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The Constitution • build a united and democratic able to take its rightful place as a sovereign The Constitution of the Republic of South State in the family of nations. Africa, 1996 (Act 108 of 1996), was approved by the Constitutional Court (CC) on 4 Dec- Fundamental rights ember 1996 and took effect on 4 February Fundamental rights are contained in Chapter 1997. Two of the Constitution and seek to protect The Constitution is the supreme law of the the rights and freedom of individuals. The CC land. No other law or government action can guards these rights and determines whether supersede the provisions of the Constitution. or not actions by the State are in accordance South Africa’s Constitution is one of the with constitutional provisions. most progressive in the world and enjoys high acclaim internationally. Government

The Preamble Government is constituted as national, The Preamble to the Constitution states that provincial and local spheres, which are dis- the aims of the Constitution are to: tinctive, interdependent and interrelated. The • heal the divisions of the past and establish powers of the law makers (legislative author- a society based on democratic values, ities), governments (executive authorities) social justice and fundamental human and courts (judicial authorities) are separate rights from one another. • improve the quality of life of all citizens and free the potential of each person Parliament • lay the foundations for a democratic and open society in which government is based Parliament is the legislative authority of South on the will of the people and every citizen Africa and has the power to make laws for the is equally protected by law country in accordance with the Constitution. It consists of the and the National Council of Provinces (NCOP). Parliamentary sittings are open to the public. President and the Speaker of Parliament, Dr Frene Ginwala, during the Since the establishment of Parliament in Opening of Parliament in February 2003. The 1994, a number of steps have been taken annual opening of Parliament sees the to make it more accessible. This has been President delivering the State of the Nation Address in which government’s programmes done to make the institution more account- of action are outlined. able, as well as to motivate and facilitate pub-

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lic participation in the legislative process. One In the 1999 national election, the African of these steps has been the creation of a web- National Congress gained 266 seats in the site (www.parliament.gov.za), which encourages National Assembly, the Democratic Party comment and feedback from the public. 38, the 34, the New In 2002/03, 85 Bills were introduced and 69 National Party 28, the United Democratic Acts were produced. A total of 4 202 questions Movement 14, the African Christian Demo- and 2 321 motions were processed. Some cratic Party six, the Pan Africanist Congress 21 806 people visited Parliament in 2002/03. three, the United Christian Democratic Party three, the Vryheidsfront/Freedom Front three, National Assembly the Freedom Alliance two, the Afrikaner The National Assembly consists of no fewer Eenheidsbeweging one, the Azanian People’s than 350 and no more than 400 members Organisation one, and the Minority Front one. elected through a system of proportional From 21 March 2003, for a period of two representation. The National Assembly, which is weeks, members of the National Assembly elected for a term of five years, is presided over and provincial legislatures were allowed to by a Speaker, assisted by a Deputy Speaker. defect to other political parties without losing The National Assembly is elected to repre- their seats in both houses, in accordance sent the people and to ensure democratic with the Constitution of the Republic of governance as required by the Constitution. It South Africa Amendment Act, 2003 (Act 2 of does this by electing the President, providing a 2003). national forum for public consideration of The Act provides for three ‘window’ periods. issues, passing legislation and scrutinising and The first one was a transitional arrangement overseeing executive action. consisting of a 15-day period starting on 21 March 2003. The second and third periods will be for 15 days each, from 1 to 15 Septem- ber in the second and fourth years following the From 29 to 31 August 2003, President Thabo date of a national and provincial election. Mbeki visited the as part of Imbizo, The Act also allowed members of the two the Government’s programme of interactive governance. houses to retain their seats despite a change Imbizo is aimed at promoting participatory in membership from the party that nominated democracy and partnership with communities them to the Assembly or Legislature. for reconstruction and development. The Premier of the Western Cape, Mr Marthinus It also allows for such retention in the event van Schalkwyk, and other senior provincial of a merger, subdivision, or a merger of a sub- government officials accompanied the President, divided party with another party. who also assessed the progress made by the Coalition Government of the Western Cape in The retention of membership will apply if delivering services to the people of the province. the change of party membership, merger, sub- President Mbeki visited, among other projects, division and a merger of a subdivided party the crime-prevention command centre in with another party takes place within specified Goodwood, a land-reform project in Koekedouw, the People’s Housing Process in Khayelitsha, the periods – the so-called ‘window’ periods. After Mitchell’s Plain Community Health Centre and the last window period ended at midnight on the Mitchell’s Plain Retail Park. 4 April 2003, the ANC had gained a two-thirds He also held meetings with representa- tives from Western Cape business, trade-union majority. It now has 275 of the 400 seats in the movements, churches, and non-governmental National Assembly. and community-based organisations. The Imbizo followed a series of similar provincial visits to , Eastern Cape, Free National Council of Provinces State, and North West. The NCOP consists of 54 permanent mem-

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bers and 36 special delegates and aims to Law-making represent provincial interests in the national sphere of government. Delegations from each Any Bill may be introduced in the National province consist of 10 representatives. Assembly. A Bill passed by the National The NCOP gets a mandate from the Assembly must be referred to the NCOP for provinces before it can make certain deci- consideration. A Bill affecting the provinces sions. It cannot, however, initiate a Bill con- may be introduced in the NCOP. After it has cerning money, which is the prerogative of the been passed by the Council, it must be Minister of Finance. referred to the Assembly. The NCOP also has a website, NCOP Online! A Bill concerning money must be intro- (www.parliament.gov.za/ncop), which links duced in the Assembly and must be referred Parliament to the provincial legislatures and to the NCOP for consideration and approval local government associations. after being passed. If the Council rejects a NCOP Online! provides information on draft Bill or passes it subject to amendments, the legislation and allows the public to make elec- Assembly must reconsider the Bill and pass it tronic submissions. again with or without amendments. There are special conditions for the approval of laws dealing with provinces. Thabo Mbeki was born on 18 June 1942 in The President Idutywa, Queenstown, in the Eastern Cape. He joined the African National Congress (ANC) Youth League at the age of 14 and in 1961 was elected The President is the Head of State and leads Secretary of the African Students’ Association. He the Cabinet. He or she is elected by the was involved in underground activities after the National Assembly from among its members, banning of the ANC in 1960, until he left South Africa in 1962. He continued his studies in the and leads the country in the interest of nation- United Kingdom (UK) and obtained his MA al unity, in accordance with the Constitution (Economics) at the University of Sussex. While in and the law. the UK, he mobilised the international student The President of South Africa is Mr Thabo community against and worked at the London office of the ANC for several years. He Mbeki. also underwent military training in what was then the . From 1973, he worked in The Deputy President , Swaziland, and Lusaka and became a member of the ANC’s National Executive Committee in 1975. Between 1984 and The President appoints the Deputy President 1989, he was Director of the ANC’s Department of from among the members of the National Information. He led the organisation’s dele- Assembly. The Deputy President must assist gations, which met groups from inside South the President in executing government func- Africa in Dakar, Senegal and elsewhere. In 1989, he headed the delegation that held talks with the tions. South Africa’s Deputy President is apartheid Government, which led to agreements Mr . on the unbanning of political organisations and the release of political prisoners. He also Cabinet participated in negotiations preceding the adoption of South Africa’s Interim Constitution in 1993. Following the first democratic election in The Cabinet consists of the President, as head 1994, Mr Mbeki was appointed Executive Deputy of the Cabinet, the Deputy President and President. In 1997, he was elected President of the Ministers. The President appoints the Deputy ANC and in June 1999, after the country’s second democratic election, he succeeded Mr Nelson President and Ministers, assigns their powers Mandela as President of South Africa. and functions and may dismiss them.

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The President may select any number of Deputy Ministers Ministers from among the members of the National Assembly, and may select no more The President appoints Deputy Ministers from than two Ministers from outside the Assembly. among the members of the National Assembly. The President appoints a member of the Cabinet to be the leader of government busi- Traditional leadership ness in the National Assembly. According to Chapter 12 of the Constitution, the institution, status and roles of traditional Cabinet, as on 1 December 2003 leadership, according to customary law, are Mr Thabo Mbeki President recognised, subject to the Constitution. Mr Jacob Zuma Deputy President The Directorate: Traditional Leadership and Dr Home Affairs Institutions in the Department of Provincial Prof. Education and Local Government provides support to Dr Nkosazana traditional leaders and institutions, and is Dlamini-Zuma Foreign Affairs Mr Defence responsible for the development of policy in Mr Finance this regard. It also renders an anthropological Mr Provincial and Local service, and provides advice and support to tra- Government ditional leadership and institutions with regard Dr Arts, Culture, Science to governance and development matters. It and Technology Mr Transport advises and supports the National House of Mr Public Enterprises Traditional Leaders and maintains a database Ms Public Works of traditional leaders and institutions. Dr Social Development The White Paper on Traditional Leadership Mr Safety and Security and Governance, released in October 2002, Ms Bridget Mabandla Housing deals with the following issues: Mr Trade and Industry Dr Penuell Maduna Justice and • the identification of a role for traditional Constitutional leadership, as an institution at local level, on Development matters affecting local communities Mr Mohammed Environmental Affairs • the reform of the entire institution to restore Valli Moosa and Tourism Ms Geraldine Fraser- Public Service and the legitimacy it once enjoyed prior to the Moleketi Administration distortions introduced by the colonial and Dr Ivy Matsepe-Casaburri Communications apartheid regimes Mr Membathisi • the transformation of the institution general- Mdladlana Labour ly, particularly the restoration of its character Mr Ben Skosana Correctional Services Ms Agriculture and Land as an institution founded on custom, culture Affairs and tradition of the people Mr Water Affairs and • reform of the institution so that it embraces Forestry some of the basic tenets underpinning the Dr Intelligence Constitution, such as equality and demo- Ms Phumzile Mlambo- Ngcuka Minerals and Energy cracy. Dr Manto Tshabalala- The White Paper on Traditional Leadership and Msimang Health Governance was widely consulted on, through Dr Minister in The Presidency workshops and public hearings, with a range Mr Sport and Recreation of stakeholders, organisations and interest groups.

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disputes regarding the legitimacy of otherwise Deputy Ministers, as on 1 December 2003 incumbent traditional leaders. Mr P W Saaiman Correctional Services Section 81 of the Local Government: Mr Joe Matthews Safety and Security Municipal Structures Act, 1998 (Act 117 of Mr Aziz Pahad Foreign Affairs Ms Arts, Culture, Science 1998), was amended during 2000, providing and Technology enhanced representation of traditional leaders Ms Susan Shabangu Minerals and Energy in municipal councils. They enjoy 20% repre- Mr Education sentation. Ms Nosiviwe Mapisa- Nqakula Home Affairs Rev. Musa Zondi Public Works Houses of Traditional Leaders Mr Mandisi Mpahlwa Finance The Constitution mandates the establishment Prof. Dirk du Toit Agriculture of Houses of Traditional Leaders by means of Ms Joyce Mabudafhasi Environmental Affairs and Tourism either provincial or national legislation. Provin- Ms Trade and Industry cial Houses of Traditional Leaders have been Ms Nozizwe Madlala established in all six provinces which have Routledge Defence Ms Cheryl Gillwald Justice and traditional leaders, namely the Eastern Cape, Constitutional KwaZulu-Natal, the , , Development Limpopo and the North West. Ms Ntombazana Botha Provincial and Local Government The National House of Traditional Leaders Mr Renier Schoeman Health was established in April 1997. Each provincial House of Traditional Leaders nominated three members to be represented in the National The Minister for Provincial and Local House, which then elected its own office- Government, Mr Sydney Mufamadi, established bearers. the White Paper Task Team and the Political The National House advises national gov- Reference Team to assist with the finalisation of ernment on the role of traditional leaders and the White Paper in June 2003. Together with customary law. It may also conduct its own the Draft Traditional Leadership and investigations and advise the President at his Governance Framework Bill, which was pre- request. pared by the Department, the White Paper was presented to the Cabinet on 25 June 2003. Provincial government Both the White Paper and Bill were approved. The Bill provides for the establishment of In accordance with the Constitution, each of the Commission on Traditional Leadership, the nine provinces has its own legislature, con- Disputes and Claims, which will help resolve sisting of between 30 and 80 members. The number of members is determined in terms of a formula set out in national legislation. The members are elected in terms of proportional In April 2003, the Minister for Provincial and Local representation. Government, Mr Sydney Mufamadi, called for nominations for the Commission for the Promo- The Executive Council of a province consists tion and Protection of the Rights of Cultural, of a Premier and a number of members. Religious and Linguistic Communities. The Premier is elected by the Provincial The Commission aims to promote respect for and protect the rights of all communities in South Legislature. Africa. Decisions are taken by consensus, as in The names of the 18 members of the Com- the national Cabinet. Besides being able to mission were announced at the end of September 2003. make provincial laws, a provincial legislature

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Provincial governments, as on 25 September 2003

Eastern Cape KwaZulu-Natal

Rev. Premier Lionel Mtshali Premier Max Mamase Agriculture Naredi Singh Agriculture and Environmental Nomsa Jajula Education Affairs Enoch Godongwana Provincial Treasury, Economic Faith Xolile Gasa Education and Culture Affairs, Environment and Michael Mabuyakhulu Economic Development Tourism and Tourism Dr Bevan Goqwana Health Peter Miller Finance Guguzile Nkwinti Housing, Local Government Dr Zwelini Mkhize Health and Traditional Affairs Dumisane Makhaye Housing Dennis Neer Provincial Safety, Liaison and Inkosi Nyanga Ngubane Traditional Affairs, Local Transport Government and Safety Gloria Barry Roads and Public Works Nosimo Balindlela Sport, Recreation, Arts and Security and Culture Prince Gideon Zulu Social Services and Population Neo Moerana Social Development Development Rev Celani Mtetwa Public Works Sibusiso Ndebele Transport

Free State Limpopo

Isabella Premier Ngoako Ramatlhodi Premier Mann Oelrich Agriculture Dr Agriculture Papi Kganare Education Joyce Mashamba Education Sakhiwe Belott Environmental Thaba Mufamadi Finance, Economic Affairs, Affairs and Tourism Tourism and Environment Zingile Dingani Finance, Expenditure and Sello Moloto Health and Welfare Economic Affairs Local Government and Housing Anna Motsumi-Tsopo Health Services Catherine Mabuza Office of the Premier Local Government and Housing Collins Chabane Public Works Sekhopi Malebo Public Works, Roads Dikeledi Magadzi Safety, Security and Liaison and Transport Rosina Semenya Sports, Arts Itumeleng Kotsoane Safety and Security and Culture Social Development Dean Farisani Transport Webster Mfebe Sport, Arts, Culture, Science and Technology

Gauteng Mpumalanga

Mbhazima Shilowa Premier Ndaweni Mahlangu Premier Mary Metcalfe Agriculture, Conservation, Candith Mashego- Agriculture, Conservation Environment and Land Affairs Dlamini and Environment Trevor Fowler Development Planning and Jacob Mabena Finance and Economic Affairs Local Goverment Craig Padayachee Education Ignatius Jacobs Education Sibongile Manana Health Jabu Moleketi Finance and Economic Affairs Simeon Ginindza Housing and Land Gwen Ramokgopa Health Administration Paul Mashatile Housing Mohammed Bhabha Local Government and Traffic Nomvula Mokonyane Provincial Safety and Liaison Steve Mabona Public Works, Roads Sport, Recreation, Arts and Transport and Culture Safety and Security Angelina Motshekga Social Services and Population Busi Coleman Social Services and Population Development Development Khabisi Mosunkutu Transport and Public Works Siphosezwe Amos Sport, Recreation, Arts Masango and Culture

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may adopt a constitution for its province if two-thirds of its members agree. However, a provincial constitution must correspond with the national Constitution as confirmed by Manne Dipico Premier Dawid Rooi Agriculture, Land Reform, the CC. Environment and Conservation According to the Constitution, provinces Thabo Makweya Economic Affairs and Tourism Tina Joemat-Pettersson Education may have legislative and executive powers Goolam Hoosain concurrently with the national sphere, over: Akharwaray Finance Health • agriculture Pakes Dikgetsi Housing and Local Government • casinos, racing, gambling and wagering Connie Seoposengwe Safety and Liaison • cultural affairs Fred Wyngaardt Social Services and Population Development • education at all levels, excluding university Sebastian Bonokwane Sports, Arts and Culture and university of technology (technikon) edu- John Block Transport, Roads and Public Works cation • environment • health services • housing North West • language policy Dr Popo Molefe Premier • nature conservation Edina Molewa Agriculture, Conservation • police services and Environment Darky Africa Developmental Local • provincial public media Government and Housing • public transport Maureen Modiselle Economic Development • regional planning and development and Tourism Zacharia Tolo Education • road-traffic regulation Martin Kuscus Finance • tourism Dr Molefi Sefularo Health Dimotana Thibedi Traditional and Corporate Affairs • trade and industrial promotion Nomonde Rasmeni Safety and Security • traditional authorities Mandlenkosi Mayisela Social Services, Arts, Culture and Sport • urban and rural development Phenye Vilakazi Transport and Roads • vehicle licensing Jerry Thibedi Public Works • welfare services. These powers can be exercised to the extent that provinces have the administrative capa- Western Cape city to assume effective responsibilities. Premier Provinces also have exclusive competency Johan Gelderblom Agriculture, Tourism and over a number of areas, which include: Gambling Community Safety • abattoirs Patrick McKenzie Cultural Affairs, Sport and • ambulance services Recreation Adv. Andre Gaum Education • liquor licences Johan Gelderblom (Acting) Environmental Affairs • museums other than national museums and Development Planning Finance and Economic • provincial planning Development • provincial cultural matters Tasneem Essop Transport, Public Works and • provincial recreation and activities Property Management Piet Meyer Health • provincial roads and traffic. Nomatyala Hangana Housing The President’s Co-ordinating Council (PCC) is Cobus Dowry Local Government Social Services and Poverty a consultative forum where the President Alleviation discusses issues of national, provincial and

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local importance with the Premiers. The forum Allocations for local government infrastruc- meets quarterly and addresses issues such as: ture transfers rose from R3,4 billion in 2002/03 • enhancing the role of provincial executives to R4,1 billion in 2003/04 and R4,6 billion in with regard to national policy decisions 2004/05. This represents an average annual • strengthening the capacity of provincial gov- increase of 27% between 2001/02 and ernments to implement government policies 2004/05. and programmes Government’s commitment to assisting • integrating provincial growth and develop- municipalities with poverty relief, primarily ment strategies within national development through the provision of free basic services to plans impoverished households, is made clear by • improving co-operation between national and substantial increases in the equitable share provincial spheres of government to streng- grant – from R4,0 billion in 2002/03 to R6,3 bil- then local government lion in 2003/04 and R7,1 billion in 2004/05. • improving co-operation on fiscal issues As part of the local government equitable • ensuring that there are co-ordinated pro- share, R1 122 million (R822 million for free grammes of implementation and the neces- basic services and R300 million for free basic sary structures in place to address issues electricity/energy) will be made available to such as rural development, urban renewal municipalities. The roll-out started on 1 July and safety and security. 2003. Free basic water was rolled out from 1 July 2001. Local government South African Local Government Local governments have been given a dynam- Association (SALGA) ic role. They are no longer purely instruments SALGA represents the interests of local govern- of service delivery, but are also assigned a key ment, in the country’s intergovernmental rela- role as agents of economic development. tions system, with a united voice. The relationship between the three spheres SALGA’s business plan sets out a series of of government is outlined in Chapter Three of objectives, namely to: the Constitution, which requires Parliament to • promote sound labour-relations practices establish structures and institutions to pro- that can achieve high levels of performance mote and facilitate intergovernmental relations. and responsiveness to the needs of citizens In accordance with the Constitution and the • represent, promote, protect and articulate Organised Local Government Act, 1997 (Act 52 the interests of local government at national of 1997), (which formally recognises organised and provincial levels, in intergovernmental local government and the nine provincial local processes, and in other policy-making government associations), organised local forums government may designate up to 10 part-time • build the capacity of local government to representatives to represent municipalities contribute towards a developmental demo- and participate in proceedings of the NCOP. cratic governance system that addresses The largest increases in national govern- and meets basic human needs. ment's 2002 Budget were in transfers to the SALGA is funded through a combination of local sphere, rising by 26% a year from 2001/02 sources. These include a percentage share of to 2004/05. Total allocations rose from R6,6 bil- the national revenue allocated to local govern- lion in 2001/02 to R8,8 billion in 2002/03, and ment, membership fees from municipalities, will increase to R12,0 billion in 2003/04 and and donations and grants from a variety of R13,2 billion in 2004/05. sources that fund specific projects.

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Municipalities body. South Africa has six metropolitan muni- The Constitution provides for three categories cipalities, namely Tshwane, , of municipalities. Ekurhuleni, Ethekwini, and Nelson As directed by the Constitution, the Local Mandela, 231 local municipalities, and 47 dis- Government: Municipal Structures Act, 1998 trict municipalities. contains criteria for determining when an area Metropolitan councils may decentralise must have a Category A municipality (metro- powers and functions. However, all original politan municipalities) and when municipali- municipal, legislative and executive powers are ties fall into categories B (local municipalities) vested in the metro council. or C (district areas or municipalities). The Act In metropolitan areas there is a choice of also determines that Category A municipalities two types of executive systems: the mayoral can only be established in metropolitan areas. executive system where executive authority is The Municipal Demarcation Board deter- vested in the mayor, and the collective execu- mined that Johannesburg, Durban, Cape Town, tive committee where these powers are vested , East Rand and be in the executive committee. declared metropolitan areas. Non-metropolitan areas consist of district Metropolitan councils have a single metro- councils and local councils. District councils politan budget, common property rating and are primarily responsible for capacity-building service-tariff systems, and a single employer and district-wide planning.

Structure and functions of the South African Government

Legislative Authority Executive Authority Judicial Authority

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

State institutions supporting democracy Public Protector Human Rights Commission National level Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities Commission for Gender Equality Auditor-General Independent Communications Authority of South Africa

Provincial Governments Eastern Cape Northern Cape Legislative Authority Western Cape Executive Authority Limpopo Provincial Legislature KwaZulu-Natal Executive Council North-West

Free State • Premier Provincial level Gauteng • Members of Executive Mpumalanga

Municipalities/Municipal Councils (Metropolitan/Local Councils/District Councils) level Local Source: www.gov.za

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Legislation control policy by municipalities that will provide The Local Government: Municipal Systems Act, for the termination of services in the event of 2000 (Act 32 of 2000), established a frame- non-payment. Municipalities will have the work for planning, performance-management power to pass bylaws to implement the policy. systems, effective use of resources and organ- Currently, the rationalisation of old-order isational change in a business context. legislation is being investigated. The Act also established a system for To complete the legal framework necessary municipalities to report on their performance, for the new system of local government, two and gives an opportunity for residents to com- key pieces of legislation were introduced to pare this performance with others. Parliament during 2003, namely the Property Public-private partnerships are also regu- Rates Bill and the Municipal Finance lated by the Act. It allows municipalities signi- Management Bill. ficant powers to corporatise their services, The Property Rates Bill proposes the reform establish utilities for service delivery, or enter of the property-rating regime, bringing in inno- into partnerships with other service-providers. vation in administration, and thus improving The Act provides for the adoption of a credit- revenue collection at local level. Once enacted, the legislation will be implemented over a four-year period. A process to rationalise ‘old order’ local-government legislation in consul- In February 2001, President Thabo Mbeki, in his tation with the provinces is also under way, address to Parliament, announced details of the Integrated Sustainable Rural Development and is expected to be completed in 2004. Programme (ISRDP) and the Urban Renewal The Municipal Finance Management Bill Strategy (URS). The URS in particular, includes a multidisciplinary approach to dealing with crime. is aimed at modernising municipal budgeting A number of key stakeholders, such as the and financial management. It facilitates the National Coalition for Municipal Service Delivery, development of a long-term municipal lend- the Umsobomvu Youth Fund and the World Bank are also partnering with government to support ing/bond market. It also introduces a gover- the programmes. nance framework for separate entities created By February 2003, government had made R65 million available for institutional capacity- by municipalities. building in the ISRDP nodes. A number of Planning The Municipal Finance Management Bill is a Implementation Management Support (PIMS) critical element in the overall transformation centres were also established with the aim of using them as a support base for the development of of local government in South Africa. The basic local project-management capacities. Government philosophy underlying the approach to muni- is investigating the possibility of using PIMS centres as a base for the provision of institutional support cipal finance in the Bill is to allow ‘managers and training to community development workers. to manage and to be held accountable’, while By February 2003, a total of 350 anchor councillors are provided with information projects had been identified in a variety of sectors. In the ISRDP, 68% of the projects are infrastruc- necessary to set overall policy and priorities ture-related, while projects focusing on social for the municipality. development and capacity-building make up 10% and 14% respectively. The Bill fosters transparency at the local gov- This trend is similar to the URS – 66% of the ernment sphere through budget and reporting projects are related to infrastructure, 21% to requirements. economic development and 6% to social development. During the 2002/03 financial year, a total of Programmes R960 million was allocated to the implemen- tation of anchor projects in rural nodes. Some National and provincial government depart- R2,1 billion was allocated to municipalities that ments are continuing to formulate program- are home to urban renewal nodes, and part of this was to be used for the implementation of mes that constitute support for local govern- anchor projects. ment.

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Consolidated Municipal Infrastructure and management of essential municipal serv- Programme (CMIP) ices. The MIIU receives grant funding to provide The CMIP aims to provide basic levels of technical assistance to local governments pur- service to improve the quality of life of ordinary suing municipal-service partnerships, including people. The Programme enhances the develop- long-term concession contracts, build-operate- mental impact of the delivery process by focus- transfer agreements, management contracts ing on the transfer of skills and promotion of and other partnerships with public and private small, medium and micro enterprises, using entities. Since its establishment, the MIIU has labour-intensive construction processes and assisted in finalising projects with a contract maximising job-creation opportunities. The value of more than R6 billion. CMIP also aims to enhance long-term sustain- ability and rapid improvement of delivery Municipal Systems Improvement through a capacity-building programme that Programme will strengthen the institutional ability of muni- The Municipal Systems Improvement cipalities, including their local management Programme provides direct assistance to and operation and maintenance capacities. municipalities for capacity-building and for Tangible results and visible impact on the poor implementing new systems required by local- communities, leading to improvement in the government legislation. Planning, Implemen- quality of life, have been achieved. tation and Management Support Centres, in By March 2003, approximately six million district municipalities in particular, are funded households that previously had no access or to assist with the preparation of Integrated only limited access to a basic level of service Development Plans (IDPs) in line with municipal were benefiting from the CMIP, receiving water, budgets. This grant assists municipalities to sanitation, roads, storm water, solid waste, and pilot performance management and monitor- community lighting facilities. Greater support ing systems, and will complement other initia- has been given to rural development, with 53% tives by the National Treasury aimed at building of CMIP funds allocated to projects in these municipal financial-management capacity and areas. implementing budget reforms. The use of labour-intensive construction methods has created about 11 million Municipal Infrastructure Grant (MIG) workdays of temporary and permanent For the medium term, plans are in the pipeline employment for local labourers, particularly to rationalise infrastructure transfers to local for single-headed households, women, youth government and to make the system of trans- and the disabled. The CMIP supports the fers more simple, predictable, policy-sensitive Housing Programme, Integrated Sustainable and fair. The phased transition to a formula- Rural Development Programme and Urban driven infrastructure grant disbursement Renewal Strategy. An amount of R400,7 mil- mechanism is referred to as the MIG. The MIG lion has been allocated to the CMIP during will be created through the merger of the CMIP, the 2003/04 financial year for funding in the the Local Economic Development (LED) Fund, nodal areas. the Water Services Project, the Community- Based Public Works Programme (CBPWP) and Municipal Infrastructure Investment the Municipal Sports and Recreation Unit (MIIU) Programme (MSRP). The consolidation will be The MIIU is a non-profit company created in phased in over a three-year period, beginning 1998 to help municipalities find innovative with an allocation of R50 million in 2003/04 solutions to critical problems in the financing for the piloting of the consolidated MIG in

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selected municipalities. Although full consoli- identified by the National Treasury and the dation is targeted for the 2006/07 financial Auditor-General. year, some grants, such as the CMIP which The MIG is a conditional grant and munici- forms the core of the MIG, may be phased in palities will have to achieve a number of out- sooner. The inclusion of the LED, CBPWP and put conditions, including the attainment of MSRP is subject to the Cabinet review of all service-coverage targets and employment poverty-relief programmes. creation. The role of national government will The Grant is intended to assist municipali- be to support, monitor policy outcomes and ties with providing basic municipal infrastruc- regulate infrastructure investments. ture and community services to low-income households and promoting economic devel- Local economic development opment. The MIG is also intended to assist and poverty alleviation with overcoming the current problems of LED programmes are designed to create em- inequity in grant distributions, as well as flaws ployment and economic growth with the aim in financial-accountability arrangements, as of alleviating poverty through municipality-led initiatives and projects. It is a way of improving links with government’s other household, social, and economic-infrastructure pro- The Moral Regeneration Movement (MRM) grammes. launched the country's Moral Charter Campaign LED programmes and the Social Plan Grant on Friday, 31 January 2003. assisted 109 municipalities with funding for The Campaign is aimed at inviting all sectors of society to participate in the process of drawing 95 local-development initiatives in 2002/03, up a moral charter to encourage ethical creating 1 400 job opportunities. behaviour. The MRM, which was launched in April 2002, is Integrated Development Plans a multisectoral organisation that co-ordinates the country's moral renewal programmes at every In terms of the Municipal Systems Act, 2000, all level. municipalities are required to prepare IDPs, with In line with the holistic and intersectoral the aim of promoting integration by balancing approach of the MRM, moral regeneration has become an integral part of the work of govern- social, economic and ecological pillars of sus- ment. tainability without compromising the institution- Some of the moral-regeneration programmes al capacity required in the implementation implemented include: thereof, and by co-ordinating actions across • the promotion of a caring society and building stronger family structures sectors and spheres of government. • a rehabilitation programme for prisoners It is a process by which municipalities pre- • promoting a healthy nation and care and pare a five-year strategic plan that is reviewed support for people living with HIV/AIDS annually in consultation with communities and • the Values in Education Project which promotes good values from an early age stakeholders. The Department of Provincial and • promoting Batho Pele principles within the Local Government is developing a supporting Public Service. intergovernmental planning framework which The MRM is also participating with other national initiatives such as the Freedom Park Trust in will provide greater clarity as to the type and cleansing and healing ceremonies that seek to role of appropriate planning at each govern- symbolically repair the soul of the nation. ment level. The framework will entail policy Collaboration is taking place between the MRM, work as well as practical initiatives such as the the South African Chapter of the African Renaissance and the Indigenous Knowledge IDP Nerve Centre, which will provide an infor- Systems of South Africa, in linking moral regene- mation-co-ordination service to strengthen ration with the Indigenous Knowledge Project. intergovernmental planning.

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Government and GCIS is leading an intersectoral process to communication set up Multi-Purpose Community Centres (MPCCs) in every municipality in the country, The vision of Government Communications each one providing information on accessing (GCIS) is to make an indispensable and widely government services, as well as offering some valued contribution to society, working with government services at the Centres them- government for a better life for all, by meeting selves. government’s communication needs as well By November 2003, there were 48 opera- as those of the public. tional MPCCs. It is expected that there will be It consists of the following Chief Directorates: 60 operational MPCCs by March 2004. • Communication Service Agency, which is A process of establishing MPCCs in each responsible for the production and distribu- municipality by 2010 is under way. An imple- tion of government information products mentation strategy has been formulated to (including the South Africa Yearbook and achieve this objective. Pocket Guide to South Africa) and the bulk- GCIS is also involved in the Media Develop- buying of advertising space. ment and Diversity Agency. It played a major • Government and Media Liaison, which is role in the development of the new coat of responsible for strengthening working rela- arms that was launched on 27 April 2000 tions between the media and government, as and the redesign of the National Orders. (See well as the international promotion of South Chapters 5 and 6: Arts and culture and Africa. It is also responsible for BuaNews, a Communications.) government news service. • Policy and Research, which contributes to International Marketing the development of policy in the fields of Council (IMC) media, communication and information- monitoring of government policy in general The IMC of South Africa is a public-private from a communication perspective. sector partnership to develop and sustain • Information Management and Technology, meaningful co-operation between organisa- which is responsible for providing access to tions involved in the marketing of South Africa. government information through the website Members of the Council’s Board act as advo- Government Online (www.gov.za). cates for South Africa, advise the Cabinet • Provincial and Local Liaison, which provides Committee on International Relations, and development communication and informa- provide the Council’s operational team with tion to South Africans to ensure that they strategic guidance. have public information that can assist them The IMC’s mission involves the following: in becoming active citizens. • the establishment of a brand for South • Corporate Services, which provides adminis- Africa that positions the country in terms of tration, financial management, and adminis- its investment and creditworthiness, exports, trative services and human resource admin- tourism and international-relations objec- istration and development. tives GCIS is central in developing communication • the establishment of an integrated strategies and programmes for each of the approach in government and the private transversal campaigns of government. It also sector for the international marketing of assists departments with specific campaigns South Africa and events, as well as setting up departmental • the building of national support for the communication structures. brand within South Africa itself.

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In October 2002, the Council launched its Co-operative governance slogan, Alive with Possibility, which is used to promote South Africa around the world. The importance of co-operative governance The following projects facilitate the work of and intergovernmental relations in South Africa the Council: is reflected in Chapter Three of the Constitution, • the Communication Resource Centre which determines a number of principles. enhances South Africa’s response to nation- Section 41(2) of the Constitution specifically al and international media coverage about determines that an Act of Parliament must the country establish or provide for structures and institu- • the Information Resource Centre collects, tions to promote and facilitate intergovernmen- collates and makes accessible a vast spec- tal relations. It should also provide for appropri- trum of positive information about South ate mechanisms and procedures to facilitate Africa the settlement of intergovernmental disputes. • launched in August 2002, www.safrica.info is The Department of Provincial and Local a unique, comprehensive and official nation- Government is developing this framework, and al gateway to the country for national and the relevant Bill was expected to be introduced international Internet users to Parliament during the second half of 2003. • building national pride is a key focus as the A number of intergovernmental structures IMC encourages South Africans at home promote and facilitate co-operative gover- and abroad to fly the flag in thought, word nance and intergovernmental relations and deed. between the respective spheres of government. The IMC emphasises ongoing relationship- These include the following: building and campaign integration among • The PCC, comprising the President, the the international relations, investment, trade Minister for Provincial and Local Govern- and ‘national pride’ organisations in South ment, and the nine Premiers. Africa. • Ministerial Clusters, Directors-General Clusters and the Forum of South African Directors-General, which promote programme integration at national and provincial level. • Ministerial forums (or MinMecs) between In April 2003, the Independent Electoral responsible line-function Ministers at nation- Commission of South Africa hosted a continental al level and their respective counterparts at conference on democracy, elections and provincial government level, which normally governance. The theme of the conference was meet on a quarterly basis. These forums are Strengthening Africa’s Partnerships. The conference deliberated on the following supported by technical committees. key issues: • A number of intergovernmental forums that • constitutions and electoral processes facilitate co-operative government and inter- • the role of African observer missions governmental relations. • resourcing elections • acceptance of election results • multiparty democracy and its relevance in Elections Africa • governance issues. The Constitution of South Africa places all Some 350 delegates from 48 African countries elections and referendums in the country in all including representatives of electoral-manage- ment bodies, scholars, experts, governments, three spheres of government (national, provin- non-governmental organisations and other civil- cial and local) under the control of the society stakeholders attended. Independent Electoral Commission (IEC),

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established in terms of the IEC Act, 1996 • monitoring compliance with the Disaster (Act 51 of 1996). Management Act, 2002 (Act 57 of 2002), National and provincial elections were held and the National Disaster Management on 2 June 1999. Registered voters totalled Framework 18,1 million, representing a turnout of 89%. Of • acting as a central repository for information the 16 political parties that took part in the concerning disasters, impending disasters national elections, 13 are represented in and disaster management Parliament, based on the election results. • initiating and facilitating efforts to make The next national election will be held in funding available for disaster management 2004. Voter registration took place in the • liaising and co-ordinating all activities with various voting districts on 8 and 9 November provincial and local disaster-management 2003. offices. The Disaster Management Act, 2002 was Municipal elections promulgated on 15 January 2003. The imple- On 5 December 2000, South Africans went mentation of the Act will be phased in over to the polls to elect local representatives. two years, taking into account capacity limita- Registered voters totalled 18,5 million with a tions in provincial and local spheres. turnout of 48,08%. Seventy-nine parties nomi- nated 30 477 candidates of whom 16 573 were The Public Service party-list and 13 214 ward candidates. Six hun- dred-and-ninety were independent candidates. The Public Service continues to build on the policy and regulatory reforms it has put in Disaster management place since 1994. In particular, the Depart- ment of Public Service and Administration Disaster management is a continuous and continues to implement the wage policy integrated multisectoral, multidisciplinary developed in 1999, including a major review of process of planning and implementing macrobenefits. An incentive policy framework measures aimed at preventing or reducing has been developed. A competency framework the risk of disasters; mitigating the severity of and performance-management system for the the consequences of disasters; emergency Senior Management Service (SMS) are being preparedness; a rapid and effective response implemented. The Human Resource (HR) to disasters; and post-disaster recovery and Development Strategy for the Public Service is rehabilitation. under implementation, including a system of The National Disaster Management Centre learnerships and the internship programme. (NDMC) was constituted to promote an inte- Minimum standards on the management of grated and co-ordinated system of disaster HIV/AIDS in the workplace have been promul- management, with special emphasis on gated. The Country Corruption Assessment for prevention and mitigation by national, provin- South Africa was released. cial and municipal organs of State, statutory The policy and strategy of batho pele functionaries, other role-players and commu- (people first) continues to underpin the nities. The general responsibilities of the NDMC support provided to other departments by involve: the Department of Public Service and • co-ordinating an integrated disaster- Administration. management system • specialising in issues relating to disaster Size of the Public Service management By 31 December 2002, the Public Service had

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1 040 506 people in its employ, representing resource plans and further absorbed (2 199) a 0,86% difference and an increase of 8 912 within their respective structures. from the total employment as on 31 December A special programme, which was expected 2001. With regard to the share of personnel in to run until May 2003, focused on the re- the Public Service sectors, 62% are attached to skilling of employees and also facilitated the social services sector (health, social devel- absorption into future departmental vacancies. opment and education), followed by 17,3% in Employees who were not successful in this the Criminal Justice Cluster, 13,6% in the programme were eligible for the employer- Governance and Administration (G&A) Cluster, initiated severance package. Employees may, and 7,1% in the Defence and Intelligence however, choose to exit the Public Service Clusters. earlier rather than join this special pro- gramme, by applying for a severance package. Restructuring of the Public Service Macro-organisational issues Resolution 7 of 2002 came to an end on Government has a range of institutions that 12 September 2003. The aim of this Resolution render services to citizens. These institutions was to restructure the Public Service in terms are generally referred to as the public sector of human resources, to enable the most effec- and range from national and provincial govern- tive and efficient delivery of services. Phase ment departments, constitutional institutions, one of the programme has been completed. and national and provincial public entities. Phase two deals with excess employees not The Cabinet has approved a process for the accommodated during the redeployment. creation of public entities as part of an overar- Restructuring in the Public Service, however, is ching framework for service delivery. an ongoing process and a framework will be The Department of Public Service established to guide its ongoing transforma- Administration and the National Treasury have tion and restructuring. developed a business plan to review all public All excess employees who were unsuccess- entities reporting to national government ful in the redeployment process as at 12 departments, excluding constitutional bodies September 2003, were placed in a special pro- and commissions. gramme and assigned to defined centres by As at 28 February 2003, the recorded num- the employer. By that date, government had 20 ber of public entities totalled 336 and in the 958 excess employees, including South 2003/04 financial year, national government African National Defence Force personnel, and allocated approximately R15 billion towards 20 313 vacancies. Of the 20 313, there were these entities. 5 279 non-funded vacancies and 15 034 The review is expected to be finalised by funded vacancies. Overall, the majority of May 2004. excess personnel were from the agricultural sector while the majority of vacancies were in Community Development the health sector. Workers (CDWs) At the beginning of the process the total In August 2003, the Cabinet approved the roll- number of excess employees was 28 744. out of CDWs. They are an additional type of This number was reduced through internal public servant (different to the mainline public appointments, voluntary packages (2 507), servant or local government official); skilled resignations (746), employment in other facilitators who will bridge the gap between departments (2 311) and early retirement (23). government services and the people. These Departments further reviewed their human public servants will assist citizens with matters

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such as birth certificates, identity documents tices; an ethos of good governance; and the (IDs), social-grant applications and small busi- delivery of services. ness start-ups, on their own doorsteps and in In Limpopo, the IPSP has contributed to a their own communities. better functioning Department of Public Works, Recruitment procedures for CDWs will be which has won a number of awards for customised according to local and other service excellence. The IPSP has also helped to provincial specifications. The job description put in place a model for taking services pro- designed for CDWs calls for a minimum vided by the South African Police Service requirement of Grade 12 or equivalent prior (SAPS) to remote rural areas, through an effec- learning. CDWs will go through a learnership tive mobile unit in the former area. phase that includes thorough training before Similar achievements can be reported their formal appointment. Remuneration will about other provinces, including turning correspond with their levels of appointment Ezemvelo KZN Wildlife in KwaZulu-Natal into a and phase of operation. capable ecotourism facility. The Eastern Cape On 1 October 2003, the South African managed, through IPSP support, to create a Management Development Institute (SAMDI) mobile mechanism for registering Child started rolling out training for the CDWs. They Support Grant beneficiaries in remote rural will use a specific and practical training areas. It has established a solid reliable ware- intervention that responds to real community house for electronically captured social-grant issues. files. About 1,8 million social-grant files have Training will be supplemented by a toolkit been captured in the province through this that CDWs can use in their day-to-day opera- system. tions. The training includes a Participatory Rural A special intervention to support the Appraisal, a technique that broadly covers Eastern Cape Provincial Government with community-needs assessment, public facilita- service delivery and governance challenges tion, project management, communication commenced in November 2002. Turnaround and conflict resolution. The training will be strategies are being implemented in the enhanced by the inclusion of a simulated Departments of Education, Health, Welfare, project component. and Roads and Public Works. Gauteng will be the first province to deploy There is also an increasing focus on pro- the group of 40 trained CDWs, followed by moting learning and knowledge management. Limpopo, North West and the Eastern Cape. To this end, a number of platforms have been established, including national and provincial Strengthening institutional learning networks; an annual learning acade- performance my bringing together public-service front-line Government’s programme of creating a better managers; the annual Public Management life for all requires capable institutions that can Conversation involving local senior managers, deliver on priorities identified. The Integrated academics and selected international contri- Provincial Support Programme (IPSP) contin- butors; and a Service-Delivery Review Journal ues to support five provincial administrations in which experiences about service-delivery in enhancing the performance of selected improvement efforts are shared. institutions. The Programme focuses on ser- vice-delivery improvement; capacity-building; Service-delivery improvement learning by doing cross-pollination and the The vision of government is to promote inte- sharing of experiences in the quest to deeply grated seamless service delivery. This is done entrench sound public-administration prac- within the Batho Pele policy of government, as

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promulgated in 1997. The batho pele princi- Public-Service Innovation (CPSI) to encourage ples are applied as the basis for service deli- service-delivery innovation in the Public very. Various projects are being implemented Service. The work of the CPSI focuses on using to give full realisation to the improvement of innovative means to achieve outcomes in service delivery. The e-Gateway project aims sustainable service-delivery partnerships, to establish a single electronic gateway that influencing the work culture within govern- will facilitate access to all information and ment and developing an environment services being provided by government. supportive of innovation. The role of the CPSI A key initiative in terms of batho pele is to is primarily to function as an enabler, facilita- modernise government. As part of the process, tor and champion of innovative ideas. the Department has established the Centre for New service-delivery mechanisms are also being implemented, such as the MPCCs, Shared Services and One-Stop Centres. The Department has also produced the Directory The Acting Director-General of the Public Service of Public Services, which provides information Commission at the time, Prof. Richard Levin, to citizens on the points of service delivery. presented the results of the Citizen Satisfaction Survey to the Portfolio Committee on Public Service and Administration in April 2003. Labour relations and conditions The Survey was conducted in the Depart- of service ments of Education, Health, Housing and Social The results of the Personnel Expenditure Review Development across the nine provinces. The primary aims of the Survey were: in 1999 highlighted a need to review a number • accommodate citizens' desire to be consulted of public-service practices and systems. The about services rendered to them purpose of this Review was to highlight problem • identify key factors that have an influence on areas and help identify opportunities where the satisfaction of citizens in general • determine the level of services desired by innovation could result in the release of avail- citizens able resources to fund other development • measure actual service delivery against programmes in line with the national recon- expectations with the aim of identifying gaps struction and development framework. • identify and highlight areas that have to be prioritised for improvement Certain focus areas were identified in the • provide a basis for comparison or bench- medium term: marking service delivery within a department • The review of conditions of service for SMS and between other departments. members. Agreement was reached to deter- Based on the overall Citizen Satisfaction index score, the Survey revealed that generally citizens mine conditions of service of SMS members felt that their expectations were largely met. outside the normal bargaining structures. A However, citizens who participated in Adult Basic revised and inclusive remuneration structure Education and Training, life skills education, ante- has been introduced for members of the natal care, and social security grants were far more likely to feel that their expectations were SMS. being met by the Departments of Education, • The review of macrobenefits in the Public Health, and Social Development, respectively. Service with special focus on medical aid, Citizens who received services pertaining to housing, leave and pension arrangements, outcome-based education (Department of Education), emergency medical services (Depart- with a view to ensuring efficiency, adequacy, ment of Health), internal housing-delivery services equity and administrative justice. Task teams or a housing subsidy (Department of Housing), or comprising parties to the Public Service Co- from social workers, non-governmental organisa- ordinating Bargaining Council (PSCBC) were tions and social-development projects (Depart- ment of Social Development) felt that their established to facilitate the review process. expectations were being met. In December 2002, an agreement was

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concluded on pension restructuring. The Senior Management Service Resolution resolves to amend the Rules of The overall goal of the SMS initiative is to the Government Employee Pension Fund to improve government’s ability to recruit, retain make provision for, inter alia, an improved and develop quality managers and profession- benefit structure, a new employer-contribu- als. To this end, the following have been put in tion arrangement, new arrangements to place: expedite the appointment of the Board of • a modernised employment framework con- Trustees, and new arrangements for the sisting of improved terms and conditions of recognition of pensionable years of service service for former members of the non-statutory • mechanisms to improve interdepartmental forces and employees disadvantaged by mobility of senior managers and profession- past discriminatory employment practices. als • Work has commenced on medical aid • uniform Performance Management and restructuring. Development Systems supported by a com- • Agreement has been reached to discontinue petency framework with rank- and leg-promotion (with effect • improved and competency-based recruit- from 1 July 2001) in favour of a perform- ment and selection processes ance-based pay progression system. An • the institution of a higher ethical conduct Incentive Policy Framework, incorporating through the disclosure of financial interests pay progression, grade progression and • focused training and development interven- performance incentives has been intro- tions. duced, effective from 1 April 2003. The first The second SMS conference was held in pay progression based on the outcome of September 2003 in Port Elizabeth, Eastern performance assessments was effected on Cape. The theme of the conference was 1 July 2003. Towards an Integrated Public Service. • The review of collective bargaining structures in the Public Service to clearly define roles, Human resource management responsibilities and issues to be negotiated The Public Service HR management systems at national, sectoral or departmental level. propagate the inculcation of a culture of per- • The development of a national strategy to formance, hence the emphasis on strategic facilitate the mitigation of the impact of and HR planning and the development of HIV/AIDS on service delivery. human-capital capacity. The Competency Framework for Senior Fighting corruption Managers has been introduced to improve The Public Service Anti-Corruption Strategy the quality of managers and professionals has been approved by the Cabinet for imple- employed in the Public Service. This Framework mentation over a three-year period. To inform links directly with performance management, and support the implementation phase, new training and development as well as recruit- anti-corruption legislation has been intro- ment and selection. Initiatives are under way to duced in Parliament and there are processes develop a similar competency framework for to assess departments’ capability to deal with middle managers and lower ranks. It will also corruption, gauge the extent of corruption and involve submitting proposals on how to acceler- build further institutional capacity. Particulars ate the development of middle managers and of the Strategy are available on the website of prepare them for senior-management positions. the Department of Public Service and The State as employer has a responsibility Administration (www.dpsa.gov.za). to comply with the laws of the country on

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representivity. To this end, the Public Service minimum standards were defined and Regulations require that heads of departments promulgated as part of the working-environ- conduct strategic planning sessions to inform ment provisions in the Public Service their annual plans (e.g. service-delivery, HR, Regulations. recruitment, training and development, and • The review of service conditions to ensure change-management strategies) in accor- that there is consideration of the potential dance with their delivery programmes. impact on medical-aid provisions, pension arrangements, management of incapacity Human resource development leave and ill-health retirements, and to The Human Resource Development (HRD) ensure that public servants enjoy an accept- Strategy for the Public Service builds on the able level of care and support. foundation put in place by the National Skills • The identification and provision of support, Development Strategy and the National HR capacity development and training as part Development Strategy for South Africa. The of the broader processes to manage the Strategy has been approved by the Cabinet for impact of HIV/AIDS on the Public Service. implementation. It aims at addressing the • The review of current legislation and policy major HR capacity constraints hampering the documents to eliminate any forms of dis- effective and equitable delivery of public serv- crimination and ensure relevance. ices, and has the following four strategic A comprehensive implementation strategy was objectives, namely, to ensure: developed, which focuses on the implementa- • full commitment to promote HR develop- tion of the workplace-policy framework and ment in all public-service institutions minimum standards, facilitating the develop- • the establishment of effective strategic and ment and implementation of departmental operational planning in the Public Service workplace policies and continuously monitor- • the establishment of competencies that are ing and evaluating the progress achieved by critical for service delivery in the Public departments. Service • effective management and co-ordination of Public-service information developmental interventions in the Public The Department of Public Service and Service. Administration has published the National The roll-out of the Public Service HRD Strategy Minimum Information Requirements (NMIRs), commenced in 2003. which identify the information required at a strategic level which departments must HIV/AIDS ensure is kept accurate and up to date. The Following an assessment of the likely impact National Treasury, in conjunction with the of HIV/AIDS on the Public Service, a pro- Department, developed a diagnostic toolkit to gramme of action was developed, focusing assess a department’s compliance with the on the following key areas: NMIRs and to identify factors that contribute • The development of workplace-policy frame- to the lack of compliance. This toolkit has works and the definition of minimum stan- been applied with success in various depart- dards. A framework to ensure the establish- ments. ment of work environments conducive to The Department, in partnership with the preventing and mitigating the impact of National Treasury, is engaged in a process HIV/AIDS in the workplace was agreed upon to investigate the modernisation and up- at the PSCBC. To provide relevant terms of grading of HR management-information reference for the users of the framework, systems.

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Since 2002, departments have had to pub- The Draft Policy outlines the mission and lish, as part of their annual reports, a statistical vision of the South African Government with report with regard to HR-management prac- regard to electronic service delivery, challenges tices. and mechanisms of effecting service delivery based on citizens’ life expectations/events, Government Information and the necessary institutional framework to Technology Officers’ (GITO) realise e-government. Council e-Government regulations, which will form a The GITO Council was created to serve as an new Chapter of the Public Service Regulations, information technology (IT) co-ordination and were developed and approved by the GITO consolidation vehicle in government, and as a Council in November 2001. These Regulations radar that will assist in informing the seek to enforce interoperability and informa- Government, on a continuous basis, when tion security across all government depart- and how to intervene in the interest of ments at all levels. enhanced service delivery to citizens. It is A set of standards to guide government-wide premised on the requirement that each gov- interoperability were agreed upon by the GITO ernment IT officer is part of the executive Council in January 2002. A process is under team in the respective organ of State, and way to develop an e-Government Act to responsible for the departmental or provincial facilitate the implementation of the Gateway IT strategy and plan. project. A study has been done by the Gateway The GITO Council has been involved in the legal advisors who identified the need for investigation, formulation and development of legislative intervention to facilitate this process. an IT security-policy framework, e-government The e-Government Act is expected to be com- policy and strategy, and IT procurement guide- pleted by the first quarter of 2004. lines. It also monitors government IT projects to eliminate duplication. State Information Technology The GITO Council has formed a workgroup Agency (SITA) to investigate and make recommendations on The restructuring of SITA has been completed the use of open-source software in govern- as approved by the Cabinet. The current struc- ment. Another workgroup looked at know- ture consists of: ledge management in government. • SITA Holdings, responsible for all the corpo- The Office of the Government Chief rate functions and three operating divisions, Information Officer in the Department of namely: Public Service and Administration has been – SITA D, ring-fencing the affairs of the interacting with departments on their projects Department of Defence. and reporting to the GITO Council on a regular – SITA C, taking care of the affairs of all basis to facilitate project co-ordination. All e- other national and provincial govern- government projects will be brought in line ments. with the objectives of the Gateway project. – SITA e-Services, which is responsible for transforming the way in which e-Government policy government conducts its business. It is The Draft e-Government Policy has been sub- also the single channel for procurement ject to bilateral consultations with specific of government IT and related services departments to ensure that the concerned through its IT Acquisition Centre. departments can implement policy state- The SITA Act, 1998 (Act 88 of 1998), has been ments. amended primarily with the purpose of

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entrenching the basic principles of the IT Programme identified as critical areas of inter- ‘house of values’ and to improve the gover- vention the following: institutional capability nance of SITA. development, knowledge and policy learning, The focus of SITA remains on service deliv- data collection and exchange, and innovation ery to its client base through adherence to the and partnership support. principles as embedded in the IT ‘house of The overall Programme also creates a values’. Improved co-ordination of require- framework for regional organisations, national ments and interoperability will become the management-development institutions and order of the day, resulting in the elimination of international development partners to collab- duplication and leveraging the buying power of orate in a manner unprecedented on the government. African continent. The first phase of the Government Common The Ministry is also active in global organi- Core Network has been completed. It provides sations involved in public-administration a single integrated Wide Area Network for all issues and challenges. The Minister actively government departments, eliminating the 13 participates in the Commonwealth Association networks in existence. Various other initiatives of Public Administration and Management, the to achieve economies of scale are in the ten- International Institute for Administrative der adjudication phase. Sciences, and in the activities of the United SITA remains committed to the promotion of Nations pertaining to public administration. In openness and fairness during procurement, addition, the Ministry has established and con- and to the socio-economic responsibility of tinues to establish various information-sharing advancing Black Economic Empowerment. and capacity-development bilateral co-opera- Particular attention is given to ensuring the tive agreements with similar Ministries and regional distribution of spending, and skills departments across the globe. development. In line with the provisions of the SITA Act, Governance and 1998, as amended, national departments and Administration Cluster provincial governments continue to integrate In 1999, the Cabinet established six their services into SITA. Committees which clustered the work of the Cabinet and became the locus of policy International and African affairs debates prior to the submission of memoran- The Minister of Public Service and da to the Cabinet. At the level of directors- Administration, Ms Geraldine Fraser-Moleketi, general, similar Clusters were established. The is the chairperson of the Pan-African focus of the G&A Cluster is mainly, though not Conference of Ministers of Public Service. At exclusively, on supporting the efficient and the fourth Conference, participating Ministers effective functioning of government, and is and delegations from across Africa approved therefore primarily concerned with matters the Pan-African Governance and Public internal to government operations. Administration Programme, to be implement- G&A Cluster priorities for 2002/03 included ed within the broad framework of the New strengthening integrated governance, includ- Partnership for Africa’s Development (NEPAD). ing the implementation of the Planning The Programme is governed by a Framework of government; improving the Committee of Ministers from across the conti- capacity of government, including the transfor- nent, and is built on the principles of regional mation of local government; integrated service co-operation, identification of common needs, delivery, including the establishment of MPCCs and the pooling of available resources. The and the Gateway project; and promoting good

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governance, including the Cluster’s support to potentially ineffective. Many of the elements NEPAD and the implementation of the Public of an effective ethics infrastructure (code of Service Anti-Corruption Strategy. conduct, fraud prevention plan, risk- management plans and consistent financial Public Service Commission (PSC) disclosures) are present in departments, but The PSC is the independent monitor and are often generic, inappropriate and poorly arbiter of the activities, ethos and conduct of supported. The effectiveness of the different the Public Service. The powers and functions elements is often compromised by their failure of the PSC are set out in Section 196 of the to operate in an integrated and co-ordinated Constitution, 1996. The Commission is manner. required to: The implementation of the Anti-Corruption • promote the values and principles of public Strategy is co-ordinated by the Anti- administration as set out in the Constitution Corruption Co-ordinating Committee which is • monitor, evaluate and investigate human chaired by the Department of Public Service resource practices, service delivery and and Administration. Departments are indivi- related organisational matters to assess the dually tasked with the implementation of the extent to which they comply with constitu- projects identified in the Strategy. The OPSC tional values and principles undertook several activities to implement the • support the efforts of the Public Service to Strategy and build the capacity of the Public promote a high standard of professional Service to prevent and fight corruption. These ethics included: • investigate grievances of officers and recom- • Auditing of anti-corruption capabilities in mend appropriate remedies or actions national and provincial departments in • report to Parliament and provincial legisla- conjunction with the Department of Public tures on its activities. Service and Administration. The PSC is one of a number of institutions • Training in anti-corruption. whose role it is to support the legislature in • Acting as Secretariat to the National Anti- enhancing accountability. Corruption Forum (NACF). The NACF is a The PSC is supported by the Office of the co-ordinating Forum consisting of represen- Public Service Commission (OPSC), which tatives from business, civil society and the implements the policy and programmes of the Public Service. It is convened by the Minister PSC. The Commission comprises 14 commis- of Public Service and Administration and sioners and has regional offices in all nine acts as a co-ordinating structure to lead and provinces. monitor the Anti-Corruption Strategy. The work of the OPSC is structured around • Development of a generic professional six key performance areas: ethics statement for the Public Service. The aim of the ethics statement/ethics Professional ethics and risk management pledge is to inculcate and maintain a The approach of the PSC is to address corrup- culture of integrity and ethos within the tion proactively and in an integrated manner, Public Service. focusing on the creation of an ethics-manage- • Ethics awareness and education. An ex- ment infrastructure. Previous surveys in 2001 planatory manual on the Public Service reiterated the need to strengthen the ethics- Code of Conduct was developed and pub- management skills of public servants and the lished. One million copies were produced ethics-management infrastructure, as the and distributed to departments through an latter was found to be too basic and therefore intensive workshop programme.

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Special investigations the Public Service Report that provides a This unit manages the execution of special comprehensive overview of public-service investigations with relation to the core performance. functions of the PSC. It researches problemat- To assist in the research process, the ic public-administration areas, investigates Commission has put in place a long-term and audits departmental anti-corruption monitoring and evaluation system for assess- units, and contributes to the national fight ing and analysing the performance of the against corruption by participating in cross- Public Service. The intention of the process is sectoral investigations and strategic work- to identify areas where improvements could shops. successfully be effected, thereby contributing The special-investigations component con- to overall management and service-delivery tributes to the combating of corruption in the improvement. This system is based on consti- Public Service through: tutional values and principles. • Investigating cases of corruption in national Another research practice is that of evaluat- and provincial government departments. ing specific departmental programmes, espe- These are either referred to the PSC for cially those involving development and that investigation or are investigated on the are focused on the poor. The Evaluation of the Commission’s own initiative. National Housing Subsidy Scheme showed • Investigating systemic issues of defective that it was generally efficient and effective. It administration in government departments. was, however, found that a lack of local gov- • Investigating adherence to applicable proce- ernment capacity, especially in the rural areas, dures in the Public Service. is a major blockage in housing delivery. • Making recommendations to remedy, rectify Other projects undertaken by the PSC to and/or correct issues investigated. enhance management practices and service Depending on the type of investigation, the delivery include the following: recommendation may consist of advice to a • A report on performance management in department to either discipline official(s) the Department of Social Welfare and proven to have been involved in corrupt Population Development in KwaZulu-Natal. activities, or refer the matter for criminal • Evaluation of land administration in the prosecution. Recommendations may advise Eastern Cape. departments on the recovery of pecuniary • A review of the restructuring needs of the losses suffered or State assets lost. The national Department of Transport. component may also refer matters for • the Citizen Satisfaction Survey Tools to further investigation by another appropriate enhance and complement the Citizen agency, or engage in cross-sectoral investiga- Satisfaction Surveys, the PSC-considered tions with other agencies. methodologies and tools that will promote the incorporation of the views and per- Management and service-delivery ceptions of citizens in the process of improvement service delivery. In co-operation with the This unit investigates, monitors and evaluates Parliamentary Portfolio Committee on Public management practices and service delivery in Service and Administration, Citizens’ Forums the Public Service. It also researches and were conceptionalised and launched. develops innovative methods to enhance Another activity of this unit in the promotion of management practices and improve service effectiveness and efficiency is to evaluate delivery. Based on research and analysis, the innovative approaches to service delivery by Commission produces an Annual State of looking at alternative organisation and govern-

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ance arrangements. The pilot projects under The Commission further facilitates the eval- the MPCC Programme were evaluated an uation of heads of department at national and showed that these Centres were in demand. provincial levels.

Labour relations Affirmative action This unit investigates, monitors and evaluates The Government’s affirmative action policy for the application of merit and equity principles the Public Service emphasises the manage- and sound human-resource practices and ment of diversity, based on public-service policies. This entails providing advice on culture, composition, HR management and grievances in the Public Service and the service-provision practices. monitoring of labour relations. It also investi- The overall profile of the Public Service is gates grievances lodged with the PSC, and very close to achieving perfect representivity monitors and evaluates the application of status, edging its way to matching the popula- sound labour-relations principles in national tion profile in terms of both race and gender. and provincial departments. To this end, the On 31 March 2003, 72,5% of the Public Commission has developed grievance rules for Service was African, 3,6% Asian, 8,9% coloured the Public Service that will be set out in the and 14,7% white. With regard to gender, 52,5% PSCBC Resolution, as well as guidelines on the was female and 47,5% male. However, at sen- management of suspensions and those to ior management level 56% was African, 8,2% follow when considering the merits of an Asian, 10,1% coloured and 25,6% white. The appeal in a case of misconduct. gender breakdown for senior management The PSC has also approved a policy for was 22,1% female and 77,9% male. lodging complaints made by members of the For State-owned enterprises, the composi- public. tion of the boards with regard to race was as follows: 63% African, 2,5% Asian, 9,9% coloured Human resource management and 24,7% white. In terms of gender, 76,5% was and development male and 23,5% female. The breakdown at This unit investigates, monitors and evaluates senior management levels was as follows: HR policies and practices in the Public Service. 56,5% was white and 43,5% black with a gen- In terms of its constitutional mandate, the der breakdown of 75% male and 25% female. PSC conducts investigations into the applica- tion and management of various HR practices. Training These investigations include the management As mandated to provide training and develop- of leave, overtime, sick leave, and dismissal as ment in the public sector, South African a result of misconduct. Management Development Institute (SAMDI) trained 22 966 employees in 2002/03. Senior management and conditions Training was provided in HR management, of service change management, the Presidential This unit manages the monitoring and evalua- Strategic Leadership Development Programme tion of conditions of service and the perform- (PSLDP), service delivery, provisioning manage- ance management of heads of departments. ment, administration and training develop- The Commission conducts investigations ment and quality assurance. into the management of performance agree- The PSLDP, one major flagship programme ments of senior managers and evaluates the of SAMDI, enrolled 4 921 delegates who application of developed authority regarding completed training in 2002/03. Of this total, conditions of service of executing authorities. 1 432 were SAPS officials. The Ministerial

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Support Staff Programme was launched in The Government Printing Works provides January 2002 with the intention of improving printing, stationery and related services to all the functioning of the offices of political office- government departments, provincial govern- bearers. As a result of increased needs owing ments and municipalities. to the impact of the Programme, a total of 302 It also publishes, markets and distributes delegates were trained in 2002/03. government publications. Based in Pretoria, The Institute continuously engages its inter- the Printing Works provides a variety of related national counterparts in its capacity-building services to departments, the printing industry programmes to offer world-class interventions and other African countries, including the that encompass the latest and best practices. manufacture and supply of fingerprint ink to Basic administration skills training for the the SAPS, and the printing of postage stamps Department of Home Affairs was also rolled for the Democratic Republic of the Congo and out by SAMDI, through funding by the Public the Kingdom of . Service Sector Education and Training Negotiations on the rationalisation of the Authority. A total of 1 277 employees were services of the Government Printing Works with trained in 2002/03. provincial printing facilities are in progress. The Institute has been involved in the Joint Committee on Collaboration and has engaged Civic services with Rwanda, Burundi and Uganda on projects The responsibilities of the Chief Directorate: that focus on capacity-building. Civic Services comprise mainly population In collaboration with the Governance registration and civic services. Population Institutional Development Division of the registration entails the recording of personal Commonwealth Secretariat, SAMDI offered a particulars in the Population Register with a programme on effective negotiation skills to view to the issuing of IDs, identification by senior managers of the Southern African means of fingerprints and photographs; and Development Community. matters pertaining to the status of persons, SAMDI’s website (www.samdi.gov.za) was such as births, marriages and deaths. launched in June 2003. Civic services entail the issuing of pass- ports, registration of foreign births, determining Home Affairs citizenship, and issuing certificates of naturalisation or resumption of South African The Department of Home Affairs provides indi- citizenship. vidual status-determination services. The Department has a network of offices in Citizenship matters all the provinces. Where the establishment of South African citizenship is regulated by the fixed offices is not warranted, mobile offices or South African Citizenship Act, 1995 (Act 88 of units service such areas on a regular pre- 1995), and regulations issued in terms thereof. arranged basis. South African citizenship may be granted by The Department is divided into five function- way of: al support divisions and two line-function • an application for naturalisation as a South divisions. African citizen Statutory bodies falling under the Depart- • an application for resumption of South ment are the: African citizenship • Immigration Advisory Board • the registration of the birth of children born • Standing Committee for Refugee Affairs outside South Africa to South African fathers • Refugee Appeal Board. or mothers

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• an application for exemption in terms of About 150 000 illegal foreigners are repatria- Section 26(4) of the Act. ted every year. Mozambique and Zimbabwe are by far the Population Register largest sources of illegal immigrants. South The Population Register is being rewritten, Africa is believed to harbour between 2,5 and and an associated Document Management 4,1 million illegal immigrants. System will be developed and rolled out The Refugees Act, 1998 (Act 130 of 1998), gradually. This will consist of a large database, gives effect within South Africa to the relevant an online document-storage system, and a international legal instruments, principles and query interface for the retrieval and viewing of standards relating to refugees; provides for the electronically stored documentation. The reception into South Africa of asylum seekers; System will reduce processing time for each regulates applications for and recognition of business transaction, while enhancing infor- refugee status; and provides for the rights and mation integrity. obligations flowing from such status, and The rewriting of the Population Register related matters. The Act came into effect on is closely aligned with the implementation of 1 April 2000. the Home Affairs National Identification In 2002, the Department received 20 842 System (HANIS), approved by the Cabinet in asylum applications. January 1996. HANIS will significantly improve In recent years, the Department has sought the accuracy and accessibility of personal to control illegal immigration through a variety identification, but, because of its scale, its of measures: successful implementation is the greatest • The Aliens Control Amendment Act, 1995 challenge facing the Department. It will (Act 76 of 1995), which provides for a stricter automate the manual fingerprint identification immigration policy. The implementation of system, replace the ID with an identity visa fees, and other measures, came into card, and integrate these systems with the effect in 2001. Population Register. It is being established by • The Department is working closely with the the MarPless consortium at a cost of just over South African Revenue Service and the SAPS R1 billion over five years. to ensure effective border control over the The creation of online services and the medium term. implementation of HANIS will assist a variety • A computerised visa system has been insti- of departments to accurately identify the tuted to curb the forgery of South African beneficiaries of the services they offer. visas and is being expanded to all South African missions abroad. Migration • The Immigration Act, 2002 (Act 13 of 2002), The Chief Directorate: Migration is responsible was enacted during the first half of 2002. for control over the admission of foreigners for It regulates the admission of people into residence in and departure from South Africa. South Africa, as well as their residence in and This entails: departure from the country. After a lengthy • processing applications for visas, temporary hearing and court arguments, the new residence permits and immigration permits system of migration control came into effect • maintaining a travellers’ and foreigners’ con- on 8 April 2003. The Immigration Advisory trol system Board has been functioning since May 2003. • tracing and removing foreigners who are considered undesirable or who are in the Visas Republic illegally. Foreigners who wish to enter South Africa

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must be in possession of valid and acceptable tion on a selective basis. The Department is travel documents. They must also be in responsible for: possession of valid visas, except in the case of • Processing applications for immigration per- certain countries whose citizens are exempt mits for consideration from visa control. Such exemptions are • Admitting persons suitable for immigration, normally limited to permits which are issued such as skilled workers in occupations in for 90 days or less and transits. which there is a shortage in South Africa. The visa system is aimed at facilitating the The Department particularly encourages admission of acceptable aliens at the ports of applications by industrialists and other entry. A visa does not afford the holder any entrepreneurs who wish to relocate their right of residence in South Africa. Temporary existing concerns or establish new concerns residence permits reflecting the purpose and in South Africa. duration of the visit are issued at ports of entry The Department is not directly involved in an for this purpose. active immigration drive. In categories where shortages exist, the nor- Control of travellers mal procedure is for employers to recruit The travel documents of persons entering abroad independently, and in most cases, or departing from South Africa are examined apply for temporary work permits initially. by immigration officers at recognised ports Regional committees of the Immigration of entry to determine whether such persons Advisory Board consider applications for immi- comply with the necessary requirements. gration permits of prospective immigrants who wish to settle in the relevant provinces. In Control of sojourn terms of the new regulations, regions will carry Foreigners who are in the country illegally and the responsibility of issuing permits as the who are therefore guilty of an offence can be regional committees used to do in respect of classified into three categories, namely those permanent residence, but they will do so also who: in respect of temporary residence. • entered the country clandestinely Enquiries in this regard can be made to the • failed to renew the temporary residence nearest office of the Department of Home permits issued to them at ports of entry Affairs in South Africa, Missions abroad, or the • breached the conditions of their temporary Director-General of Home Affairs (for attention residence permits without permission, e.g. Subdirectorate: Permanent Residence) in holiday visitors who took up employment or Pretoria. started their own businesses. Depending on the circumstances, persons Temporary residence who are in South Africa illegally are In terms of the Aliens Control Act, 1991 (Act 96 either prosecuted, removed, or their sojourn of 1991), temporary residence permits are is legalised. Officers at the various regional divided into the following categories: and district offices of the Department are • visitor’s permits in charge of tracing, prosecuting and • study permits removing illegal foreigners from the country. • work permits Employers of illegal foreigners can also be • business permits prosecuted. • work seeker’s permits • medical permits. Permanent residence In terms of Section 11 of the Act, aliens wish- It is government’s policy to allow immigra- ing to enter South Africa as visitors or for busi-

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ness or medical purposes, must be in posses- ment of Home Affairs prior to the expiry date of sion of a visa, if not exempt from visa control. the permit. Any enquiries related to temporary An immigration officer will issue a temporary residence permits can be directed to the near- residence permit to holders of such visas or to est district/regional office of the Department in persons exempt from such visa requirements South Africa, South African diplomatic repre- at the port of entry, if such persons meet entry sentatives abroad, or the Director-General requirements. However, persons wishing to of Home Affairs, for the attention of the enter the country as work seekers or for work Subdirectorate: Temporary Residence. or study purposes must be in possession of the relevant permit that is issued outside the Removal of undesirable persons country. In terms of legislation, the Minister of Home The overriding consideration in dealing with Affairs may order the deportation of any per- applications for work permits is whether the son (other than a South African citizen) con- employment or task to be undertaken cannot victed of any of the offences specified, or if be performed by a South African citizen or an such person is deemed by the Minister to be approved permanent immigrant already resid- an undesirable inhabitant of or visitor to South ing in South Africa. Africa. Applications for the extension of temporary The Minister may also order the deportation residence permits can be submitted to the of any person (other than a South African nearest regional/district office of the Depart- citizen) if it is deemed to be in public interest.

Acknowledgements

Department of Home Affairs Department of Provincial and Local Government Department of Public Service and Administration Eastern Cape Provincial Government Estimates of National Expenditure 2003, published by the National Treasury Free State Provincial Government Gauteng Provincial Government Government Communication and Information System International Marketing Council website KwaZulu-Natal Provincial Government Limpopo Provincial Government National Treasury Mpumalanga Provincial Government Northern Cape Provincial Government North West Provincial Government Office of the Public Service Commission South African Local Government Association South African Management and Development Institute Western Cape Provincial Government www.gov.za Suggested reading

Alexander, N. An Ordinary Country: Issues in the Transition from Apartheid to Democracy in South Africa. Pietermaritzburg: University of Natal Press, 2002. Bond, P.and Khosa, M. eds. RDP Policy Audit. Pretoria: Human Sciences Research Council (HSRC), 1999. Brink, A. 27 April: One Year Later. Cape Town: Queillerie, 1995. Budlender, D. The Women’s Budget. Cape Town: Institute for Democracy in South Africa (IDASA), 1996. Callant, R. ed. The First Five Years: A Review of South Africa’s Democratic Parliament. Cape Town: IDASA, 1999.

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Centre for Development and Enterprise. Policy-Making in a New Democracy: South Africa’s Challenges for the 21st Century. Johannesburg: Centre for Development and Enterprise, 1999. Chikane, F. et al. eds. Africa:The Time has Come: Selected Speeches by Thabo Mbeki. Cape Town:Tafelberg Publishers, 1998. Corrigan,T. Beyond the Boycotts: Financing Local Government in the Post-apartheid Era. Johannesburg: South African Institute for Race Relations, 1998. Craythorne, D.L. Municipal Administration: A Handbook. 4th ed. Kenwyn: Juta, 1997. Crush, J. and Williams,V. eds. The New South Africans: Immigration Amnesties and their Aftermath, Cape Town: Southern African Migration Project, 1999. D’Engelbronner-Kolff, F.M., Hinz, M.O. and Sindano, J.L. Traditional Authority and Democracy in South Africa. Windhoek: Centre for Applied Social Sciences, University of Namibia, 1998. Devenish, G.E. A Commentary on the South African Constitution. Durban: Butterworths, 1998. De Ville, J. and Steytler, N. eds. Voting in 1999: Choosing an Electoral System. Durban: Butterworths, 1996. De Villiers, B. ed. State of the Nation 1997/98. Pretoria: HSRC, 1998. Direct Access to Key People in South Africa, 2000. Johannesburg: Jonathan Ball, 2000. Du Toit, D. et al. Service Excellence Governance. Johannesburg: Heinemann, 2002. Ebrahim, H. The Soul of a Nation: Constitution-Making in South Africa. Cape Town: Oxford University Press Southern Africa, 1998. Ergas, Z. Catharsis and the Healing: South Africa in the 1990s. London: Janus, 1994. Erkens, R. and Kane-Berman, J. eds. Political Correctness in South Africa. Johannesburg: South African Institute of Race Relations, 2000. Fakir, E. and others. Provincial Pocketbook: PIMS 2000 Guide to Politics in the Provinces. Mackenzie, K. ed. Cape Town: IDASA, 2000. Faure, M. and Lane, J.E. eds. South Africa: Designing New Political Institutions. London: Sage Publications, 1996. Fick, G. et al. eds. One Woman, One Vote. Johannesburg: Electoral Institute of South Africa, 2002. Friedman, S. and Atkinson, D. eds. Small Miracle: South Africa’s Negotiated Settlement. Randburg: Ravan Press, 1994. Friedman, S. ed. South African Review 8. Johannesburg: Ravan Press, 2000. Gardner, J. Politicians and Apartheid:Trailing in the People’s Wake. Pretoria: HSRC, 1997. Gevisser, M. Portraits of Power: Profiles in a Changing South Africa. Cape Town: David Philip, 1996. Gilliomee, H. and Schlemmer, L. eds. Bold Experiment: South Africa’s New Democracy. Halfway House: Southern Book Publishers, 1994. Gilliomee, H. and Simkins, C. eds. Awkward Embrace: One-Party Domination and Democracy. Cape Town: Tafelberg Publishers, 1999. Graham, P.and Coetzee, A. eds. In the Balance. Debating the State of Democracy in South Africa. Cape Town: IDASA, 2002. Hadland, A. and Rantao, J. The Life and Times of Thabo Mbeki. Rivonia: Zebra Press, 1999. Hain, P. Sing the Beloved Country:The Struggle for the New South Africa. London: Pluto Press, 1996. Heyns, S. Down Government Avenue: PIMS Guide to Politics in Practice. Cape Town: IDASA, 1999. Heyns, S. Parliamentary Pocketbook. Cape Town: IDASA, 1996. Houston, G. ed. Public Participation in Democratic Governance in South Africa. Pretoria: HSRC, 2001. Human Resource Development in the Reconstruction and Development Programme. Randburg: Ravan Press, 1995. Hyden, G. and Venter, D. eds. Constitution-Making and Democratisation in Africa. Pretoria: Africa Institute of South Africa, 2001. African Century Publications series 6. Ismail, N. and others. Local Government Management. Johannesburg International Thomson Publications, c. 1997. James, D. Songs of the African Migrants: Performance and Identity in South Africa. Johannesburg:Witwatersrand University Press, 1999. James,W. and Levy, M. Pulse: Passages in Democracy-Building: Assessing South Africa’s Transition. Cape Town: IDASA, 1998. Johnson, R.W. and Schlemmer, L. eds. Launching Democracy in South Africa:The First Open Election, April 1994. New Haven:Yale University Press, 1996. Johnson, R.W. and Welsh, D. eds. Ironic Victory: Liberalism in Post-Liberation South Africa. Cape Town: Oxford University Press, 1998. Klug, H. Constituting Democracy: Law, Globalism and South Africa’s Political Reconstruction. Cambridge: University Press, 2000.

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Levy, N. and Tapscott, C. Intergovernmental Relations in South Africa:The Challenges of Co-operative Government. Cape Town: IDASA and the University of the Western Cape, 2001. Lodge,T. Consolidating Democracy: South Africa’s Second Popular Election. Johannesburg:Witwatersrand University Press for the Electoral Institute of South Africa, 1999. Lodge,T., Kadima, D. and Poltie, D. eds. Compendium of Elections in Southern Africa. Johannesburg: Electoral Institute of Southern Africa, 2002. Lodge,T. Politics in South Africa: From Mandela to Mbeki. 2nd ed. Cape Town: David Philip, 2002. Lodge,T. South African Politics since 1994. Cape Town: David Philip, 1999. Maharaj, G. ed. Between Unity and Diversity: Essays on Nation-Building in Post-Apartheid South Africa. Cape Town: IDASA and David Philip,1999. Mail and Guardian A – Z of South African Politics 1999:The Essential Handbook. Compilers: P.van Niekerk and B. Ludman. London: Penguin, 1999. Maltes, R. Election Book: Judgement and Choice in South Africa’s 1994 Election. Cape Town: IDASA, 1995. Mayekiso, M. Township Politics: Civic Struggles for a New South Africa. New York: Monthly Review Press, 1996. Meredith, M. South Africa’s New Era:The 1994 Election. London: Mandarin, 1994. Milazi, D., et al. eds. Democracy, Human Rights and Regional Co-operation in Southern Africa. Pretoria: Africa Institute of South Africa, 2002. African Century Publications series 9. Murray, M.J. Revolution Deferred:The Painful Birth of Post-Apartheid South Africa. London:Verso, 1994. Muthien,Y. ed. Democracy South Africa: Evaluating the 1999 Election. Pretoria: HSRC, 1999. Ndlela, L. ed. Practical Guide to Local Government in South Africa. Pretoria: IDASA, 2001. Nyatsumba, K.M. All Sides of the Story: A Grandstand View of South Africa’s Political Transition. Johannesburg: Jonathan Ball, 1997. Rautenbach, I.M. and Malherbe, E.F.J. What does the Constitution say? Pretoria: Van Schaik Academic, 1998. Reddy, P.S. et al. Local Government Financing and Development in Southern Africa. Cape Town: Oxford University Press, 2003. Reynolds, A. ed. Elections ’94 South Africa:The Campaigns, Results and Future Prospects. Cape Town: David Philip, 1994. Rule, S. Democracy South Africa: Public Opinion on National Priority Issues, March 2000. Pretoria: HSRC, 2000. Rule, S. Democracy South Africa: Public Opinion on National Issues, Election 1999. Pretoria: HSRC, 2000. Sanders, M. Complicities:The Intellectual and Apartheid. Pietermaritzburg: University of Natal Press, 2002. South Africa Survey, 2000/01. Johannesburg: South African Institute of Race Relations, 2001. Sparks, A. Beyond the Miracle: Inside the New South Africa. Johannesburg: Jonathan Ball, 2003. Sparks, A. Tomorrow is Another Country:The Inside Story of South Africa’s Negotiated Revolution. Cape Town: Struik, 1995. Steytler, N. and others, eds. Free and Fair Elections. Cape Town: Juta, 1994. Sunstein, C.R. Designing Democracy:What Constitutions Do. New York: Oxford University Press, 2001. Sunter, C. New Century: Quest for the High Road. Cape Town: Human & Rousseau, 1992. The Constitution of the Republic of South Africa, 1996. Cape Town: Constitutional Assembly, 1997. Published in the 11 official languages. Theron, F. and others, eds. Good Governance for People. Stellenbosch: School of Public Management, University of Stellenbosch, 2000. Tutu, D. Rainbow People of God: South Africa’s Victory over Apartheid. London: Bantam Books, 1995. Van Niekerk, D.,Van der Walt, G. and Jonker, A. Governance, Politics and Policy in South Africa. Cape Town: Oxford University Press for Southern Africa, 2001. Waldmeir, P. Anatomy of a Miracle:The End of Apartheid and the Birth of a New South Africa. England: Penguin Books, 1998. Woods, D. Rainbow Nation Revisited: South Africa’s Decade of Democracy. London: André Deutsch, 2000. Wood, E. J. Forging Democracy From Below: Insurgent Traditions in South Africa and El Salvador. Cambridge University Press, 2000.

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