This study focussed on drafting a framework for Total Quality Management (TQM) for the South African Police Service (SAPS) in the Eastern Cape as a public non-profit organisation where quality of services is fast becoming a key organisational imperative. The early pioneers of Quality laid the foundation for Total Quality Management (TQM). The literature review highlighted that TQM has its origins in the manufacturing industry where it has a proven track record, and that the theory could be purposely adapted use by a specific industry, i.e. SAPS. This study extends the applicability of the TQM theory to the SAPS by using a mixed method approach to gather information by means of interviews and questionnaires. A combination of primary and secondary data was used in determining the Critical Success Factors (CSF). The Primary CSF’s were originally identified as Leadership, Strategic Management, Empowerment of employees, Teamwork, Continuous improvement, Customer satisfaction and Culture. The Secondary factors were identified as Communication, Training, Partnership development, Support structures, Systems and Resources, Systems thinking, Selfassessment, Processes; Elimination of barriers, Adoption of a Prevention approach and Change management. Data was analysed using frequency and other means, as well as correlation analysis. After the data was analysed two CSF’s were discarded, i.e. Training and Elimination of Barriers. The results show support for the applicability of the theory to the SAPS. Critical Success Factors were determined and a framework for implementation specifically for this industry, was presented. The study identified Leadership as the most important primary factor with the ultimate goal of meeting the quality expectations as defined by the customer.

The study investigated issues concerning procurement and administration in the Department of Health (DoH) in the Eastern Cape and has further investigated the role of the implementation of the Public Finance Management Act (PFMA), Act 1 of 1999 in the department. That included issues associated with the administration and procurement in relation to service providers from the private sector. The DoH in the Eastern Cape Province delivers:“ … a quality health service to the people of the Eastern Cape Province promoting a better life for all and ensures accessible, comprehensive, and integrated services in the province, emphasising the primary health care approach, as well as utilising and developing all resources to enable present and future generations to enjoy good health and quality of life” (Department of Health [DoH], Eastern Cape, Departmental Annual Performance Plan, 2013:3). Various researchers have investigated the implementation of the PFM Act 1 of 1999 and have identified gaps and made recommendations regarding the identified gaps. The study is based on the following reports from various authors: According to Pillay (2013), since 1994 every public sector department has lost approximately R385 billion to fraud, corruption and maladministration. Government employees have accepted kickbacks in exchange for rigging tenders, including focusing on high levels of corruption (Albert, 2011:1). The fraud and corruption in the Eastern Cape DoH, which involves nepotism, corruption and fraud amounting to a million rand in the audit report of 2013, have prompted calls by the opposition for interventions (PricewaterhouseCoopers [PWC], 2013:9). Departmental Annual Performance Plan for 2013/2014. Impact of accountability and ethics on public service delivery: a South African perspective which involves accountability stating that all government departments have to be efficient to ensure value for public funds including the qualitative and value-laden expectations of the society (Raga & Taylor, 2008:1). EC (2010:9), Audit Report: Health Department, Eastern Cape. King III Report (2009) – Corporate Governance. The study has built on previous research conducted by other researchers who have conducted research on the issue of the implementation of the Public Finance Management Act 1 (PFM Act 1) of 1999, and had identify further gaps not previously identified by other researchers or in the audits. In addition, this study aims to also identify shortcomings that have been described in the recent audits 2013/2014 of the DoH, Eastern Cape. Together with the new gaps identified in the PFM Act 1 of 1999, the researcher aims to make a number of recommendations to improve the effectiveness of the implementation of the PFM Act 1 of 1999. The PFM Act 1 of 1999 was promulgated by the South African government in 1999. The Act promotes the objective of good financial management in order to maximise service delivery through effective and efficient use of available limited resources as well as credible interaction with private sector service providers. A key objective of this Act is to put in place a more effective financial accountability system over public entities. The objectives of the Act are to: Modernise the system of financial management, Enable public sector managers to manage, while at the same time being accountable, Ensure timely provision of quality information, To eliminate waste and corruption in the use of public assets.

Information and Communication Technology (ICT) has evolved into a pervasive commodity in modern enterprises. ICT enables enterprises, regardless of sector, to achieve their strategic objectives. Similarly, ICT is regarded as a critical enabler in South African municipalities to reach their objectives and ultimately deliver sustainable services to their communities. This dependence on ICT, therefore, necessitates a resilient ICT environment where minimal disruption to ICT is a primary goal. Unfortunately, as reported by the Auditor-General of South Africa, the majority of South African municipalities are neglecting to address the continuity of their ICT services. Failing to implement adequate ICT continuity controls restrict these municipalities from achieving their strategic goals and, as a result, fulfilling their constitutional mandate of service delivery. It is, therefore, the objective of this study to devise a method, consisting of a theoretical foundation and a supporting tool-set, to assist municipalities in addressing a real-world ICT continuity problem. This method aims to be scalable and usable within different municipalities, and be simplistic and comprehensible enough to implement. The theoretical foundation will introduce the concept of ICT Readiness for Business Continuity, based on the recommendations of international best practices and standards, for example, the ISO 27031 (2011) standard. Furthermore, by considering various challenges within local government, the tool-set will ultimately help municipalities to help themselves in this regard.

In 1991 the Treaty enacting the African Economic Community (AEC)1 was signed by the African Heads of State and Government.2 The AEC aims to establish regional free markets that would then be transformed into a continent-wide single market in six subsequent stages enabling the free movement of persons, goods, services, and capital until 2025 at the latest.3 However, to make sure that the free movement of persons in Africa would not also become a "free flow of criminals", the installation of a common market will require intensified police and judicial co-operation, information exchange and external border controls. 1 Treaty Establishing the African Economic Community adopted by the Heads of State and Government of Member States of the Organisation of African Unity in Abuja, Nigeria, 3 June 1991. 2 Art. 6(1) Treaty Establishing the African Economic Community. 3 Arts. 4(2)(h) and 4(2)(i) Treaty Establishing the African Economic Community. Furthermore, the age of globalisation calls into question the traditional concepts of sovereignty. Nowadays individual states are often unable to supervise their complete territory and battle to guard their borders against unwanted goods, people and ideas. Many facets of globalisation - including fast technological development and social and economic interaction - encourage governments to cooperate in order to try to achieve objectives that, acting on their own, they may not believe they can accomplish. Or to express the same thought in its negative sense: to fight unwanted consequences of this development, acting on their own, the states may not be able to achieve. This means that sooner or later the African States will have to address the problem of how to develop a police and judicial regime in criminal matters in order to fight against organised transnational crime. The question therefore is not whether the African States should engage in police and judicial co-operation, but rather what form it should take. The aim of this master treatise is to define the cornerstones of a possible future adoption of a police and judicial regime for the African Union (AU). There are numerous police and judicial co-operations around the world of various types so to make the task more manageable this treaty looks at the European Union (EU) in some detail and uses it as an example or as a guideline to sketch out a possible development of a police and judicial co-operation within the AU. This is for the reason that the EU has succeeded in creating a sophisticated regime of police and judicial co-operation and thus serves as a model of how co-operation levels can be created, handled, and preserved. The EU also serves as an example of how certain obstacles can make co-operation difficult or even prevent efforts for an effective transnational police and judicial co-operation. However, the current EU is the result of the specific circumstances in which its Member States and organs have responded to the economic and political changes they have been faced with. The AU has to operate amidst a political setting and various other circumstances that are very different. As a result the police and judicial co-operation regime of the AU will be very different from the EU model. This treatise argues that due to the vast number of participating states in the AU and the AU's decision-making practice, the continental level is not an appropriate point of departure for the AU to adopt a police and judicial co-operation regime. Police and judicial co-operation within the AU will at first have to be pursued at a sub-regional level. The co-operation should start at the already subdivided Regional Economic Communities (RECs) established by the AEC. Only in time, if at all, will the sub-regional markets be prepared to merge into a continent-wide integration. This is why at the present time the AU will have to accept a mere supervising and stimulating part in pursuing the ultimate objective of developing a police and judicial co-operation on a continent-wide level. Furthermore, this treatise assesses that the huge number of economic, social, and political challenges impair the AU's action ability with the result that it will not be able to establish a supranational legal body comparable to that of the EU in the near future. Also, the African Heads of State and Government are too interested in keeping their sovereign powers to themselves. This is why in Africa integration is more likely to be achieved with an intergovernmental approach. Therefore, police and judicial co-operation should first be exercised by means of informal meetings of the Interior and Justice Ministers and any resulting acts should be classified as (traditional) public international law. This is not to imply that the AU has no role to play here, for said meetings will have to be coordinated and supervised. In order to do justice to its supervising role it is necessary to empower the organs of the AU. This treatise analyses that for the AU to establish an efficient institutional framework, it is extremely important that the Assembly's monopoly over proposing legislation and establishing new organs is changed. Consensus decisions between fifty-four Member States would in an optimal case be replaced by a system where no organ is in total control. Finally, this treatise emphasises the necessity to push ahead with the development of the regional free markets as envisioned by the AEC. Similar to the development in the EU, this will bring about new challenges in combating new types of transnational crimes. This treatise demonstrates that this challenge might bring the necessary momentum to formally introduce police and judicial co-operation in criminal matters, usually a high policy area, on the agenda of the AU. In conclusion, this treatise shows that co-operation in such a sensitive area as security policy first and foremost needs a sufficient amount of trust between the decision makers of the involved states. To develop this necessary trust and the processes building upon this, this treatise argues that a regular meeting between the Interior and Justice Ministers, either inside or outside the framework of the AU, should be launched. Through these meetings the AU could gradually develop a platform for discussion in the area of criminal law and thereby slowly intensify its information exchange and operational co-operation. The history of the EU has shown that the development of a supranational legal system first and foremost requires mutual trust in each other's respective legal systems. Trust is generated by communication in an informal atmosphere. Therefore, this treatise argues that a colloquial intergovernmental co-operation within the field of criminal law is the correct approach for the AU to develop a police and judicial co-operation in criminal matters.

The purpose of this study is resolving the service delivery backlog at the Eastern Cape Department of Human Settlements. The problem of service delivery backlogs is not one unique to South Africa but a problem faced by many developing nations. South African government in all spheres still faces a challenge of creating the good life for its citizen, even more on local Municipality as they are government closest to the people and interacts more closely with communities. It is two decades since South Africa became a democratic state and despite promises and efforts to improve service delivery to the public there still exist backlog in service delivery. In order to address the research problem and to fulfil the research objectives, an in-depth literature study was done on the current state and the role of the Department of Human settlements as well as the current backlog facing the department. Housing process and procedures, challenges, policies, finance, factors influencing housing allocation and delivery were also reviewed. Empirical studies were also performed by means of questionnaires with the community and officials in the Eastern Cape Department of Human Settlements. The literature and empirical study made it possible to identify causes, challenges and impact of service delivery backlog and to recommend possible solutions for resolving service delivery backlogs. These recommendations should be of value to the department and the country as a whole. In this study research methodology was focused on the research design, target population of study, sampling design and procedures, data collection instrument, data collection procedures, data presentation, analysis and interpretation. The major findings were identified in the study such as poor workmanship, delays in procurement processes, illegal acts, vandalism, poor planning, finance, project management and quality assurance. The study also offers recommendations such as revising procurement policy, source more funds from National, employ more qualified staff, involve community and all stakeholders in decision making in order to address the service delivery backlog successfully .All kinds of approaches that the government needs to employ in order to also improve its performance of delivering service to the public in South Africa were determined.

Loosely defined as “political units or instruments constituted by law (the peculiar or unique characteristics of which is their subordinate status to the central government) which have substantial control over local affairs and likewise have the power to tax” (Nyalunga, 2006: 15), local governments, and municipalities in particular, have been in existence since the early history of Anglo-Saxon England (post 1870). As political units, local governments have defined areas, defined populations, organised administrative structures and the authority to undertake and the power to carry out public activities within such defined areas (Nyulunga, 2006: 15). In the three-tiered form of government that is dominant world-wide, local government is the lowest sphere of government and, as such, “is often the first point of contact between an individual and a government institution” (Thornhill, 2008: 492). Although a number of different forms and structures of local government exist in the world, as it evolved, three critical matters defined the nature of local government in any particular country. Firstly, local government is defined by the extent of local self-government. Secondly, it is the autonomy and discretionary powers of the municipality and, thirdly, it is the extent to which the municipality is a momentous force in the lives of the people within a given area (Nyulunga, 2006: 16). Therefore, a consideration if these three defining factors provide clarity in terms of the nature of local government in a particular country. Due to the form of the South African state, which is a unitary state, South Africa established a system of local government aimed at governing various areas throughout the country. For the greater part of the country‟s history prior the 1994 democratic elections, what distinguished the South African local government system from the rest of the world was its relationship with the people it sought to govern. While in the majority of cases around the world municipalities were concerned with the welfare of all their citizens, in South Africa, the successive apartheid regimes worked tirelessly at the adoption and systematic enforcement of draconian policies that effectively brought misery to the majority of the South African population. Pieces of legislation, such as the various Natives Acts, the Reservation of Separate Amenities Act, and the Group Areas Act, implemented through local government – the form of government closest to the people – ensured that South Africa experienced gross human rights violations, the economic exclusion of the majority of the populace, separate and unequal development and, in effect, an absolute monopoly of social, economic and political power by the white minority (Landsberg and Mackay, 2006: 1). Given the immediate impact municipal policies had on the people they sought to govern - this as a direct result of the proximity of this sphere of government to the people - it is not surprising that this level of government was the first casualty in the apartheid resistance campaign led by various liberation movements in the country. With systematic protests against various local government actions, coupled with boycotts of municipal rates and taxes, local government increasingly became detached from the population it served and consequently, was rendered dysfunctional. The election of F.W. De Klerk as the president of South Africa in 1989 proved to be a turning point in the historical trajectory of the country. Understanding the deleterious effects that the repressive policies had on the country‟s social structure, both economically and politically, De Klerk embarked on a road less travelled by opening channels for negotiation between government (and by extension the National Party) and the liberation movements in the country (particularly the African National Congress). As such, from 1990, various political organisations, such as the African National Congress (ANC), the Pan Africanist Congress (PAC), the South African Communist Party (SACP) and the Inkatha Freedom Party (IFP) among others, which had, for many years, been banned on the basis of them being seen as terrorist organisations, were unbanned. This was accompanied by the unconditional release of political prisoners, including South Africa‟s first democratically elected President, Nelson Rolihlahla Mandela. One of the key outcomes of the negotiations that took place in the early 1990s was the development of the Interim, or Transitional, Constitution, Act 200 of 1993. This was an important document in that it provided a „historic bridge‟ between the apartheid state and the democratic dispensation that millions of South Africans aspired to. Additionally, this document provided a framework for the continued governance of South Africa pending the country‟s first democratic elections. The continued governance that the Interim Constitution provided for meant balancing human rights and the continued existence of the state and/or government. This was an important matter, particularly for local government, in that “a fragmented and incoherent range of local authorities cannot be transformed in one process as the negotiators for a democratic system of government wanted to ensure continuity in service provision” (Thornhill, 2008: 494). The temporal reprieve provided by the Interim Constitution allowed the negotiators to deal with the details of what would be the post-apartheid local government system of South Africa. The democratic government that emerged after the watershed event of 1994, under the stewardship of Nelson Mandela, had the immediate task of dismantling the apartheid legacy that had defined the country for many years and moving the country closer to achieving the democratic promise of a better life for all citizens. Practically, and importantly for the transformation of local government, this meant instilling democratic values and principles that would ensure that local government was responsive to the needs of the people and that it remained accountable to the electorate (the Presidency, 2003: 11). The ideal of the incoming democratic government was to transform this sphere of government into one that would ensure inclusive growth and development and equitable redistribution of the wealth of the country such that all people would have equal opportunity for a better life. It is important to note that the elections that were held on 27 April 1994 were only national and provincial elections. Local government elections could not be held at this point, simply because the new constitutional dispensation had not been finalised (Thornhill, 2008: 495). All parties to the negotiations agreed that the process of finalising the Constitution would be done through a democratically elected Constitutional Assembly. It was only after the Constitution of the Republic of South Africa, Act 108 of 1996 (the Constitution), was finalised, that the first local government elections could be held.

Information Communication Technology (ICT) has become an integral part of conducting business within enterprises including the local government. Local government relies on the use of ICT to ensure that its objectives and goals are accomplished. The effective use of ICT within the context of local government is fundamental for the support, sustainability and growth of municipalities. Benefits associated with the effective use of ICT in local government include but are not limited to accelerated service delivery, efficiency and accountability. While these benefits cannot be disputed, it is important to realise that the use of ICT presents potential risks. Thus, good governance of ICT should be addressed in local government. However, in recent years, the Auditor-General of South Africa (AG) has identified lack of good governance of ICT in local government. Various issues have been identified as emanating from the lack of good governance of ICT and lack of adequate ICT risk assessment is a case in point. In an attempt to address the good governance of ICT local government, various documents have been formulated. However, none of these address how effective management of ICT risks can be achieved. As such, local government lacks the means to effectively address the management of ICT risk which is core to the good governance of ICT. Local government still requires urgent intervention with regard to addressing the activities of managing ICT risks, particularly ICT risk assessment. Moreover, it was revealed that the lack of adequate ICT skills and financial resources in local government elevates this problem. The above-mentioned problem is what has motivated this research study. This dissertation aims to produce an artefact in the form of an approach for ICT risk assessment in local government. It is believed that a customised approach to ICT risk assessment in local government will contribute towards solving the identified problem.

The study is about the Integrated Development Plan as a developmental tool for the Amahlathi municipality. The main focus of the study is to assess whether the Integrated Development Plan is used as a developmental tool in the Amahlathi municipality. Local government in South Africa has been mandated by the Constitution and other pieces of legislation like the White Paper on local government, the municipal Structures Act and the municipal Systems Act to improve the socio-economic conditions of communities to deliver services to the people and encourage communities to participate in the process of developing the Integrated Development Plan (IDP). Service delivery remains a challenge in the municipality despite the initiative of introducing the IDP to support this local municipality in fulfilling its mandate of taking services to communities. This is reflected in the municipal IDP Mayor‟s foreword where it is indicated that the infrastructure backlogs are still visible in the municipality to the extent that there are areas where there are no operations at all. Also, the report by the Co-operative Governance and Traditional Affairs in 2009 indicated that Amahlathi local municipality is among 57 municipalities in the country that have been identified as the most vulnerable and which therefore needed support for sustenance. This study details these challenges and places particular focus on the utilisation of the IDP as a developmental tool for Amahlathi Local Municipality. From the literature and responses by the respondents, it is clear that local government has to be committed to work with citizens and groups within the communities to find sustainable ways to meet their social, economic and material needs and improve their quality of life. The study is both qualitative and quantitative and questionnaires have been used as a method of collecting data. The responses and results suggested that the community members in the Amahlathi municipality were aware of the existence of the IDP. However, a lot of work still has to be done to ensure that there is development in the communities.

It is the objective of this treatise to highlight and demonstrate the role that can be played by Traditional Leadership Institutions in the development of their communities, demonstrate and advance the extent to which they can enhance their image and restore their dignity by embarking on community development projects that will improve the quality of life of their subjects in their jurisdictional areas. However, as the number of Traditional Leadership Institutions that can be investigated and researched was so large, it became necessary to focus attention primarily on the Rharhabe Kingdom with its seat and headquarters at Mngqesha Great Place in King William’s Town. The Mngqesha Great Place, the seat of the Rharhabe Kingdom is a typical example of a Traditional Leadership Institution selected from the six existing Eastern Cape Provincial Kingdoms. Attention is invited to the following fields which had to be explored since they serve the basis for the evolution of Traditional Leadership Institutions in South Africa. A historical background to Traditional Leadership and Governance in South Africa and the Eastern Cape provides some key issues of governance, management and administration, position, place and status of the institution during the pre- colonial and colonial periods, the period under apartheid rule, the independence period of the former homelands of Ciskei and Transkei territories with reflections on Tribal and Regional Authorities and Local Government Bureaux. A synoptic perspective of the effect of changes on the functioning of the Institution of Traditional Leadership is provided in some detail. This part is concluded with a brief history of the Rharhabe Kingdom. An overview of Traditional Leadership and Governance in the new South Africa since 1994 to date indicates the recognition and important role that Traditional Leadership Institutions can play. In this regard, there is policy and legislation that is in place on Traditional Leadership and Governance with a clear vision for implementation. Since 1994, there are many initiatives that have been undertaken by government in creating and maintaining an enabling environment for the efficient management and administration of the institution, transfer payments for different projects like funding the building of various Great Places and Provincial Policy Initiatives on Traditional Leadership and Governance. Institutional arrangements for Traditional Leadership Institutions reflect on the hierarchy of Traditional Leadership, for example, the position of the King as head of a Regional Authority (Ikomkhulu), the Chiefs under Kings as Heads of Traditional Authorities (Inqila) and Headmen as heads of the various Administrative Areas (locations). In order to give meaning to Government’s recognition of the Institution of Traditional Leadership, to enhance the institution and give it a role at the National, Provincial and Local levels, the government has established a National and Provincial Houses of Traditional Leaders with clear roles and responsibilities and provision for accountability of Traditional Leaders and structures. Regarding the role of Traditional Leadership Institutions in Governance and Development, it is clear that over many years, these institutions performed various governance functions. The policy framework on Traditional Leadership and Governance besides legislation specifies the duties and functions of these entities. With regard to the King Sandile Development Trust and its role in community development, the research reveals visionary leadership on the part of the Kingdom, with the Trust, since its establishment in 1999 being at the centre of all development initiatives at the Great Place besides government initiatives. The King Sandile Development Trust is therefore a legal entity established and funded in terms of law. It has its constitution, vision and clear objectives, procedural arrangements on administration, management and financial arrangements. The development role of the trust is reflected in the Queen’s Programme of Action and Implementation, headed by the Queen mother, Queen Noloyiso Sandile, the wife of His Majesty King Maxhobayakhawuleza Sandile. Besides, there are established tourism chalets providing not only revenue but also employment opportunities to many local subjects of the Kingdom. Finally, the treatise concludes with some general conclusion and recommendations and challenges that demand that traditional leaders be appropriately trained, its institutions adequately resourced, appropriately run and administered based on the need to account publicly on their performance.

The importance and need for customer care is recognized in both the public and private sector. Policy documents such as Batho Pele (White Paper on Transforming Public Service Delivery 1997) have captured this. Hence citizens should be treated as customers. Each of the eight Batho Pele principles reinforces and encourages the perception of the end-users of public services as customers, rather than simply as citizens (Batho Pele Handbook, 1997:26). The Eastern Cape Department of Basic Education has experienced challenges which include the malfunctioning of the school nutrition programme, unpaid service providers and unpaid benefits to its employees. These challenges highlight the need for customer care in the provision of these services. This study evaluated the role of the Customer Care Unit in the Department of Basic Education in the Eastern Cape. Interviews and complaints data base were used in the data collection process. The study found that factors influencing the functioning of the Customer Care Unit include, among others, limited collaboration between the Customer Care Unit and the Head Office of the Eastern Cape Department of Basic Education; limited awareness of the existence of the Customer Care Unit; and a shortage of staff and financial resources. The study recommends that Management should support the Unit by, among others, appointing and training adequate staff, raising awareness regarding the Unit and providing financial, technological and physical resources for the Unit.