The negotiation process in South Africa did, by 1993, lead to change in inputs in policy-making, and led to change in political relations with specific reference to norms of equality and respect for human rights. Significantly, these changes imposed obligations on the public service on issues of transformation, amongst others: service delivery, restructuring, democratisation of the policy-making process, and representativity and equity. This study was undertaken to examine the latter two namely, to determine the policy-making mechanisms by which the public service seeks to legitimise the policy-making process by involving a wider populace in participation; and to examine legislation that exists on representativity and equity and their consequent implementation. In support of the empirical research, use and analysis of a theoretical study of public policy in Public Administration were undertaken. The analysis showed that the theoretical distinction in the roles of political office-bearers and appointed public officials in the policy-making process, was incorrect. Rather, the empirical study supported a close co-operation of the functionaries in the process, including implementation. Further, it was found that the various models for analysing public policy had all been applicable at different periods in the South African political system. For the purpose of this study, the hypotheses are formulated that the new political dispensation that ushered South Africa into a popular constitutional democracy impacted on the functioning of the public service, amongst others: • an obligation to involve a wider population in the policy-making process to achieve legitimacy; and • an obligation to enforce norms of representativity and equity through legislation and the implementation thereof. In the study of the policy-making process, it was empirically established that the public service does possess comprehensive mechanisms to engage the wider populace in consultation and negotiation on public policy-making. Yet, public participation was found to be thin. Further, it was established that elaborate legislation exists to change the demographic face of the public setvice, and there is progress on implementation of representativity and equity legislation with reference to target quotas, time frames and the control thereof. Proposals for further study on effects of change, are made. / Public Administration / D. Litt et Phil (Public Administration)

The negotiation process in South Africa did, by 1993, lead to change in inputs in policy-making, and led to change in political relations with specific reference to norms of equality and respect for human rights. Significantly, these changes imposed obligations on the public service on issues of transformation, amongst others: service delivery, restructuring, democratisation of the policy-making process, and representativity and equity. This study was undertaken to examine the latter two namely, to determine the policy-making mechanisms by which the public service seeks to legitimise the policy-making process by involving a wider populace in participation; and to examine legislation that exists on representativity and equity and their consequent implementation. In support of the empirical research, use and analysis of a theoretical study of public policy in Public Administration were undertaken. The analysis showed that the theoretical distinction in the roles of political office-bearers and appointed public officials in the policy-making process, was incorrect. Rather, the empirical study supported a close co-operation of the functionaries in the process, including implementation. Further, it was found that the various models for analysing public policy had all been applicable at different periods in the South African political system. For the purpose of this study, the hypotheses are formulated that the new political dispensation that ushered South Africa into a popular constitutional democracy impacted on the functioning of the public service, amongst others: • an obligation to involve a wider population in the policy-making process to achieve legitimacy; and • an obligation to enforce norms of representativity and equity through legislation and the implementation thereof. In the study of the policy-making process, it was empirically established that the public service does possess comprehensive mechanisms to engage the wider populace in consultation and negotiation on public policy-making. Yet, public participation was found to be thin. Further, it was established that elaborate legislation exists to change the demographic face of the public setvice, and there is progress on implementation of representativity and equity legislation with reference to target quotas, time frames and the control thereof. Proposals for further study on effects of change, are made. / Public Administration and Management / D. Litt et Phil (Public Administration)

The Government of South Africa adopted a policy on Free Open Source Software (FOSS) in 2003. This policy requires all government entities to migrate their IT to open source. This adoption of the FOSS policy is based on evidence of potential FOSS contributions to economic development generally, and directly support South African economic development priorities. In spite of the adoption of this policy, rates of adoption of FOSS in the SA government are low. This is partly because there is a lack of documentation of successful cases of migration. In addition, there is no strategic management framework that managers can use as a guide for migration. This lack of documentation may result in managers in government finding it difficult to know how best to go about migrating to FOSS. A failure to address this problem will delay the take-up of FOSS, in spite of all its stated benefits. Evidence so far within the government of South Africa is that the adoption of FOSS is progressing rather slowly. Making use of a qualitative research method that combines grounded theory with a case study method in four South African Government organisations, this study develops a strategic management framework for IT migration to FOSS in the South African public service. The four organisations that were part of this study were: the National Library of South Africa; the Presidential National Commission on Information Society and Development; the Electronic National Traffic Information System and the State Information Technology Agency. Data was collected using an open-ended interview guide. A strategic management framework for Information Technology migration to FOSS will assist the Government of South Africa with the better implementation of its FOSS policy. The framework will provide guidance to public sector managers regarding how the process of migrating can best be managed. Content analysis is used to derive the framework that shows that IT migration to FOSS in the public sector of South Africa follows a strategic management process. This process goes through the phases of strategic planning, operational planning, implementation and monitoring and evaluation. The framework is developed using eclectic explanations of strategic management, including mechanistic and organic perspectives. Correspondence analysis is used to corroborate and validate the framework. The framework is accompanied by a set of management guidelines that managers in the public sector can use in migrating their organisations' IT to FOSS. / School for Business Leadership / (D.B.L. (Strategic Management))

The Government of South Africa adopted a policy on Free Open Source Software (FOSS) in 2003. This policy requires all government entities to migrate their IT to open source. This adoption of the FOSS policy is based on evidence of potential FOSS contributions to economic development generally, and directly support South African economic development priorities. In spite of the adoption of this policy, rates of adoption of FOSS in the SA government are low. This is partly because there is a lack of documentation of successful cases of migration. In addition, there is no strategic management framework that managers can use as a guide for migration. This lack of documentation may result in managers in government finding it difficult to know how best to go about migrating to FOSS. A failure to address this problem will delay the take-up of FOSS, in spite of all its stated benefits. Evidence so far within the government of South Africa is that the adoption of FOSS is progressing rather slowly. Making use of a qualitative research method that combines grounded theory with a case study method in four South African Government organisations, this study develops a strategic management framework for IT migration to FOSS in the South African public service. The four organisations that were part of this study were: the National Library of South Africa; the Presidential National Commission on Information Society and Development; the Electronic National Traffic Information System and the State Information Technology Agency. Data was collected using an open-ended interview guide. A strategic management framework for Information Technology migration to FOSS will assist the Government of South Africa with the better implementation of its FOSS policy. The framework will provide guidance to public sector managers regarding how the process of migrating can best be managed. Content analysis is used to derive the framework that shows that IT migration to FOSS in the public sector of South Africa follows a strategic management process. This process goes through the phases of strategic planning, operational planning, implementation and monitoring and evaluation. The framework is developed using eclectic explanations of strategic management, including mechanistic and organic perspectives. Correspondence analysis is used to corroborate and validate the framework. The framework is accompanied by a set of management guidelines that managers in the public sector can use in migrating their organisations' IT to FOSS. / School for Business Leadership / (D.B.L. (Strategic Management))