to promote better collecting first-hand information on the perform- compliance with the provisions of the PMDS. ance of service-delivery institutions. As a result, The PSC continued developing and strength- the PSC has approved a project on service- ening its work on the Organisational Perform- delivery inspections. ance Assessment processes. Information gener- As part of fulfilling its constitutional mandate, ated through such an assessment can be used to the PSC will continue to generate evidence on PROVIDE FEEDBACK TO EXECUTING AUTHORITIES ON THE the performance of the Public Service to advise performance of their departments, in addition to 0ARLIAMENT AND THE EXECUTIVE ON PROGRESS AND the advice generated on the performance of their to, among other things, draw attention to areas individual HoDs. of concern.
Service delivery and quality assurance Governance monitoring Public participation plays a significant role in M&E remains a priority in guiding the transforma- promoting participatory governance in the Public tion of the Public Service into an effective insti- 3ERVICE 3INCE CITIZENS ARE NOT ONLY BENElCIARIES tution that delivers on the objectives of govern- of government services but are well positioned to ment. contribute meaningfully towards effective plan- Effective M&E is at the core of the PSC`s ning and implementation of service-delivery mandate, and specific instruments have PROGRAMMES ACTIVE INVOLVEMENT OF CITIZENS IN been developed over the years to support the
SA YEARBOOK 2008/09 301 GOVERNMENT SYSTEM implementation of this mandate. One such system various opportunities for engagement on the prac- is the Transversal Public Service M&E System, tice of M&E. Moreover, the PSC has continued to which the PSC has been applying annually to a support the work of the South African M&E Asso- sample of national and provincial departments. ciation and also participated in the Fourth African Apart from the information generated from apply- Evaluation Association Conference in Niger, and ing the system to produce a consolidated M&E the Networks of Network on Impact Evalua- report for each research cycle, the PSC also uses TION 3EMINAR IN 7ASHINGTON $# 5NITED 3TATES OF it to compile the annual State of the Public Service !MERICA !LL OF THESE ENGAGEMENTS HAVE EXPANDED Report. During 2007/08, the PSC poduced 22 eval- the networks of the PSC, and were used to profile uation reports through its M&E System. its work to a broader audience and to improve the Following an audit by the PSC of government’s QUALITY OF -% poverty-reduction programmes and the develop- ment of a database of the programmes, the PSC Public Administration Leadership further embarked on a series of evaluations focus- and Management Academy ing on samples of programmes taken from the Palama (Sesotho for “ascend”) was opened in database. The sample evaluated comprised public August 2008. The academy, which has evolved works, land redistribution, income-generating and from Samdi, aims to achieve a massive increase in home-based care projects. The report produced, training courses for managers in the Public Service therefore, builds on the audit of poverty-reduction by involving public- and -private-sector educa- programmes that was completed earlier. TIONAL AND TRAINING INSTITUTIONS IN AN EXPANDED Being at the forefront of M&E in the country, the training programme. 03# SAW THE NEED TO SHARE ITS EXPERTISE WITH THE The academy facilitates and co-ordinates the broader emerging M&E community. It produced PROGRAMMES BY MONITORING AND ENSURING QUALITY both a pamphlet on basic concepts in M&E and a assurance of the training delivered by participat- conceptual framework for meta-evaluation. ing educational and training institutions. In addition, the PSC has over the years estab- The academy is part of the Batho Pele initiative, lished sound networks with the local and interna- which aims to get public servants to be service- tional M&E community. These have now yielded ORIENTED TO STRIVE FOR EXCELLENCE IN SERVICE DELIV- ery and to commit to continuous service-delivery In October 2008, government released the improvement. Palama encourages public manag- results of the Fifteen Year Review, which it ers across government to raise their performance initiated in 2007. It takes stock of progress and enhance the Batho Pele ethos of service and since the attainment of democracy, in achiev- i delivery by taking advantage of the opportunities ING THE OBJECTIVE OF IMPROVING THE QUALITY OF LIFE for management development that the academy is of all South Africans. making available. The review is based on almost a year of research and The academy’s main mandate is to ensure the ANALYSIS WITHIN GOVERNMENT UNDERTAKEN BY OUTSIDE EXPERTS NECESSARY MASSIlCATION OF HIGH QUALITY PRACTI- and organisations. It will feed into the long-term planning cal management training for junior and middle which helps direct national development. It is not only about managers in all three spheres of government. TAKING STOCK OF PROGRESS BUT IT IS EQUALLY ABOUT IDENTIFYING At the level of senior management service, the shortcomings and challenges. ACADEMY WANTS TO IMPROVE THE PROVISION OF EXECU- The review takes a detailed look at the impact of govern- tive development programmes offered by Higher ment activities across the different clusters of government, Education institutions. At the level of the junior including the special programmes and policies aimed at and middle management services, the academy meeting the needs of women, children, persons with disa- is developing and managing a national learning bilities and young people. The picture it reveals combines framework under which the curricula and material progress with persisting and new challenges. to be used by a range of providers will be identi- It takes into account major trends in the South African fied and developed. society and internationally, such as: changes in household Through a series of workshops, the academy SIZE AND STRUCTURE GROWTH IN THE ECONOMICALLY ACTIVE POPU- has already forged links with its provincial coun- lation, migration, structural unemployment, social cohesion, terparts and with providers for local government INEQUALITY STATE LEGITIMACY NATIONAL LEADERSHIP AND SOCIAL such as the Department of Provincial and Local PARTNERSHIP AND THE GLOBAL CONTEXT Government and the DBSA and is encouraging better links among them.
302 Palama will no longer be a provider of training ACCOUNTABILITY QUALITY ASSURANCE LEADERSHIP but a facilitator and co-ordinator of service provi- support and performance management. sion. The outcome sought is a change from the In line with the recommendations for the new selective provision of 150 000 training days a year vision and design, the new structure creates a across all academies to a massified comprehen- partial separation between the two main core sive provision of training to meet the need. business branches with a shared support struc- The academy has identified the following stra- ture. The establishment of the organisation will tegic objectives through which it will achieve its increase from 7 000 to 9 200. mandate: Statutory bodies falling under the department s DEVELOPING AND ADMINISTERING A TRAINING FRAME- are the: work of curricula and materials oriented to s )MMIGRATION !DVISORY "OARD service delivery to be used by providers of s 3TANDING #OMMITTEE FOR 2EFUGEE !FFAIRS transversal skills training for junior and middle s 2EFUGEE !PPEAL "OARD managers The Government Printing Works (GPW), a division of s CO ORDINATING THE PROVISION OF EXECUTIVE DEVEL- the Department of Home Affairs, provides printing, opment programmes for senior management stationery and related services to all government s CAPACITATING PUBLIC SECTOR DEPARTMENTS TO IDEN- departments, provincial governments and muni- tify and meet their management development cipalities. It also publishes, markets and distrib- and training needs in relation to their service- utes government publications. Based in Pretoria, delivery objectives the printing works provides a variety of related s DEVELOPING AND IMPLEMENTING A SUITABLE QUALITY services to departments, the printing industry and management and monitoring system other African countries, including manufacturing s ESTABLISHING AND MAINTAINING PARTNERSHIPS and supplying fingerprint ink to the South African and linkages with national and international Police Service (SAPS), and printing postage stamps management-development institutes and train- for the DRC and Lesotho. ing providers By May 2008, phase one of the Home Affairs s ARRANGING CUSTOMISED TRAINING PROGRAMMES IN Turnaround Strategy was completed. Phase two, support of South African foreign policy within which is a large-scale change programme to THE !5 AND .EPAD IMPROVE THE CITIZEN EXPERIENCE AT HOME AFFAIRS offices, is underway. Some of the achievements Department of Home Affairs in the first phase regarding internal governance The Department of Home Affairs provides indi- include: vidual status-determination services and has a s SUSPENDING OR DISMISSING OVER OFlCIALS FOR network of offices in all provinces. Mobile offices DISHONEST ACTIVITIES IN THE SIX MONTHS PRECEDING or units service areas on a regular pre-arranged May 2008 BASIS WHERE THE ESTABLISHMENT OF lXED OFlCES IS s DETERMINING A NEW OPERATING MODEL FOR THE not warranted. department after a customer survey and stake- The new organisational structure of the depart- holder engagement ment has been approved by the Minister of Public s DESIGNING A NEW ORGANISATIONAL STRUCTURE IN LINE Service and Administration and 2008 – 2010 will with the operating model see its full implementation. s lLLING TOP POSTS AND DETERMINING A BUDGET STRUC- The structure supports a new approach to the ture functioning of the department, including reporting, s COMMENCING A PROGRAMME TO STABILISE THE EXIST- ing operational infrastructure, which includes %XISTING lNGERPRINT RECORDS OF CITIZENS ARE the network and is aimed at developing real- being converted on to the Automated Finger- time online capability and enhanced security. print Identification System (AFIS). Over 30 million fingerprint records are stored on the i Civic services AFIS database and remote verification of citi- The Branch: Civic Services is mainly responsi- ZENS lNGERPRINTS THAT ARE REGISTERED ON THE !&)3 DATABASE ble for population registration and civic services. is now possible. By August 2008, online fingerprint verifica- Population registration entails recording personal tion had been successfully implemented at 93 home affairs particulars in the Population Register with a view offices and training in revised procedures had been provided to 236 staff members.
SA YEARBOOK 2008/09 303 GOVERNMENT SYSTEM to issuing IDs; identification by means of finger- over the admission of foreigners for residence in prints and photographs; and dealing with matters and departure from South Africa. This entails: pertaining to the status of persons, such as births, s PROCESSING APPLICATIONS FOR VISAS TEMPORARY marriages and deaths. residence permits and immigration permits Civic services entail issuing passports, regis- s MAINTAINING A TRAVELLERS AND FOREIGNERS CONTROL TERING FOREIGN BIRTHS DETERMINING CITIZENSHIP AND system issuing certificates of naturalisation or resumption s TRACING AND REMOVING FOREIGNERS WHO ARE CONSID- OF 3OUTH !FRICAN CITIZENSHIP ered undesirable or who are in South Africa ille- gally. Citizenship matters The Refugees Act, 1998 (Act 130 of 1998), gives 3OUTH !FRICAN CITIZENSHIP IS REGULATED BY THE 3OUTH effect within South Africa to the relevant inter- !FRICAN #ITIZENSHIP !CT !CT OF AND national legal instruments, principles and stand- regulations issued in terms thereof. South African ards relating to refugees; provides for the recep- CITIZENSHIP MAY BE GRANTED BY WAY OF tion into South Africa of asylum seekers; regulates s BIRTH OR DESCENT applications for and recognition of refugee status; s AN APPLICATION FOR NATURALISATION AS A 3OUTH and provides for the rights and obligations flowing !FRICAN CITIZEN from such status, and related matters. The Act s AN APPLICATION FOR RESUMPTION OF 3OUTH !FRICAN came into effect on 1 April 2000. CITIZENSHIP In recent years, the department has sought to s THE REGISTRATION OF THE BIRTH OF CHILDREN BORN control illegal immigration through a variety of outside South Africa to South African fathers or measures: mothers s 4HE )MMIGRATION !CT !CT OF s AN APPLICATION FOR EXEMPTION IN TERMS OF 3ECTION provides for a stricter immigration policy. The 26(4) of the Act. implementation of administrative fines and other measures came into effect in 2003. The Population Register Immigration Act, 2002 was amended in 2006 The current Population Register hosted by the to clarify and revise immigration and permit Department of Home Affairs stores and provides procedures to facilitate skills in line with the CITIZENRY IDENTIlCATION INFORMATION INCLUDING UNI Accelerated and Shared Growth Initiative for QUE IDENTIlCATION NUMBERS ADDRESSES BIRTH DATES South Africa and the Joint Initiative for Priority and marriage status. In essence, this system forms 3KILLS !CQUISITION THE CORE OF CITIZENRY INFORMATION SYSTEMS WITHIN s 4HE DEPARTMENT WORKS CLOSELY WITH THE 3OUTH the department. African Revenue Service and the SAPS to ensure Evolving technology, modern government struc- effective border control. tures and the need for more secure systems led s ! COMPUTERISED VISA SYSTEM WAS INSTITUTED TO to the department embarking on a programme to curb the forgery of South African visas and is re-engineer the Population Register. This will align BEING EXTENDED TO ALL 3OUTH !FRICAN MISSIONS its function with the current government dispen- abroad. sation and future needs of both the Government The final immigration regulations came into effect and third-party institutions. This project is closely on 1 July 2004. The release of these regulations aligned with the implementation of the Home followed the signing of the Immigration Amend- Affairs National Identification System, which was ment Act, 2004 (Act 19 of 2004), into law on approved by government in January 1996. 12 October 2004. The focus of the project is on providing a more The immigration policy aims to: scalable, adaptable, efficient, secure and interac- s DISCOURAGE ILLEGAL MIGRATION INTO 3OUTH !FRICA tive database. Features will allow integration with by encouraging foreign nationals to apply for the automated biometric fingerprint system, infor- different permits to legalise their stay in the mation sourcing from the electronic document- country management system and an electronic web-based s CREATE AN ENABLING ENVIRONMENT FOR FOREIGN QUERY SYSTEM direct investment in South Africa s ATTRACT SCARCE SKILLS REQUIRED BY THE ECONOMY IN Immigration accordance with the 2014 vision of eradicating The Branch: Immigration is responsible for control poverty and underdevelopment.
304 The final immigration regulations furthermore aim have been issued with a refugee smart ID, which to establish a new system of immigration control contains security features that are not forgeable. to ensure that: This directorate seeks to professionalise the s TEMPORARY AND PERMANENT RESIDENCE PERMITS functioning of the refugee regime in preparation ARE ISSUED AS EXPEDITIOUSLY AS POSSIBLE AND FOR MASS INmUXES IN THE FUTURE THE MAIN FOCUS AS A according to simplified procedures measurement point being the 2010 Soccer World s SECURITY CONSIDERATIONS ARE FULLY SATISlED AND Cup. The department also seeks to assist those the State regains control over the immigration who wish to return to their countries of origin of foreigners to South Africa after changes in the circumstances that led to s ECONOMIC GROWTH IS PROMOTED THROUGH THE their forced migration, by engaging in campaigns employment of needed foreign labour, foreign OF VOLUNTARY REPATRIATION JOINTLY WITH THE 5. (IGH INVESTMENT IS FACILITATED THE ENTRY OF EXCEPTION- Commissioner for Refugees, and later declaration ALLY SKILLED OR QUALIlED PEOPLE IS ENABLED SKILLED and application of cessation clauses, such as the (2 ARE INCREASED AND ACADEMIC EXCHANGE Angolan Repatriation Programme. programmes in the Southern African Develop- The Directorate: Information Co-ordination ment Community are facilitated manages information on the National Immigration s TOURISM IS PROMOTED Branch to facilitate regional and national opera- s THE CONTRIBUTION OF FOREIGNERS TO THE 3OUTH tions. African labour market does not adversely affect The directorate’s main objectives are to: EXISTING LABOUR STANDARDS AND THE RIGHTS AND s ESTABLISH AN INFORMATION REPOSITORY WHICH ACTS EXPECTATIONS OF 3OUTH !FRICAN WORKERS on risks and urgent immigration matters s A POLICY CONNECTION IS MAINTAINED BETWEEN s ENSURE DYNAMIC REAL TIME SUPPORT ON TACTI- foreigners working in South Africa and the train- cal and legal matters to immigration officers ING OF 3OUTH !FRICAN CITIZENS globally. s A HUMAN RIGHTS BASED CULTURE OF ENFORCEMENT IS promoted. Visas The Directorate: Refugee Affairs manages refugee Foreigners who wish to enter South Africa must services in South Africa. It has established the be in possession of valid and acceptable travel !SYLUM 3EEKERS 5NIT AND #OUNTRY OF /RIGIN )NFOR- DOCUMENTS 4HEY MUST HAVE VALID VISAS EXCEPT MATION 5NIT !MENDMENTS TO THE 2EFUGEES !CT IN THE CASE OF CERTAIN COUNTRIES WHOSE CITIZENS 1998, tabled in Parliament in March 2008, will ARE EXEMPT FROM VISA CONTROL 3UCH EXEMPTIONS establish a Refugee Appeals Authority and bring the are normally limited to permits, which are issued legislation in line with the Children’s Act, 2005 (Act for 90 days or less at the ports of entry. The visa 38 of 2005). The draft Refugees Amendment Bill system is aimed at facilitating the admission of SEEKS TO DISSOLVE THE EXISTING 3TANDING #OMMITTEE acceptable foreigners at ports of entry. The visa for Refugee Affairs and the Refugee Appeal Board becomes a permit upon entry; therefore, no addi- and establish a Refugee Appeals Authority. The Bill tional permit will be issued. will have the authority to invite representations FROM THE 5. (UMAN 2IGHTS #OMMISSION MAKE Control of travellers ITS OWN INQUIRIES AND ASK THE ASYLUM SEEKER TO The travel documents of persons entering or appear before it. The Bill proposes that unaccom- DEPARTING 3OUTH !FRICA ARE EXAMINED BY IMMI- panied children seeking asylum be issued with an gration officers at recognised ports of entry, to asylum-seeker permit and brought before the Chil- determine whether such persons comply with the dren’s Court. REQUIREMENTS These units advise refugee-reception offices on policy-related matters and on the background Control of sojourn information of an applicant’s country of origin. Foreigners who are in the country illegally and who After being recognised, refugees are issued with refugee IDs, which give them access to the basic services in South Africa, including basic health- In 2007, the Department of Home Affairs care, education and employment. launched a Braille version of their information The South African Government, through the brochure, “Know your Home Afairs Services” i in Garankuwa, Gauteng. $EPARTMENT OF (OME !FFAIRS ISSUES 5. TRAVEL documents to refugees. Since May 2005, refugees
SA YEARBOOK 2008/09 305 GOVERNMENT SYSTEM are therefore guilty of an offence may be classified s VISITORS PERMITS into three categories, namely those who: s DIPLOMATIC PERMITS s ENTERED THE COUNTRY CLANDESTINELY s STUDY PERMITS s FAILED TO RENEW THE TEMPORARY RESIDENCE PERMITS s TREATY PERMITS issued to them at ports of entry s BUSINESS PERMITS s BREACHED THE CONDITIONS OF THEIR TEMPORARY RESI- s CREW PERMITS dence permits without permission, such as s MEDICAL PERMITS holiday visitors who took up employment or s RELATIVES PERMITS started their own businesses. s WORK PERMITS WITH THE FOLLOWING CATEGORIES Depending on the circumstances, persons who QUOTA WORK PERMITS are in South Africa illegally are either prosecuted, - general work permits removed, or their sojourn is legalised. Officers - intra-company transfer work permits at the various regional and district offices of the EXCEPTIONAL SKILLS WORK PERMITS department are in charge of tracing, prosecuting - corporate work permits and removing illegal foreigners from the country. - retired person permits Employers of illegal foreigners may also be pros- EXCHANGE PERMITS ecuted. s ASYLUM PERMITS In terms of Section 11, a visitor’s permit may be Permanent residence issued to a person who intends to enter South Government allows immigration on a selective Africa for less than 90 days for the purpose of basis. The Department of Home Affairs is respon- tourism, business, education or medical treat- sible for: ment. s PROCESSING APPLICATIONS FOR IMMIGRATION PERMITS &OREIGNERS WHO ARE EXEMPT FROM VISA REQUIRE- for consideration MENTS OR WHO ARE CITIZENS OF COUNTRIES THAT ARE s ADMITTING PERSONS SUITABLE FOR IMMIGRATION EXEMPT FROM VISA REQUIREMENTS FOR DAYS MAY such as skilled workers in occupations in which therefore proceed to a port of entry where visitors’ there is a shortage in South Africa. permits for the mentioned period will be issued, The department particularly encourages appli- provided such persons can produce evidence to cations by industrialists and other entrepreneurs prove their bona fides. WHO WISH TO RELOCATE THEIR EXISTING CONCERNS OR TO &OREIGNERS WHO ARE CITIZENS OF COUNTRIES THAT ARE establish new concerns in South Africa. EXEMPTED FROM VISA REQUIREMENTS FOR LESS THAN The department is not directly involved in an days may likewise obtain visitors’ permits at a port active immigration drive. In categories where OF ENTRY 3UCH FOREIGNERS ENJOY EXEMPTION FOR THE SHORTAGES EXIST THE NORMAL PROCEDURE IS FOR PERIOD ONLY &OREIGNERS WHO REQUIRE A VISA PRIOR TO employers to recruit abroad independently and, proceeding to South Africa, or who intend to enter in most cases, initially apply for temporary work South Africa for any period longer than the period permits. FOR WHICH THEY ARE EXEMPT FROM THE VISA REQUIRE- The department considers the applications for ment, must apply for and obtain a visa prior to immigration permits of prospective immigrants proceeding to the country. who wish to settle in the relevant provinces. In Foreigners who intend to accept an offer of terms of new regulations, regions will be respon- employment, start a business, take up studies sible for issuing permits previously issued by the or enter South Africa for any purpose for which regional committees in respect of permanent resi- a temporary residence permit is provided for in dence. They will also do so in respect of temporary the Act, must apply for an appropriate tempo- RESIDENCE %NQUIRIES IN THIS REGARD MAY BE MADE rary residence permit via the South African diplo- to the nearest office of the Department of Home matic representative in their countries of origin/ Affairs in South Africa, to missions abroad, or to residence. In countries where there are no the Director-General of Home Affairs for the atten- tion of the Directorate: Permitting in Pretoria. The Department of Home Affairs has a contact centre which deals with both civic services and Temporary residence IMMIGRATION ENQUIRIES 4HE VOLUMES OF ENQUIR- ies for the call centre have been growing from i In terms of the Immigration Act, 2002, temporary residence permits are divided into the following an initial 4 000 calls a month at its inception to categories: 100 000 calls per month.
306 representatives, applications must be submitted in office of the Department of Home Affairs in South the nearest country where there is a foreign repre- Africa, to South African diplomatic representatives sentative. abroad, or to the Director-General of Home Affairs, The outcome must be awaited outside South for the attention of the Directorate: Permitting. Africa and applicants may only proceed to South Africa once the permit as applied for has been Removal of undesirable persons issued to them. In terms of legislation, the Minister of Home Affairs The overriding consideration when dealing may order the deportation of any person who is with applications for work permits is whether declared undesirable or prohibited, other than an the employment or task to be undertaken cannot asylum seeker. BE PERFORMED BY A 3OUTH !FRICAN CITIZEN OR AN These are foreign nationals who are in South approved permanent immigrant already residing Africa illegally and should be deported to the coun- in South Africa. TRIES OF WHICH THEY ARE CITIZENS OR TERRITORIES WHERE !PPLICATIONS FOR THE EXTENSION OF TEMPORARY RESI- they have rights of domicile or residence. dence permits must be submitted at least 30 days Any person who has become a deportation PRIOR TO THE EXPIRY DATE OF THE PERMIT TO THE NEAREST subject may, pending his or her deportation, be regional/district office of the Department of Home detained in a manner and at a place determined by Affairs where the applicant is employed. Any the Director-General of the Department of Home ENQUIRIES RELATED TO TEMPORARY RESIDENCE PERMITS Affairs. may be directed to the nearest district/regional
SA YEARBOOK 2008/09 307 GOVERNMENT SYSTEM Acknowledgements 2008 Local Government Budgets and Expenditure International Marketing Council Review 2003/04 to 2009/10 Office of the Public Service Commission BuaNews Public Administration Leadership and BuaBriefs Management Academy Department of Home Affairs www.cpsi.co.za Department of Provincial and Local Government www.dplg.gov.za Department of Public Service and Administration www.gcis.gov.za Estimates of National Expenditure 2008, www.gov.za published by National Treasury www.imc.org.za Government Communication and Information www.MediaClubSouthAfrica.com System www.salga.net
Suggested reading Basedau, M, Erdman, G and Mehler, A, eds. Votes, Money and Violence: Political Parties and Elections in sub-Saharan Africa 3COTTSVILLE 5NIVERSITY OF +WA:ULU .ATAL 0RESS Bond, P. Elite Transition: From Apartheid to Neoliberalism in South Africa ND ED 3COTTSVILLE 5NIVERSITY of KwaZulu-Natal Press, 2005. Bratton, M, Mattes, R and Gyiamh-Boadi, E. Public Opinion, Democracy and Market Reform in South Africa #AMBRIDGE #AMBRIDGE 5NIVERSITY 0RESS Buhlungu, S. ed. Trade Unions and Democracy: Cosatu Workers’ Political Attitudes in South Africa. Cape Town: Human Sciences Research Council (HSRC) Press, 2006. Beckman, B and Gbemisola A. Intellectuals and African Development: Pretension and Resistance in African Politics 0RETORIA 5NISA 0RESS Cloete, J J N and C Thornhill. South African Municipal Government and Administration: New Dispensa tion *OHANNESBURG $OTSQUARE Crawford-Brown, T. Eye on the Money #APE 4OWN 5MUZI Calland, R and Graham, P. eds. Democracy in the Time of Mbeki. Cape Town: Institute for Democracy in South Africa (Idasa), 2005. Calland, R. Anatomy of South Africa. Who Holds the Power? Cape Town: Zebra Press, 2006. Chipkin, I. Do South Africans Exist? Nationalism, Democracy and the Identity of “The People”. Johan- NESBURG 7ITS 5NIVERSITY 0RESS Constitution of the Republic of South Africa. Edited by Juta’s Statutes Editors, reflecting the law as at October 2004. Lansdowne: Juta, 2004. Cross, C. et al. eds. Views on Migration in Sub-Saharan Africa: Proceedings of an African Migration Alli- ance Workshop. Cape Town: HSRC Press, 2006. Delivering the Dream: Designing and Implementing Strategy in the Public Sector: Cape Town: Zebra Press, 2006. Daniel, J. et al. eds. State of the Nation: South Africa. Pretoria: HSRC, 2004. Feinstein, Andrew. After the Party: A Personal and Political Journey inside the ANC. Johannesburg: Jonathan Ball, 2007. 'EYER 9 How Local Government Works: Handbook for CBOs. Cape Town: Idasa, 2007. Geisler, G. Women and the Remaking of Politics in Southern Africa: Negotiating Autonomy, Incorporation and Representation 5PPSALA .ORDISKA !FRIKAINSTITUUT Good, K. Realising Democracy and Legitimacy in Southern Africa. Pretoria: Africa Institute of South Africa (Aisa), 2004. Kadima, D, ed. Politics of Party Coalitions in Africa. Johannesburg: Electoral Institute of South Africa, 2006. Kok, P. et al. eds. Migration in South and Southern Africa: Dynamics and Determinants. Cape Town: HSRC Press, 2005. Leon, T. On the Contrary. Johannesburg: Jonathan Ball, 2008. Levy, M. From Dakaro to Democracy: A History of Idasa. Cape Town: Idasa, 2007.
308 Mangcu, X. To the Brink: The State of Democracy in South Africa 3COTTSVILLE 5NIVERSITY OF +WA:ULU Natal Press, 2008. Kok, P. et al. eds. Migration in South and Southern Africa: Dynamics and Determinants. Cape Town: HSRC Press, 2005. MacDonald, M. Why Race Matters in South Africa 3COTTSVILLE 5NIVERSITY OF +WA:ULU .ATAL 0RESS Manganyi, C. ed. On Becoming a Democracy: Transition and Transformation in South African Society. 0RETORIA 5NISA 0RESS Mills, G. Poverty to Prosperity: Globalisation, Good Governance and African Recovery. Cape Town: Tafel- berg, 2004. Ndebele, NS. Fine Lines from the Box: Further Thoughts About our Country #APE 4OWN 5MUZI Ramphele, M. Laying Ghosts to Rest: Dilemmas of the Transformation in South Africa. Cape Town: Tafel- berg, 2008. 0ILLAY 5 et al. Democracy and Delivery: Urban Policy in South Africa. Cape Town: HSRC Press, 2006. 0IOMBO * AND .IJZINK , Electoral Politics in South Africa: Assessing the First Democratic Decade. Cape Town: HSRC Press, 2005. Salih, MA. ed. African Parliaments: Between Governance and Government. Cape Town: HSRC Press, 2007. Saul, JS. Development after Globalisation: Theory and Practice for the Embattled South in a New Impe- rial Age 3COTTSVILLE 5NIVERSITY OF +WA:ULU .ATAL Saul, J. The Next Liberation Struggle 3COTTSVILLE 5NIVERSITY OF +WA:ULU .ATAL C Seepe, S. Speaking Truth to Power: Reflections on Post-1994 South Africa 0RETORIA 6ISTA 5NIVERSITY AND Skotaville Publishers, 2004. Shain, M. ed. Opposing Voices: Liberalism and Opposition in South Africa Today. Cape Town: Jonathan Ball, 2006. Sicre, F and World Economic Forum. South Africa at 10: Perspectives by Political, Business and Civil Leaders. Cape Town: Human & Rousseau, 2004. Skjelten, S. A People’s Constitution: Public Participation in the South African Constitution-Making Process. Midrand: Institute of Global Dialogue, 2006. Southall, R and Melber, H. Legacies of Power: Leadership Change and Former Presidents in African Poli- tics. Cape Town: HSRC Press, 2006. Strand, P. et al. HIV/AIDS and Democratic Governance in South Africa: Illustrating the Impact on Electoral Processes. Pretoria: Idasa, 2005. Saul, JS. The Next Liberation Struggle: Capitalism, Socialism and Democracy in Southern Africa. 3COTTSVILLE 5NIVERSITY OF +WA:ULU .ATAL 0RESS Steinberg, J. Notes from a Fractured Country. Johannesburg: Jonathan Ball, 2007. The Constitution of the Republic of South Africa, 1996. Cape Town: Constitutional Assembly, 1997. Van Donk, M et al. eds. Consolidating Developmental Local Government: Lessons from the South African Experience #APE 4OWN 5NIVERSITY OF THE #APE 0RESS
SA YEARBOOK 2008/09 309 GOVERNMENT SYSTEM