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The development of universities of technology in the higher education landscape in South AfricaPerumal, Richard Isiah January 2010 (has links)
Submitted in fulfillment of the requirements for the degree of Doctor of Technology: Human Resources Management, Durban University of Technology, 2010. / To face the challenges of the 21st century, institutions need to address problems experienced by the modern world. The nature of modern work is changing and continually increasing, with knowledge, information and education. As we move further into the information and knowledge age, the workforce will require sophisticated education and training to sustain competitiveness and responsible development. In response to this challenge the DOE restructured Higher Education to make it relevant to the needs of society and industry.
In terms of the National Plan Higher Education (2001) many Technikons were either converted to Universities of Technology (UOT) or merged into universities and became Comprehensive Universities. The Traditional University made up the third type of university. As a result three distinct types of institutions emerged, namely UOTs, Comprehensive Universities and Traditional Universities. In this configuration previous Technikons were reclassified as a UOTs and were able to offer degrees also. This research studied the development of UoTs and its evolution to “University” status. After being classified as Universities of Technology, it soon became clear that these universities lacked a philosophy. Its attributes were not clearly formulated by the DOE. It was left largely to the UoTs in South Africa to develop a set of attributes.
This study developed an underlying philosophy, attributes, and performance indicators to guide the strategic direction and development of UoTs in creating a unique personality for itself. Five universities were studied in UK, Germany and Switzerland to develop a set of characteristics/attributes and performance indicators that can be adopted in South Africa. Five local UoTs were also studied, together with the South African Technological Network in building a set of common attributes. A Balanced Score Card was designed as a management model. Each attribute was linked to drivers and each driver was linked to performance indicators. The model included the various perspectives and components, which illustrated the interaction and cause and effect relationships. The philosophy of a Learning Organisation was adopted and its principals underpinned the interaction and relationships. This model will ensure that South African UoTs are able to comply with both national and international benchmarks.
UoTs pride themselves by ensuring that they produce and apply knowledge to solve real world problems. These universities see themselves as part of the greater society and therefore partnerships are critical to its functioning. Technology transfer and leadership in technology is a key strategic goal in determining its unique position in the Higher Education landscape. The Balanced Score Card was used to develop a management model which is a tool in establishing a UoT with benchmarks, performance indicators and drivers.
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A critical assessment of the provincial intervention outcomes in Makana Local Municipality in the Eastern Cape Province (2012-2014)Teyisi, Zolani January 2016 (has links)
This research conducts a Critical Assessment of the Provincial Intervention Outcomes in Makana Local Municipality in the Eastern Cape Province (2012-2014) with the overriding objectives to identify factors which cause unsuccessful Provincial intervention on local government affairs and measure the extent to which these factors played a role in the intervention in Makana Local Municipality and assess the outcomes of Provincial intervention in Makana Local Municipality. The entire research process was guided by the above research objectives and questions that strive to assess the outcomes of Provincial intervention in Makana. The study involved a qualitative research approach: conducting interviews and reviewing the Provincial Strategic Plans 2014, Financial Recover Plans 2014, Makana Annual Financial Statement 2015, Makana Budget Analysis 2014 and the Auditor Generals 2014/15 annual report on Makana. The study identified and defined challenges (factors) that contribute to poor outcomes in Provincial interventions and further identified success factors of Provincial intervention. The extent to which these factors played a role in Makana were then measured, and finally, the outcomes of Provincial intervention in Makana Local Municipality were assessed. The findings of the study indicate that the intervention in Makana Local Municipality has produced stability in the municipality and resulted in a degree of successful outcomes. However, there are priority areas that the municipality still needs to work on in order to make certain that the Makana Local Municipality is fully functional in all the areas that have been identified as priority areas of intervention. The study establish that there are many factors that may lead to Provincial interventions failing in Local government, such as lack of monitoring and evaluation during intervention, lack of commitment by the Province, political interferences and lack of budget or funds to implement the strategic plans. These factors can be prevented in order to assure that Provincial intervention in Local government is successful. The study reveals that proper intervention plans, effective implementations of the strategic plans, coordination and communication between municipal Council, Province and municipal officials, monitoring and evaluation during and after intervention can assist the Province to detect whether the interventions are to be successful. Lastly, the study makes recommendations for both Provincial and Local government.
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A critical assessment of the Eastern Cape Provincial Government intervention in dysfunctional municipalities : a case study of Sundays River Valley Local MunicipalityNjikelana, Vuyo Mxolisi January 2016 (has links)
The research seeks to assess the effectiveness of the provincial intervention in accordance with section 139 of the Constitution, 1996 in dysfunctional municipalities in the Eastern Cape as a viable instrument vis-à-vis the implementation of the continuous support in terms of section 154 of the same Constitution. Both sections are legislative obligations on the part of the national and provincial spheres of government. The two sections are legal instruments of monitoring and support and their implementation in municipalities by the then Department of Local Government and Traditional Affairs (now known as Department of Cooperative Governance and Traditional Affairs) in the Eastern Cape is the focus of the study. However, the two instruments are not achieving their objectives as more municipalities continue remaining dysfunctional despite provincial interventions. The government set out a broad vision of developmental local government. This is essentially a vision that calls on municipalities to find means of confronting the legacy of underdevelopment and poverty in their local areas. Whereas section 154 seeks to ensure support and strengthen capacity of municipalities, section 139 presupposes intervention in areas where a municipality has failed to perform. The latter section is usually invoked when everything else has failed by way of the continuous support provided by section 154. The study examined critical aspects on the implementation of the two instruments by DLGTA, particularly at Sundays River Valley Local Municipality. It looked at the challenges that necessitate the provincial government to intervene in dysfunctional municipalities as well as at implementation challenges. It also looked at the impact of the provincial intervention and checked on the section that is likely to make an impact between the two. In so doing, the municipal functionaries; Mayor/Speaker, Section 56 Managers, departmental officials of DLGTA and stakeholders representing citizens of Sundays River Valley were interviewed. The results of the study reflect challenges in the implementation of the two instruments by the DLGTA and it would be advisable for the DLGTA to consider the findings and recommendations in an attempt to contribute in overcoming the section 139 challenges.
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The role of inter-governmental relations in the local economic development processes of the Cacadu District MunicipalityPuwani, Linda Eric January 2012 (has links)
The primary aim of this study was to examine the role of inter-governmental relations in the local economic development processes of the Cacadu district municipality. The sample for the study was selected from Cacadu District Municipality, with five respondents participating in the survey. A qualitative methodology was used in the data collection and item analysis. This showed that the research instrument had good reliability. The literature review reveals that municipal local economic development in South Africa does not rely exclusively on competition. The Cacadu district municipality developed an inter-governmental relations policy that outlines the inter-governmental system and structures that need to be established in the district. In terms of this policy, a number of inter-governmental structures were established, ranging from the Cacadu District Mayor’s forum through Communications and AIDS structures to the Integrated Development Planning and LED Forums. Apart from the Local Economic Development (LED) forum, the findings of this study reveal that there are two further LED-related structures in the Cacadu District Municipality (CDM), namely: an operational District Support Team and a Rural Economic Development Initiative. The co-ordination takes place at the IDP forum, during the IDP processes, and at the Mayor’s and Municipal Managers’ forum. During the time of the research, the CDM was reviewing its economic growth and development strategy. The findings of the study suggest that the district is moving away from planning for isolated local economic development projects. The case study of Camdeboo Satellite Aquaculture Project (CSAP) illustrates the impact of inter-governmental relations and co-ordination in the Cacadu District Municipality. The design of the Project took place between November 2007 and June 2008.A detailed Business Plan for both farming and factory operations over a ten-year period has been compiled and subjected to a thorough evaluation by the CSAP Project Steering Committee, which includes the Industrial Development Corporation, the Development Bank of South Africa, the Eastern Cape Development Corporation and Department of Agriculture, Forestry and Fisheries – with financial support from Thina Sinako (a joint venture between the European Union and the Eastern Cape provincial Treasury).
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Assessment of the impact of intergovernmental relations (IGR) on service delivery in the Department of Cooperative Governance and Traditional Affairs (COGTA) in the Eastern Cape province (1994-2009)Feni, Dumisani Wiseman January 2010 (has links)
The Constitution Act, 108 of 1996 declares that: 'in the Republic, government is constituted as national, provincial and local spheres of government that are distinctive, interdependent and interrelated". Section 41(1)of the above Constitution further states that there shall be cooperation, mutual trust and good faith between these three spheres. They should inform and consult one another on matters of common interest, co-ordinate their legislation, and adhere to agreed procedures. In addition, it is expected that acts of Parliament should establish structures and institutions to promote and facilitate intergovernmental relations, and provide mechanism and procedures to facilitate settlement of intergovernmental disputes. In view of the above, it is evident that co-operative government can be regarded as one of the cornerstones of the new constitutional dispensation in South Africa and intergovernmental relations can be regarded as practical instrument for ensuring co-operative government in the delivery of services by the three spheres of government. The study therefore seeks to assess the impact of intergovernmental relations on service delivery in the Department of Cooperative Governance and Traditional Affairs in Eastern Cape Province from the year 1994-2009. It also attempts to show the importance of intergovernmental relations to service delivery especially in integrated development planning, co-operation and co-operation and co-ordination of policies and plans. "The assessment of the impact of intergovernmental relations on service delivey in the Department of Co-operative Governance and Traditional Affairs in the Eastern Cape Province (1994-2009)".
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The analysis of the application and implementation of public private partnerships (PPP) projects in South AfricaLewis, Claude Pierre 26 June 2015 (has links)
M.Ing. (Engineering Management) / Please refer to full text to view abstract
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“Improving the existing public sector strategic planning guidelines towards integrated provincial and local government strategic planning processes : lessons learned from Eastern Cape"Maxegwana, Malusi 03 1900 (has links)
Thesis (MPA)--Stellenbosch University, 2012. / ENGLISH ABSTRACT: The practice of public-sector strategic planning has gained dominance in public sector management in imitation of the concept of strategy in military science and later of the practice of strategic planning in the private sector. Its institutionalisation in the public sector should be welcomed as a positive development.
The policy and regulatory framework instils a culture of cooperative governance through the promotion of effective intra- and inter-governmental relations that assume a developmental approach to planning. It is this culture that sets parameters within which the practice of strategic planning should be managed in the public sector. Strategy alignment is critical in achieving cooperative governance in strategic planning, as is shown in this study.
The study sought to establish the extent to which the existing strategic planning guidelines could be manipulated to achieve alignment between the provincial and local spheres of government.
A qualitative study was performed. It relied on both a non-empirical literature review and an empirical investigation to generate its data. Interviews were conducted with representatives of a sample of four Provincial Departments and seven different Municipalities drawn from the three categories of Local Government, namely metropolitan, local and district Municipalities. The Eastern Cape Provincial Government structure with its composite Municipalities constituted the case selected for this study.
The study revealed that strategic planning in the province assumes different formats ranging from basic and medium-term to comprehensive and long-term, as well as sector- and project-specific strategic planning processes.
The public sector strategic processes are politically influenced, taking their tone from political directives, but driven mainly by administrators. Whereas the active participation of politicians in shaping integrated development plans (IDPs) as the principal strategic plans for Municipalities is acknowledged, the concern that politicians at a provincial level are playing a limited role in shaping Provincial Departments’ strategic plans remains relevant.
It is vital that the political governance centre in the province; namely the premier’s office, should take charge of coordinating strategic planning and should be responsible for the alignment efforts of the government structures in the province.
Strategic planning plays a significant role in defining the organisational growth path of every public-sector organisation, as well as the management of public resources, financial and non-financial.
This study advocates for learning as a central organisational value and recommends that the existing strategic-planning guidelines be improved to embody a cooperative governance approach. / AFRIKAANSE OPSOMMING: Die toonaangewende posisie wat strategiese beplanningspraktyk in die openbare sektor, binne die kader van bestuur in die openbare sektor, verwerf het, het beslag gekry weens die nabootsing van strategiese beplanningskonsepte eie aan die militêre wetenskapsmilieu. Dit is later versterk deur navolging van strategiese beplanningsmodelle uit die privaatsektor. Die institusionalisering van strategiese beplanning in die openbare sektor moet as ’n positiewe ontwikkeling verwelkom word.
Beleidstelling en ’n reguleringsraamwerk vestig ’n sterk korporatiewe verantwoordelikheidsin. Dit word bewerkstellig deur die bevordering van effektiewe intra- en interregeringsvehoudinge, wat ’n ontwikkelingsbenadering tot beplanning veronderstel. Hierdie kultuur omskryf die raamwerk vir die toepassing van strategiese beplanning in die openbare sektor. Soos hierdie ondersoek aandui, is ’n voorvereiste vir deelnemende bestuur, wanneer daar strategies beplan word, koördinering van strategie.
Die ondersoek het ten doel gehad om te bepaal tot watter mate bestaande strategiese beplanningsriglyne aangepas kon word om gerigdheid tussen provinsiale en plaaslike regeringsfere te bewerkstellig.
’n Kwalitatiewe ondersoek is gedoen, gebaseer op navorsingsdata verkry uit sowel ’n nie-empiriese literatuurstudie as ’n empiriese ondersoek. Onderhoude is gevoer met verteenwoordigers van ’n monster werknemers, saamgestel vanuit vier provinsiale departemente en sewe verskillende munisipaliteite. Die volle spektrum van plaaslike regeringsinstellings is gedek, naamlik metropolitaanse, plaaslike en distriksmunisipaliteite. Die provinsiale regeringstruktuur van die Oos-Kaap en sy saamgestelde munisipaliteitstrukture vorm die basis vir hierdie gevallestudie.
Die ondersoek het aangedui dat strategiese beplanning in hierdie provinsie verskeie vorme aanneem; dit wissel in formaat van basies en mediumtermyn tot omvattend en langtermyn, asook sektorale en projekspesifieke strategiese beplanningsprosesse.
Die strategiese proses van die openbare sektor word polities beïnvloed deur die politieke ondertoon teenwoordig in direktiewe, maar dit is hoofsaaklik administrateurs wat die agenda bepaal. Alhoewel die aktiewe betrokkenheid van politici in die daarstelling van geïntegreede ontwikkelingsplanne (GOP’s), die hoof strategiese planne vir munisipaliteite, erken word, is daar steeds rede tot kommer dat politici op provinsiale vlak slegs ’n beperkte rol vervul as dit kom by die skep van die provinsiale departemente se strategiese planne.
Dit is van kritieke belang dat die kern van politieke bestuur, naamlik die kantoor van die premier, in beheer van die koördinering van strategiese beplanning moet wees en verantwoordelikheid sal aanvaar vir die koördineringspogings van regeringstrukture in die provinsie.
Strategiese beplanning speel ’n betekenisvolle rol wanneer die organisatoriese ontwikkelingspad vir elke openbare sektor instelling uitgestippel word, asook by die bestuur van openbare bronne; sowel finansieel as nie-finansieel.
Hierdie ondersoek maak voorspraak vir die beklemtoning van kennisontwikkeling as ’n sentrale organisatoriese noodsaak en beveel aan dat bestaande strategiese beplanningsriglyne sodanig aangepas word dat dit ’n koöperatiewe bestuursplan vir beter deelnemende bestuur beliggaam.
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Public private partnerships as an alternative service delivery option : a multiple case study of the healthcare sectorHaarhoff, Kosie Jacobus 03 1900 (has links)
Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2009. / This study examines the key success factors in the Public Private Partnerships
(PPP) field in the Healthcare Sector in South Africa. It gives health departments
insight into the factors which should be considered when using PPP procurement
and when looking at possible PPP opportunities.
The development of PPP’s around the world has urged governments to look at
alternative service delivery methods because of increased pressures on government
budgets. Public Private Partnerships presents governments with a means of
generating private funds for health service delivery whilst government manages the
relationship via a negotiated PPP agreement to monitor the quality of services
rendered.
Different PPP models are applied all over the world depending on the specific needs
of countries. Different factors impact on the success of these partnerships and it is
essential that government share knowledge and best practices. The study showed
that in order for PPP’s to be successful the public institution must do its homework
thoroughly and that the legal framework should be conducive for private sector
involvement in service delivery.
The study showed that the government of a country plays a pivotal role in the PPP
process by giving the necessary political support to ensure the trust of foreign
investors. The legislative framework is a critical factor in the advancement of PPP
procurement and the allocation of risk as an important consideration when pursuing
this type of procurement.
The study examined three concluded PPP Health Sector agreements in South Africa
and looked at lessons learnt, mistakes which were made and what should be
avoided in the future. The three PPP’s in South Africa in this study were the first
though there are other health sector PPP agreements concluded. The other PPP’s
are still in the commencement stage and it is too early to make an assessment at this stage. However, the three case studies conducted give departments a clear
picture of the process, the lessons learnt and the impediments in the PPP process.
The uniqueness of the South African Health sector also prompted the Government to
look at a model which will be best suited to the local market. Best practices from
other countries provide useful information and lessons learnt from other countries
are also important in a developing PPP environment.
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A shared service centre for municipalities in the OverbergSalo, Bridget Carmen 12 1900 (has links)
Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT:
Government needs to provide a robust framework to adapt to the ever-changing
environment of those that they serve. Whether or not there are reform procedures
involved, the intended benefits depend as much on how they are implemented as on the
exact nature of the changes.
The municipalities in the Overberg face various challenges, as a result of the continually
changing environment within which local government operates. It is therefore important for
government to constantly implement new ways to improve service delivery.
Many of the municipalities in the Overberg, particularly those suffering under budget and
staff capacity pressures, are motivated to adopt new and improved ways to enhance
service delivery and to reduce costs. Municipalities in the Overberg have developed their
own ideas on how to reduce costs, save time and improve service delivery. A practical
way to address these challenges is to consider the option of shared services. This
requires different ways of operating: new skills have to be acquired and many changes in
management issues need to be addressed.
The most common reason for some of the municipalities in the Overberg to be involved in
a shared service initiative is to obtain relief from short-term budget pressures. Although
this factor is an excellent motivator, one of the major related challenges is the time
required to complete this initiative, which almost always takes more than one budget cycle.
The ability to implement any form of shared services requires organisational change,
which, in many organisations, is the most difficult challenge to confront.
For Overberg Municipalities to implement a successful shared service venture it will be
important to have a good plan that clearly describes the processes to be followed and the
different steps of how to successfully implement and set up such a shared service centre. / AFRIKAANSE OPSOMMING:
Die regering moet ‘n robuuste raamwerk daarstel om aan te pas by die ewigdurende
veranderde omgewing van diegene wie hy bedien. Of daar veranderings prosedure is of
nie, die beoogde voordele is eweveel afhanklik van hoe dit geïmplimenteer word as van
die presiese omvang van die veranderinge.
Verskeie uitdagings word deur munisipaliteite in die Overberg in die gesig gestaar as
gevolg van die ewigdurende veranderde omgewing waarin plaaslike regering opereer. Dit
is dus belangrik vir die regering om gedurig nuwe maniere te implementeer ten einde
dienslewering te verbeter.
Verskeie munisipaliteite in die Overberg, veral die wat gebuk gaan onder begroting en
personeelkapasiteitsdruk, is gemotiveerd om nuwe verbeterde maniere aan te neem om
dienslewering te verbeter en kostes te verminder. Munisipaliteite in die Overberg kom
reeds ’n geruime tyd aan met hul eie idees om kostes te verminder, tyd te bespaar en
dienslewering te verbeter.
’n Praktiese manier om hierdie uitdagings in munisipaliteite in die Overberg aan te spreek
is om die opsie van gedeelde dienste te oorweeg. Dit vereis verskillende maniere van
funksionaliteit met nuwe vaardighede wat bekom moet word en verskeie
veranderingsbestuurskwessies wat bestuur en oorkom moet word.
Die mees algemeenste rede vir sommige van die munisipaliteite in die Overberg om
betrokke te raak by ’n gedeelde diens inisiatief is die verligting van kort termyn
begrotingsdruk. Alhoewel dit ’n uitstekende motiveerder is, is een van die grootste
uitdagings in baie gevalle, die tyd wat vereis word om hierdie inisiatief, wat in die meeste
gevalle oor meer as een begrotingsiklus strek, te voltooi. Om enige vorm van gedeelde
dienste te implementeer vereis organisatoriese veranderinge wat in baie munisipaliteite die
moeilikste uitdaging is om te konfronteer.
Vir Overberg munisipaliteite, om ’n suksesvolle gedeelde dienste onderneming te begin en
te implementeer is dit belangrik om ‘n behoorlike plan op te stel wat die prosesse wat
gevolg moet word en die verskillende stappe aandui.
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Developmental local government and the role that public private partnerships can play in achieving this in the Breede River/Winelands MunicipalityEverson, Anton W. J. 12 1900 (has links)
Thesis (MPA)--University of Stellenbosch, 2005. / ENGLISH ABSTRACT: This thesis analyse the new trend of governance and
management, introduced in the public sector abroad and now
for the past couple of years in South Africa.
The research further explores issues affecting public
service delivery in general and then concludes by exploring
local government in the Boland area in the Western Cape.
The development role of government, and especially local
government in South Africa necessitates alternative methods
of service delivery, funding and skills transfer. The
performance in developing countries as far as service
delivery is concerned is hampered due to many constraints,
of which unemployment and poverty are two most important
ones.
The literature review has explored the role New Public
Management can play in achieving sustainable local
government and further reviews developmental local
government in South Africa. Public-private partnerships as a
means of service delivery have also been dealt with in the
literature review.
The case study focuses on a municipality in the Western
Cape, Boland region, the Breede River/Winelands Municipality
and its demographic, employment and affordability status. It
further highlights the investigations done to determine
using alternative measures to render services and for
partnerships. The current public-private partnership that is
in place is also evaluated and elaborated on. If the
municipality do not use alternative sources to generate
income, create jobs and render services, be it due to outsourcing or partnerships, the municipality will not be
able to deliver affordable services and meet its obligation
to render sustainable services in the area. / AFRIKAANSE OPSOMMING: Die navorsing
dienslewering in
ondersoek verder aspekte wat openbare
en sluitdan af deur n
Opsomming
Die tesis analiseer die nuwe tendense van regeer en bestuur,
wat in die publieke sektor internasionaal, en nou ook vir
die afgelope aantal jare in Suid-Afrika toegepas word.
die geheel raak,
ondersoek na plaaslike regering binne die Boland area, in
die Wes-Kaap. Die ontwikkelings rol van regering, en in besonder plaaslike
regering in Suid-Afrika noodsaak alternatiewe metodes van
dienslewering, befondsing en die oordra van vaardighede. Die
prestasie binne ontwikkelende lande sover dit dienslewering
betref, word belemmer deur te veel struikelblokke, waarvan
werkloosheid en armoede twee van die belangrikste is.
Die li teratuur studie ondersoek die rol wat nuwe publieke
bestuur (New Public Management) kan vervul om volhoubare
plaaslike regering te verseker. Verder ondersoek ditook
ontwikkelende plaaslike regering in Suid-Afrika. Publieke
privaat vennootskappe (public-private partnerships as n
middelom munisipale dienste te lewer was ook ondersoek.
Die gevalle
Munisipaliteit.
area in die
studie fokus op die Breërivier/Wynland
Die munisipali tei t is geleë in die Boland
Wes-Kaap. Sy ligging, werkgeleenthede en
bekostigbaarheids aspekte word ook ontleed. Die ondersoeke
wat gedoen is om alternatiewe metodes en bronne vir
dienslewering te bepaal, wat vennootskappe ins lui t, is ook
hierin vervat. Die publieke privaat vennootskap wat tans
bestaan binne die munisipaliteit, word ook op uitgewei. Indien die munisipaliteit nie alternatiewe bronne vind om
inkomste te genereer, werkgeleenthede te skep en diens te
lewer nie, hetsy deur privatisering of vennootskappe, sal
die munisipaliteit nie daarin slaag om bekostigbare diens te
lewer en dienste te verskaf nie. Die munisipaliteit sal dan
ook nie sy verpligting om volhoubare dienslewering binne sy
regsgebied te verseker en ook nie sy verpligting om
volhoubare plaaslike regering daar te stel, kan nakom nie.
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