Orientador: Francisco Luiz Corsi / Banca: José Gilberto de Souza / Banca: Miriam Cláudia Lourenção Simonetti / Banca: Paulo Henrique Martinez / Banca: José Marangoni de Camargo / Resumo: As agências reguladoras são consequências da Reforma do Estado realizada nos anos 1990 e de acordo com seus formuladores elas possuem a função de estabelecer regras e fiscalizar serviços e atividades econômicas que não mais seriam exercidas exclusivamente pelo Estado. Nesse contexto foi formulada a Agência Nacional de Águas (ANA), vinculada ao Ministério do Meio Ambiente e estabelecida através da lei 9.984 de julho de 2000. A criação de uma agência reguladora para o setor de águas, que passou ser a responsável pelas concessões de outorga e por coordenar a cobrança pelo uso da água em âmbito federal, complementou a lei 9.433/97 que estabeleceu a Política Nacional de Recursos Hídricos (PNRH). Assim, nosso objetivo geral é analisar a atuação da ANA frente aos diversos interesses que surgem em torno do controle dos recursos hídricos e entender qual seu papel diante dos conflitos que emanam dos usos múltiplos da água, para em seguida questionar qual sua real independência em relação às pressões e interesses a que ela está suscetível. A água é cada vez mais um recurso indispensável para os processos de acumulação e reprodução do capital, seja em setores usuários industriais, agrícolas, serviços, mineração ou geração de energia. Dessa maneira, a intenção aqui foi demonstrar que o regime regulatório do setor de recursos hídricos, ao atuar no sentido de tentar impor uma política hegemônica que trata a água em grande medida como um recurso econômico a ser gerido de forma instrumental, ... (Resumo completo, clicar acesso eletrônico abaixo) / Doutor

The South African public sector is important for the sustainable growth and development of the country. One of its major responsibilities is to ensure that all citizens have access to and receive the services they need. The manner in which public sector institutions are structured has an impact on the delivery of effective and efficient services to citizens.Achieving a high degree of productivity is an important objective of public service organisations across the world given the pressure to deliver quality public goods and services within the limits of ever-increasing resource constraints. The South African Public Service is no exception to this global phenomenon. The focus on the public service is therefore continuously to improve performance to meet citizens’ needs. Where as performance is directed at measuring outputs achieved, productivity goes an important step further by measuring the relationship between the resources used to achieve outputs. The focus of this study is the analysis of change and transformation strategies in the Department of Home Affairs, Province of the Eastern Cape. The primary purpose was to assess the current state of service delivery in the Department of Home Affairs and to ascertain how continuous monitoring and evaluation could be factored in to enhance the delivery of services. The target population was the employees and clients of the Department of Home Affairs. Employees were selected randomly and asked to participate in the study. The sample was a convenient-purposive sampling and a quantitative research questionnaire was used.

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.

published_or_final_version / Public Administration / Master / Master of Public Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Public Administration / Master / Master of Public Administration

Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2005. / Public sector reform in South Africa became a reality with the change in political dispensations in 1994. In South Africa the transformation of the public sector became critical in order to provide for a better life for all. This required regulatory frameworks that could establish good governance and a holistic transformation of the public sector. Similar, to other countries financial management reform became critical to establish high performance public sector institutions, but specific to South Africa, to support equity in society. In this study the assumption is made that Internal Audit has a critical role toward the supply chain management framework, especially in relation to the two broad underlying motivations for procurement reform in South Africa. These are good governance and preferential procurement toward socio-economic empowerment. Both Internal Audit and supply chain management are private sector management methodology that forms part of the financial management reform of the public sector.

published_or_final_version / abstract / Politics and Public Administration / Doctoral / Doctor of Philosophy

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management (in the field of Public and Development Management), 2016 / Every organisation has a good or bad culture. One of the key factors in stable institutions is culture within organisation which plays a critical role in organisational operations. Culture affects most aspects of the organisations' planned life, such as how decisions would be made, who would make them, how would people be treated and how the entity would respond to its environment. This research report examines the nature and extent of the organisational culture, and the link between the organisational culture, leadership and problem solving practices within the National Prosecuting Authority (NPA). The report presents with the assumptions and ideological influences contained in the public sector reform, which remained entrenched by its legacy systems. This study has revealed that there is a lack of congruence between the organisational culture, leadership and problem solving practices in the NPA. The observed incongruence may inhibit performance and unconsciously remain the barrier of the effectiveness of the reformed institutions. The study concludes that the organisational culture should be one of inclusiveness, participation in decision making, and acquisition of new knowledge and skills which is more aligned to the reformed state institutions expectations. It is recommended that all organisations should diagnose desired organisational culture in order to establish gaps between current and future organisational culture. / XL2018

Thesis (M. Admin.) -- University of Limpopo, 2000 / Refer to document