Agriculture plays an important role in the economy of every nation. Most countries depend on agriculture and other industries to survive. Economies around the world experience difficulties. There are many countries that have the potential to stimulate their economic growth through agriculture. The untapped resources have the potential of providing food, jobs and increased financial stability. Many countries utilise their agricultural sector to grow their economy. The growth of unemployment in South Africa has a big impact on our economy. This has caused an increase in poverty and unemployment (Ukpere & Slabbert, 2009). Women’s role in agriculture and food security is critical, but there is still lack of visibility regarding their participation and contribution in agriculture and development in general. This has led to two forms of agriculture in South Africa; so-called subsistence farming in the communal areas and white commercial farming (Kwa, 2001). Most emerging farmers are on communal land where they share decisions and ownership is unsecured, which discourages investment and limits productivity (Farmer's weekly, 2012). The main objective of the research was to determine if the women in the Tsitsikamma (Eastern Cape, South Africa), area have knowledge and strategies to manage their agribusiness in order to create an enabling environment and be competitive in their farming businesses. The qualitative method was used to answer questions in order to understand people’s perceptions, perspectives and understanding of particular situations. It is based on the belief that the researcher’s ability to interpret and make sense of what he or she sees is critical for an understanding of any social phenomenon. In seeking to create an enabling environment, a qualitative analysis investigated this particular situation. The sample consisted of 25 out of a possible 30 women in the agriculture industry. A structured questionnaire was used and interviews were conducted with women involved in agriculture regardless of owning a farm. This study was based in the farming industry, particular farm women who are interested or involved in agribusiness in the Tsitsikamma region. The results of the questionnaire revealed key findings, which enabled the researcher to draw meaningful conclusions and recommendations. The findings have suggested that the women farmers can overcome the identified constraints affecting the opportunities to grow their farming businesses. Further empirical results indicated that they do not have any strategies in running their farming businesses. The study also highlights areas in agribusiness that should be improved.

South Africa possesses a highly fragmented health system with wide disparities in health spending and inequitable distribution of both health care professionals and resources. The national health system (NHI) of South Africa consists of a large public sector and small private sectors which are overused and under resourced and a smaller private sector which is underused and over resourced. In broad terms, the NHI promises a health care system in which everyone, regardless of income level, can access decent health services at a cost that is affordable to them and to the country as a whole. The relevance of this study is to contribute to the NHI debate while simultaneously providing insights from other countries which have implemented national health care systems. As such, the South African government can then appropriately implement as well as finance the new NHI system specific to South Africa’s current socio-economic status. The objective of this study was to examine health care financing models in different countries in order to draw lessons for South Africa when implementing the NHI. A case study was conducted by examining ten countries with a national health insurance system, in order to evaluate the health financing models in each country. The following specific objectives are pursued: firstly, to review the current health management system and the policy proposed for NHI; secondly, to examine health financing models in a selected number of countries around the world and lastly to draw lessons to inform the South African NHI policy debate. The main findings were firstly, wealthier nations tend to have a much healthier population; this is the result of these developed countries investing significantly in their public health sectors. Secondly, the governments in developing nations allocate a smaller percentage of their GDP and government expenditure on health care. Lastly, South Africa is classified as an upper middle income developing country; however, the health status of South Africans mirrors that of countries which perform worse than South Africa on health matters. In other words the health care in South Africa is not operating at the standard it should be given the resources South Africa possesses. The cause of this may be attributed to South Africa being stuck in what is referred to as the “middle income trap” amongst other reasons.

The World Health Organisation (WHO) declared tuberculosis (TB) a global emergency, and this infectious disease remains a health threat by being the leading cause of death amongst adults (Naidoo, Dick & Cooper, 2008:55). In 2005, South Africa was ranked seventh in the world for having the highest TB rate and the lowest TB success rate in the world. As a professional nurse involved in the tuberculosis programme at a clinic in the Nelson Mandela Bay Municipality at local government level for approximately three years, the researcher observed that the morale of professional nurses who provide TB services appeared to be low. They also appeared to be frustrated because they feel that they are not winning the battle with regard to the TB epidemic in their communities irrespective of their efforts to try and curb the spread of the disease. The extent of the workload per person also appeared to add to the low morale and frustration of the professional nurses rendering TB health services because they feel that they are unable to manage everything. The objectives of the study were therefore to explore and describe how professional nurses experienced the management of health services being rendered to TB patients in Sub district B of the Nelson Mandela Bay Municipality (NMBM) in order to make recommendations that could be used by the district manager to address the research findings. The research study was based on a qualitative, explorative, descriptive and contextual research design. The research population consisted of all professional nurses who worked in the TB services of Sub district B. Non-probability, purposive sampling was used to select the participants for the study. Seven in-depth and three follow-up interviews were conducted before data saturation was achieved. The data gathered during the interview process by the researcher were transcribed and coded by an independent coder using Tech’s model for data analysis. Ethical considerations were adhered to throughout the research study. The aspect of trustworthiness according to Guba’s model was implemented in the research study and included credibility, applicability, consistency and neutrality. iii One theme, two sub themes and categories were identified relating to the diverse experiences expressed by the participants relating to the management of health services being rendered to TB patients. The experiences expressed by the professional nurses included both negative and positive experiences. The negative experiences expressed by the participants were for example, a lack of resources as hampering adequate service delivery, a concern regarding the number of staff contracting TB due to a lack of infection control measures, a difference in conditions of service between the two local authorities and the DOTS supporters as being a threat to patient confidentiality. The positive experiences expressed by the participants included experiences relating to job satisfaction in rendering TB health services, the DOTS supporters as being supportive to the staff, the TB meetings serving as an appropriate platform for problem solving and the audits conducted by managers as being remedial. The study concludes with recommendations made with regard to the areas of nursing practice, education and research.

One of the key challenges that continue to confront governments, worldwide, with regard to development management, other than the obvious limited resources to meet the overwhelming and competing needs of the constituencies, is the efficiency and effectiveness of the state machinery. Within state machinery itself the major issue that is viewed as a primary shortcoming is the process of translating sound development policies into implementable programmes and projects. Within the processes of policy implementation the key weaknesses appear to lie on planning processes. As such, governments continue to cite poor alignment between policies, plans and priorities across various spheres of government, a challenge that manifests itself in a lack of integrated service delivery, duplication in application of resources and efforts, lack of sustainability of development initiatives, slow pace and poor quality of services provided to communities. This study was aimed at evaluating the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the Provincial Growth and Development Plan (PGDP): 2004-2014. The main objectives of the study were to gain insight into the nature and extent of alignment between the Strategic Performance Plans of selected Eastern Cape provincial government departments and the PGDP objectives, indicators and targets; identify the new service delivery mechanisms, policies, procedures and change management plans that have been introduced, if any, to ensure the successful implementation of the PGDP programmes; and indentify risks and challenges that pose a threat to the successful implementation of the PGDP programmes and provide preliminary risk response strategies. Of paramount importance is that this study was not limited to assessing the nature and extent of harmony or strategic fit between a macro-provincial plan, known as the PGDP, and sector specific plans, called Strategic Performance Plans, but it sought to determine the bases of alignment, where it exists, and sources of misalignment where planning disjuncture are found. To this end, the study was intended to generate a conceptual framework for assessing alignment of plans within public institutions across all levels of government. Ten provincial government departments drawn from the four provincial administrative clusters that feed their work into, and hence accountable to various Cabinet Committees and, ultimately, Cabinet, participated in the study. Key issues that emerged, and remained unresolved, during the direct engagement of provincial government departments were consolidated and verified, later on, with the public entity that supports the Office of the Premier on matters of macro-policy and strategy development and socio-economic research, known as the Eastern Cape Socio Economic and Consultative Council (ECSECC). This study followed a qualitative research methodology approach. Strategic Performance Plans of selected provincial government departments were analysed to establish linkages with the PGDP. A standard Alignment Evaluation Matrix was utilized to provide the results of content analysis of departmental plans. This Matrix was developed based on extensive literature study conducted that yielded a working Strategic Planning Alignment Model. The results of analysis of departmental plans and the key features of the Planning Alignment Model formed the basis of engagement of selected government departments during field study. Managers and officials working in components such as Strategic Planning, Monitoring and Evaluation, Special Programmes, infrastructure Planning, Demand Management and Research, Budget Planning and Control, Municipal Support, Geographic Information Systems and Spatial Planning, participated in the focus groupdiscussions. This study revealed both positive and negative factors on how provincial government departments have, over time, attempted to give effect to the intentions of the Provincial Growth and Development Plan; 2004-2014. Firstly, the study demonstrated that the PGDP was viewed in the same light as any other planning framework generated at national and local government level, with its priorities and targets found in the same basket of policy issues that are competing for limited resources. Secondly, it was found that the PGDP has, over time, degenerated in terms of its strategic significance in the planning environment, with new priorities that have emerged at a national government level securing more attention of politicians and senior administrators at the detriment of the PGDP intentions. Political championing of the PGDP was viewed as having dwindled from one term of government to the next. As such, the PGDP was not found to be having the level of significance and traction that the regionalist-planning paradigm is beginning to suggest within the global policy development discourse. Thirdly, the study revealed that while plans of selected government departments had a sound articulation of the PGDP goals, this did not translate into well-costed operational plans with clear targets and timelines that link to the 2014 targets. Organisational structures and service delivery models of the selected government departments had not fundamentally changed since the PGDP was introduced in the Province. Incremental changes to departmental processes have been seen since the PGDP came into effect. The changes were more influenced by new priorities that emerged at national government level. As such, provincial government departments continued to be more inclined towards sector priorities which could be viewed as unfunded provincial priorities. As such, budget allocation to PGDP programmes was limited from department to department, due to competing national priorities. One argument advanced for this disjuncture in planning was that the PGDP itself should have, from time to time, been reviewed to consider priorities that might have emerged at national and local government sphere, including conditions that have changed in the socio, economic and political environments. This seemed not to have happened, despite a Planning Coordination and Monitoring Unit being established within the Office of the Premier, during PGDP inception, for this explicit purpose. Fourthly, the study noted the challenge of different planning cycles between the provincial and local government spheres, which was viewed as promoting planning disjuncture within the two spheres. This was pointed out as of critical importance in alignment since provincial government departments are expected to respond to community needs that are embodied in Integrated Development Plans of municipalities. For this vertical integration to happen, the study revealed that there has been over-reliance in inter-governmental structures which were relatively weak in various municipalities. In the same vein, horizontal integration at provincial government level seemed to be a challenge also due to the ineffectiveness of the cluster system introduced since 1999. While part of a Cluster system, and submitting plans and reports to Clusters, provincial government departments continued to work in silos. Priority setting, spatial targeting and resource allocation has remained a competency of individual provincial departments. The cluster budgeting and programme implementation envisaged in the PGDP was still to be seen, and it appeared that there was no Treasury tool to give effect to this noble intention. In fact, this intention was viewed as contradictory with the spirit of the Public Finance Management Act, 1999 that places single financial accountability on Heads of Departments, as individuals rather than a group or cluster. Fifthly, the study further revealed that the PGDP itself had design deficiencies that created a challenge for implementation, monitoring and evaluation. The PGDP was viewed as straddling between being a strategic framework that guides socio-economic planning, with a longer-term focus, and being a provincial plan. The PGDP was also found to be an all encompassing plan that contains a basket of everything that a provincial government would be expected to do. A viewpoint advanced herein regards international experience which suggests that being strategic means being selective, sorting the critical few from the important many, and giving that selection a ‘bite’ by shifting resources and demanding performance sufficient to make the desired impact. The latter was viewed as a fundamental shortcoming of the PGDP. In fact, the study revealed that some of the PGDP programmes were underway within provincial government departments even before the PGDP was formulated. Whether those programmes would serve the province achieve the few outcomes it set itself for 2014, is a matter the PGDP design could not confirm. It also transpired that a number of provincial departments were not adequately consulted during the determination of PGDP targets. Furthermore, it has emerged that the province lacks coherent competency at a level higher than provincial departments, which is capacitated with a pool of analysts possessing a deeper appreciation of various government sectors and the provincial economy. This competency would include development planners, spatial planners, sector policy analysts, researchers and other technical skills.

Thesis (M. A. (Social Work)) -- University of Limpopo, 2016 / Refer to the document

Thesis (MPA.) --University of Limpopo, 2017 / This study was undertaken to evaluate the effectiveness of the oversight role of the Portfolio Committee on Education, in determining their influence on accountability functions by the Department of Education. The overall aim is to provide an understanding into inherent challenges in the oversight role of the Portfolio Committee on Education in the Limpopo Legislature. The study further aimed to collect data on the role played by the Members of the Education Portfolio Committee on how they exercise their oversight role in ensuring that the Department of Basic Education delivers quality service to the public. As such, the study was conducted from a qualitative perspective; using interviews and documentation analysis. The results of this study indicate that although Members of the Limpopo Legislature, particularly Members of the Portfolio Committee on Education, are capacitated to conduct oversight over the Department of Basic Education, there are still gaps and challenges as far as the oversight role of Parliament is concerned. The study further reveals that the Portfolio Committee’s ineffectiveness when performing its oversight may be attributed to the Department’s lack of co-operation, submission of poor quality reports, non-compliance with rules and regulations, Public Finance Management Act (PFMA) (and other policies), deviation from the budget, unwillingness to implement the Committee’s recommendations and failure to submit required documentation to Standing Committee on Public Accounts (SCOPA) and the Auditor General’s (AG) Office. / Limpopo Legislature

Faculty of Commerce, Law and Management school of governance. Research report for the partial fulfillment of the masters of management in public policy degree 31 March 2016 / Fiscal decentralization is defined as the degree of autonomy and responsibility given to subnational governments. Fiscal decentralization looks at the assignment of functions to different levels of government and the appropriate fiscal instruments for carrying out these functions. Fiscal decentralization implies a level of autonomy given to sub-national governments. Through decentralized budgeting, local governments are tasked with the responsibility of ensuring that service delivery to communities is effective and efficient. Unfortunately the subnational spheres of government are more dependent on the national allocations as a result of a more centralized revenue collection system. The national budget is then shared vertically across the three spheres of government using the equitable share formula. The Local Government Equitable Share (LGES) is mainly allocated for the provision of basic services to local communities. The equitable share is also complemented with various conditional grants aimed at the reduction of infrastructure backlogs and other national priorities like water and electricity. However, the outcomes have been uneven across municipalities with some seen as excellent and others as dysfunctional. The South African Twenty Year Review Report indicates that challenges with the quality and functionality of municipal services in municipalities have led to backlogs and unevenness in the quality of service delivery which has contributed to deep-seated dissatisfaction in some communities, as evidenced by the steep rise in service delivery protests. This is an indication of how municipalities are not able to match the revenue they receive from the National Treasury and from collections made through rates and taxes with the amount of services expected from them. In a decentralized model of governance where national and provincial government are able to assign and delegate their responsibilities to local government, funding must then follow these functions. In doing do this will ensure that the responsibilities municipalities are tasked with are backed up by the sufficient budgets and other necessary resources from national or provincial governments. Unfortunately this is not the case in South Africa as seen in the multiplicity of ‘unfunded and underfunded mandates.” This clearly shows that the local government sphere has not been receiving sufficient revenue from the Fiscus to deal with the growing demand for services propagated by increased populations. This is a direct result of the failures of the fiscal framework that governs the allocation of funds to local government resulting in the smaller and rural municipalities being unable to deliver services to their communities. The Local Government Equitable Share formula also does not ensure equity among the citizens, hence most rural communities are still without basic services, including lack of sanitation and refuse collection in all the villages of the country. Even if the LGES was sufficient to ensure that basic services are catered for other functions of local government would not be covered and therefore compromising the principle of horizontal equity among the citizens of South Africa who are entitled to equal benefits, privileges and rights within the boundaries of the republic. / MT 2018

Thesis (Ph.D.)--University of the Witwatersrand, Faculty of Commerce, Law and Management, Wits School of Governance, 2017 / Since 1994, the new democratically elected government has embarked on a series of massive initiatives, policies and programmes to improve municipal service delivery performance. Municipalities are, however, still incapable of fulfilling their designated service delivery mandate. The preliminary study of this research discovered that the current municipal monitoring and evaluation (M&E) systems, although they are legislated to serve as an early warning system (EWS), do not have essential components of an EWS and, as a result, cannot alert key players and stakeholders of developing problematic trends in municipal service delivery processes. The research examined the extent to which the current M&E system of the City of Johannesburg contains the components of an EWS. The purpose is to design and propose a model of M&E system that can serve as an EWS and enable municipalities to receive advance information about potential problems, and then to implement the necessary corrective interventions. Using a qualitative and a casestudy methodology, data were collected through observation, interviews, focus-group discussions (FGDs) and documentary study. Root cause, thematic analysis and data categorisation were used to analyse data. The findings indicate that early warning signals exist and are noticed by some officials and staff, but no mechanism or budget exists to enable them to use the knowledge (i.e., no EWS exists). An important original finding this study makes is that one of the root causes of municipal problems is the state of alienation municipal workers and managers across race and class experience, which results in silo mentality of workers, departments and sectors, and fragmentation throughout planning, functionalities, information and knowledge, as the effects of alienation on municipal performance have not been in the local government discourse. Conceptually, it argues that the M&E concept and framework need to be re-designed to encompass and build-in the concept of EWS, and, in turn, proposes a model of proactive M&E (pM&E), i.e., an M&E system integrated with EWS components, and therefore serves as an EWS. Moreover, it also suggests that concept and approach of the Weak Signals Theory (WST) is applicable in an M&E framework, but would be hard to use in “municipal” M&E systems, for three reasons: capacity constraint, political, and the multi-sectorial nature of the municipal system. ■ ii KEY WORDS Local government, Municipal service delivery processes, Municipal service delivery challenges, Monitoring and Evaluation (M&E), pM&E (proactive M&E), eM&E (M&E system integrated with EWS components and therefore serves as an EWS), Early Warning System (EWS), Weak Signal Theory, Alienation, Alienation in local government context / GR2018

Wits School of Governance Master of Management (in the field of Public and Development Management) (50%) / The challenge of not collecting enough revenue has its origin from the apartheid regime. Today municipalities still face the same challenges without any solution. Unemployment, poverty, inaccurate billing and illegal electricity connections all pose a challenge in the local government of South Africa. The issue is that the municipalities have been following the same pattern of doing things without solving any of the problems that affect its performance. Perhaps it’s time for change? Leadership and Management are two separate concepts but they complement each other. The research suggests that for any organization to succeed there must be equal contribution from leadership and management. Municipalities operate in a dynamic environment where demand of services is high. Municipality therefore cannot adapt the same processes and expect different results. There is a need for change and balancing leadership and management will initiate that change. The balance of leadership and management begins within the municipality, where management works hand-in-hand with leadership. The municipality is dependent on the municipal revenue it receives from taxpayers. The research reveals that the ratepayers are dissatisfied with the quality of service they receive. The municipality is not motivating the communities to continue paying. Public confidence in the municipality has declined. This calls for a need for leadership to motivate communities to continue paying. The main purpose of the study is to therefore investigate the impact of balancing leadership and management in City of Tshwane. The theoretical and empirical data was analyzed to answer the questions that this study asks. The results show that there is imbalance of leadership and management in City of Tshwane. Within the municipality management is over-managing and under-leading. This demotivates the employees at City of Tshwane and ultimately production will decrease. The research suggests that in order for production to increase and municipality to improve its performance, there needs to be leadership that goes beyond managerial position. / MT 2017

A Thesis submitted to the Graduate School of Public and Development Management in fulfilment of 50 percent of the requirement for the degree of Master of Management in Public Policy University of Witwatersrand, Johannesburg March 2015 / The South African government has extended the constitutional mandate of the Auditor-general to cater specifically for performance information in the public sector, which has resulted in the rollout of a Government-wide Monitoring and Evaluation system designed to enhance efficiency, accountability and transparency in the public sector. This study investigated the capacity gaps and systems problems in the M&E systems that caused a majority of the North West provincial government departments to receive qualified opinion on performance information between 2010/11 and 2013/14 financial years. A qualitative approach was used, supported by interviews and documentary analysis to extract rich data. The capacity gaps and systems problems in the M&E systems in the provincial departments manifested themselves in the form of inadequate oversight role; poor leadership; malicious compliance; lack of approved M&E policies; lack of uniformity in M&E structure and location; lack of M&E skills, inadequate budget; lack of accountability and transparency. The overall conclusion of the study is that adequate oversight role and effective leadership, and political stability are central in the implementation process of M&E systems. Key recommendations of the study include amongst others capacitating the institutional oversight structures and leadership; approved M&E policies; streamline M&E systems; all programme managers should account for the M&E function; M&E systems should be fully resourced; and capacitate the M&E fora.