An investigation into the challenges affecting the effective implementation of the Public Finance Management Act, 1999 (Act 1 of 1999 as amended by Act 29 of 1999) int the Eastern Cape Province with specific reference to the Provincial Department of Public Works
- Authors: Buso, Luthando Gilbert
- Date: 2007
- Subjects: Finance, Public -- South Africa -- Eastern Cape , Financial management , Public administration -- Africa, Southern , Local government -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8252 , http://hdl.handle.net/10948/483 , http://hdl.handle.net/10948/d1011903 , Finance, Public -- South Africa -- Eastern Cape , Financial management , Public administration -- Africa, Southern , Local government -- South Africa -- Eastern Cape
- Description: The objective of the study was to investigate challenges affecting the effective implementation of the Public Finance Management Act, 1999 (Act No. 1 of 1999 as amended by Act No. 29 of 1999) in the Eastern Cape Province with specific reference to the Provincial Department of Public Works. The research study has been conducted in such a manner that the reason to send a team of experts by the DPSA on approval by the President to come to the Eastern Cape and assist the ailing administrations of four departments is determined. The four departments that had a problem were: 1. Department of Roads and Public Works 2. Department of Health 3. Department of Education and 4. Department of Social Development The roads function of the Department of Roads and Public Works was later transferred to the Department of Transport and the Department of Roads and Public Works changed the name to Department of Public Works in September 2004. The team that was sent to the Eastern Cape together with the Director-General of the Province and the Superintendent-General of the Provincial Treasury formed up the IMT. The objective was to introduce turnaround strategies that would enable the four departments to effectively and efficiently implement the PFMA to the best interest of the South African Government. The PFMA is part of the broader strategy on improving public financial management in the public sector in the Republic of South Africa. It prescribes measures to ensure responsibility, accountability and transparency in national and provincial departments. Qualified Auditor-General’s reports for the previous financial years compelled the President in 2002 to establish Interim Management Team (IMT) in the Eastern Cape, comprising of experts from national government, to assist the ailing administration in four provincial departments, including the Department of Roads and Public Works. Questionnaires to employees, Auditor-General, Provincial Director-General, Superintendent-General of Provincial Treasury and as well as to the Accounting Officer of the Department of Public Works, were designed and issued out for completion. Interviews were also conducted to some of the employees. The assumption is that the majority of employees do not understand policies and procedures of the department and they displayed this by remaining neutral in questions asked and disagreed with some of the statements. During the interview process, the majority emphasised their protest against over usage of consultants by the department. Preference given to candidates from outside the department when senior posts are advertised instead of looking for excellently performing candidates from the internal ranks of serving employees, has been outlined as one of the elements contributing to low moral and low productivity in the workplace. Over usage of consultants and a big number of employees who disagreed with statements and remained neutral signify incapacity of the management to perfectly implement the PFMA for sound public financial management in the department. It has been established that regular risk assessments are not conducted, poor organisational structure with many posts that are not filled, no Anti-Corruption Unit to implement Public Service Anti-Corruption Strategy and, no clear managerial lines of accountability due to poor planning, ineffective internal controls and procedures, all render the department incapable of becoming one of the best provincial departments that get unqualified audit report from the Auditor-General. The findings provide clear indication that drastic transformation of the department into an institution that can perfectly implement the PFMA is necessary. The implication is that mismanagement of financial resources and fraud and corruption defeat service delivery objectives. Strategic objectives of the department are not achieved. The Eastern Cape Provincial Departments are obliged to align their strategic plans to the Provincial Growth and Development Plan (2004 – 2014). Therefore the implication is that, poor performance by the Department of Public Works impacts negatively to this provincial objective. Lack of effective control systems has negative implications on the administration of the department and renders it vulnerable to fraud and corruption.
- Full Text:
- Date Issued: 2007
- Authors: Buso, Luthando Gilbert
- Date: 2007
- Subjects: Finance, Public -- South Africa -- Eastern Cape , Financial management , Public administration -- Africa, Southern , Local government -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8252 , http://hdl.handle.net/10948/483 , http://hdl.handle.net/10948/d1011903 , Finance, Public -- South Africa -- Eastern Cape , Financial management , Public administration -- Africa, Southern , Local government -- South Africa -- Eastern Cape
- Description: The objective of the study was to investigate challenges affecting the effective implementation of the Public Finance Management Act, 1999 (Act No. 1 of 1999 as amended by Act No. 29 of 1999) in the Eastern Cape Province with specific reference to the Provincial Department of Public Works. The research study has been conducted in such a manner that the reason to send a team of experts by the DPSA on approval by the President to come to the Eastern Cape and assist the ailing administrations of four departments is determined. The four departments that had a problem were: 1. Department of Roads and Public Works 2. Department of Health 3. Department of Education and 4. Department of Social Development The roads function of the Department of Roads and Public Works was later transferred to the Department of Transport and the Department of Roads and Public Works changed the name to Department of Public Works in September 2004. The team that was sent to the Eastern Cape together with the Director-General of the Province and the Superintendent-General of the Provincial Treasury formed up the IMT. The objective was to introduce turnaround strategies that would enable the four departments to effectively and efficiently implement the PFMA to the best interest of the South African Government. The PFMA is part of the broader strategy on improving public financial management in the public sector in the Republic of South Africa. It prescribes measures to ensure responsibility, accountability and transparency in national and provincial departments. Qualified Auditor-General’s reports for the previous financial years compelled the President in 2002 to establish Interim Management Team (IMT) in the Eastern Cape, comprising of experts from national government, to assist the ailing administration in four provincial departments, including the Department of Roads and Public Works. Questionnaires to employees, Auditor-General, Provincial Director-General, Superintendent-General of Provincial Treasury and as well as to the Accounting Officer of the Department of Public Works, were designed and issued out for completion. Interviews were also conducted to some of the employees. The assumption is that the majority of employees do not understand policies and procedures of the department and they displayed this by remaining neutral in questions asked and disagreed with some of the statements. During the interview process, the majority emphasised their protest against over usage of consultants by the department. Preference given to candidates from outside the department when senior posts are advertised instead of looking for excellently performing candidates from the internal ranks of serving employees, has been outlined as one of the elements contributing to low moral and low productivity in the workplace. Over usage of consultants and a big number of employees who disagreed with statements and remained neutral signify incapacity of the management to perfectly implement the PFMA for sound public financial management in the department. It has been established that regular risk assessments are not conducted, poor organisational structure with many posts that are not filled, no Anti-Corruption Unit to implement Public Service Anti-Corruption Strategy and, no clear managerial lines of accountability due to poor planning, ineffective internal controls and procedures, all render the department incapable of becoming one of the best provincial departments that get unqualified audit report from the Auditor-General. The findings provide clear indication that drastic transformation of the department into an institution that can perfectly implement the PFMA is necessary. The implication is that mismanagement of financial resources and fraud and corruption defeat service delivery objectives. Strategic objectives of the department are not achieved. The Eastern Cape Provincial Departments are obliged to align their strategic plans to the Provincial Growth and Development Plan (2004 – 2014). Therefore the implication is that, poor performance by the Department of Public Works impacts negatively to this provincial objective. Lack of effective control systems has negative implications on the administration of the department and renders it vulnerable to fraud and corruption.
- Full Text:
- Date Issued: 2007
An investigation of the challenges facing the ward committee system with specific reference to selected municipalities in the province of the Eastern Cape
- Authors: Ntlemeza, Albert Mncedisi
- Date: 2007
- Subjects: Local government -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8162 , http://hdl.handle.net/10948/584 , Local government -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape
- Description: Local government in South Africa has undergone radical changes since the first democratic local government elections were held in 1995 and 1996. It is generally known that local government in South Africa was based on racial fragmentation. The new South Africa therefore has to go beyond purely representative democracy to address the inequalities of the apartheid era. The Constitution of the Republic of South Africa Act, 1996 (Act 108 of 1996), envisages a complete transformation of the local government system. Subsequently, a policy framework has been developed to give effect to a new vision of local government. The White Paper on Local Government was passed in March 1998. It spells out the framework and programme in terms of which the existing local government system will be radically transformed. This culminated in the birth of the concept of developmental local government. Developmental local government establishes the basis of a system of local government which is centrally concerned with working with local citizens and ward communities in particular to find sustainable ways to meet their needs and improve the quality of their lives. Developmental local government encourages public participation at the local level. One of the most powerful instruments by which the communities and groups become involved in local government affairs is through the ward committee structures and ward planning forums. The Municipal Systems Act, 2000 (Act 32 of 2000), makes provision for community participation. Ward committees are established in terms of section 17 (1) of the Municipal Structures Act, 1998 (Act 117 of 1998). Ward committees play an important role in creating a democratic culture of local participation and accountability. They are the main mechanisms available to municipalities and communities to enhance public participation in ix the local sphere of government. Their major obstacle is that their powers are limited to advising the communities and the relevant council. The White Paper on Local Government provides for three approaches which can assist municipalities to be more developmental, namely integrated development planning and budgeting, performance management and working together with local citizens. Ward committees provide a link between the council and these processes. The new system of local government also provides for the consideration of gender issues at the ward committee level. The local government policy framework requires that at least fifty percent of representation on ward committees should be women. The involvement of youth is also greatly encouraged. The system also provides for and clarifies the role/relationship with traditional leaders at the ward committee level. The local government legislative framework accepts and acknowledges the existence of traditional leaders. Their involvement in ward community activities and functions is well documented. Lastly, the capacity building of ward committees is posing a major challenge. In order for ward committee members to perform their functions effectively training must be provided. The respective local councils should be responsible for providing the necessary training to ward committees through the office of the speaker under which they fall. In the national sphere efforts are made to ensure that training for ward committees is provided.
- Full Text:
- Date Issued: 2007
- Authors: Ntlemeza, Albert Mncedisi
- Date: 2007
- Subjects: Local government -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8162 , http://hdl.handle.net/10948/584 , Local government -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape
- Description: Local government in South Africa has undergone radical changes since the first democratic local government elections were held in 1995 and 1996. It is generally known that local government in South Africa was based on racial fragmentation. The new South Africa therefore has to go beyond purely representative democracy to address the inequalities of the apartheid era. The Constitution of the Republic of South Africa Act, 1996 (Act 108 of 1996), envisages a complete transformation of the local government system. Subsequently, a policy framework has been developed to give effect to a new vision of local government. The White Paper on Local Government was passed in March 1998. It spells out the framework and programme in terms of which the existing local government system will be radically transformed. This culminated in the birth of the concept of developmental local government. Developmental local government establishes the basis of a system of local government which is centrally concerned with working with local citizens and ward communities in particular to find sustainable ways to meet their needs and improve the quality of their lives. Developmental local government encourages public participation at the local level. One of the most powerful instruments by which the communities and groups become involved in local government affairs is through the ward committee structures and ward planning forums. The Municipal Systems Act, 2000 (Act 32 of 2000), makes provision for community participation. Ward committees are established in terms of section 17 (1) of the Municipal Structures Act, 1998 (Act 117 of 1998). Ward committees play an important role in creating a democratic culture of local participation and accountability. They are the main mechanisms available to municipalities and communities to enhance public participation in ix the local sphere of government. Their major obstacle is that their powers are limited to advising the communities and the relevant council. The White Paper on Local Government provides for three approaches which can assist municipalities to be more developmental, namely integrated development planning and budgeting, performance management and working together with local citizens. Ward committees provide a link between the council and these processes. The new system of local government also provides for the consideration of gender issues at the ward committee level. The local government policy framework requires that at least fifty percent of representation on ward committees should be women. The involvement of youth is also greatly encouraged. The system also provides for and clarifies the role/relationship with traditional leaders at the ward committee level. The local government legislative framework accepts and acknowledges the existence of traditional leaders. Their involvement in ward community activities and functions is well documented. Lastly, the capacity building of ward committees is posing a major challenge. In order for ward committee members to perform their functions effectively training must be provided. The respective local councils should be responsible for providing the necessary training to ward committees through the office of the speaker under which they fall. In the national sphere efforts are made to ensure that training for ward committees is provided.
- Full Text:
- Date Issued: 2007
Public sector industrial relations in the context of alliance politics: the case of Makana Local Municipality, South Africa (1994-2006)
- Authors: Makwembere, Sandra
- Date: 2007
- Subjects: Makana Municipality , South African Municipal Workers Union , African National Congress , Cosatu , South African Communist Party , Local government -- South Africa -- Eastern Cape , Industrial relations -- South Africa -- Eastern Cape , Labor unions -- South Africa , South Africa -- Politics and government -- 1994-
- Language: English
- Type: Thesis , Masters , MSocSc
- Identifier: vital:3301 , http://hdl.handle.net/10962/d1003089 , Makana Municipality , South African Municipal Workers Union , African National Congress , Cosatu , South African Communist Party , Local government -- South Africa -- Eastern Cape , Industrial relations -- South Africa -- Eastern Cape , Labor unions -- South Africa , South Africa -- Politics and government -- 1994-
- Description: This thesis is in the field of Industrial Relations. It concerns a micro-level investigation of the dynamics of public sector industrial relations in post-apartheid South Africa. It focuses on the Tripartite Alliance between the African National Congress (ANC), the South African Communist Party (SACP) and the Congress of South African Trade Unions (COSATU) and explores what the Alliance relationship has meant for the traditional roles of employees and their representatives on the one hand, and employers and their representatives on the other. The thesis examines the political, organisational and societal contradictions and implications for COSATU public sector union affiliates and their members in their relationship to the ANC as an ally (via the Alliance) and the context in which ANC members form part of management (in government). The South African Municipal Workers’ Union (SAMWU) was used as an archetype of a COSATU public sector union affiliate that engages with the State as employer at the municipal level. It is a case study of Makana Local Municipality (Eastern Cape Province, South Africa) using qualitative research techniques and content analysis to derive the relevant information. The author conducted a series of in-depth interviews of key informants and observations at Makana Local Municipality were done. Based on the empirical data obtained from the investigation, the thesis argues that the traditional roles in the employment relationship at the workplace have been affected by the political alliance. Industrial relations roles have become increasingly vague especially since many within local government share ANC/SACP memberships with members of the trade union. The study also highlights that within an increasingly globalising post-apartheid environment, the Alliance provides mixture of benefits and challenges for workplace negotiations and employment relations in ways that macro-level analyses of employer-employee relationships do not always capture.
- Full Text:
- Date Issued: 2007
- Authors: Makwembere, Sandra
- Date: 2007
- Subjects: Makana Municipality , South African Municipal Workers Union , African National Congress , Cosatu , South African Communist Party , Local government -- South Africa -- Eastern Cape , Industrial relations -- South Africa -- Eastern Cape , Labor unions -- South Africa , South Africa -- Politics and government -- 1994-
- Language: English
- Type: Thesis , Masters , MSocSc
- Identifier: vital:3301 , http://hdl.handle.net/10962/d1003089 , Makana Municipality , South African Municipal Workers Union , African National Congress , Cosatu , South African Communist Party , Local government -- South Africa -- Eastern Cape , Industrial relations -- South Africa -- Eastern Cape , Labor unions -- South Africa , South Africa -- Politics and government -- 1994-
- Description: This thesis is in the field of Industrial Relations. It concerns a micro-level investigation of the dynamics of public sector industrial relations in post-apartheid South Africa. It focuses on the Tripartite Alliance between the African National Congress (ANC), the South African Communist Party (SACP) and the Congress of South African Trade Unions (COSATU) and explores what the Alliance relationship has meant for the traditional roles of employees and their representatives on the one hand, and employers and their representatives on the other. The thesis examines the political, organisational and societal contradictions and implications for COSATU public sector union affiliates and their members in their relationship to the ANC as an ally (via the Alliance) and the context in which ANC members form part of management (in government). The South African Municipal Workers’ Union (SAMWU) was used as an archetype of a COSATU public sector union affiliate that engages with the State as employer at the municipal level. It is a case study of Makana Local Municipality (Eastern Cape Province, South Africa) using qualitative research techniques and content analysis to derive the relevant information. The author conducted a series of in-depth interviews of key informants and observations at Makana Local Municipality were done. Based on the empirical data obtained from the investigation, the thesis argues that the traditional roles in the employment relationship at the workplace have been affected by the political alliance. Industrial relations roles have become increasingly vague especially since many within local government share ANC/SACP memberships with members of the trade union. The study also highlights that within an increasingly globalising post-apartheid environment, the Alliance provides mixture of benefits and challenges for workplace negotiations and employment relations in ways that macro-level analyses of employer-employee relationships do not always capture.
- Full Text:
- Date Issued: 2007
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