Corruption, understood as the misuse of public office for private gain, has become a matter of global concern. Numerous measures being taken, not least in South Africa, to contain its spread are increasingly regarded as attempts in "fighting corruption". The South African public sector provides the context for this study where manifestations of corrupt behaviour may be observed and analysed. Particular attention is given to the role, relevance and costs which, as this study shows, must first be calculated in monetary terms as a fiscal end in order for the task of fighting corruption to produce a sustainable impact. The national strategy developed by the South African government has been compromised by the absence of sufficient resources being committed from the national fiscus for its implementation. It is misleading to assume that new laws and tighter regulations will of themselves serve to deter corrupt practices. One notices a plethora of public administration reforms being initiated to control and prevent corruption in line with international best practice. Yet, as this study concludes, such efforts even at higher fiscal cost will not necessarily contribute to reduced corruption. No attempt should be made to create a situation of a "zero tolerance" level of corruption as this is not possible. Ultimately, the challenge for the South African public sector is to seek ways of rationalising existing resources such that a single agency led by someone with moral authority can be vested with powers to lead the fight against corruption. / Public Administration / (D. Litt. et Phil. (Public Administration)

Corruption, understood as the misuse of public office for private gain, has become a matter of global concern. Numerous measures being taken, not least in South Africa, to contain its spread are increasingly regarded as attempts in "fighting corruption". The South African public sector provides the context for this study where manifestations of corrupt behaviour may be observed and analysed. Particular attention is given to the role, relevance and costs which, as this study shows, must first be calculated in monetary terms as a fiscal end in order for the task of fighting corruption to produce a sustainable impact. The national strategy developed by the South African government has been compromised by the absence of sufficient resources being committed from the national fiscus for its implementation. It is misleading to assume that new laws and tighter regulations will of themselves serve to deter corrupt practices. One notices a plethora of public administration reforms being initiated to control and prevent corruption in line with international best practice. Yet, as this study concludes, such efforts even at higher fiscal cost will not necessarily contribute to reduced corruption. No attempt should be made to create a situation of a "zero tolerance" level of corruption as this is not possible. Ultimately, the challenge for the South African public sector is to seek ways of rationalising existing resources such that a single agency led by someone with moral authority can be vested with powers to lead the fight against corruption. / Public Administration and Management / (D. Litt. et Phil. (Public Administration)

Fraud and corruption cost South Africa billions of rand yearly. Institutions of higher learning are no less vulnerable to fraud and corruption than other organisations, but are also subject to risks that are unique to academia. The Public Finance Management Act. No.1 of 1999 requires Public entities including the councils (university or college controlling body) of public institutions of higher learning to adopt enterprise risk management, which includes a fraud and corruption risk management policy and procedures. The function of the fraud and corruption policy is to provide an objective strategy to prevent, detect and investigate any possible irregularity in order to prevent further loss in line with Corporate Governance requirements. The anti-fraud and corruption strategy measures include setting the appropriate tone by management of the institution, being proactive (fraud risk assessments), and being reactive (reporting process, investigation and taking appropriate action). The actions include disciplinary action and criminal or civil proceedings in order to recover assets lost. The procedures address the implementation of the policy. This research focused on identifying the relevant issues that could be included in the formulation of fraud and corruption risk management policies and procedures for institutions of higher learning. The research was conducted using a qualitative methodology consisting of a document analysis and interviews. It was found that, out of eleven institutions of higher learning investigated only one institution meets the criteria set out in the framework developed in the research as an assessment tool. The other institutions involved in the research did not have fraud and corruption risk management policies or procedures and therefore did not comply with the Public Finance Management Act.

Thesis (PhD (School of Public Management and Planning ))—University of Stellenbosch, 2009. / Among the multitude of problems that contemporary South Africa is faced with, is corruption. Corruption in contemporary South Africa has spread to a systemic level, as evidenced through national and international research, official government statements, and the media. The leakage of billions of Rand from government coffers to greedy individuals is alarming. Allegations of corruption are increasingly implicating top government and party officials. Some of government payrolls are invaded by ghost workers; government accounts are charged by over- and under-invoicing, phantom billing and ghost beneficiaries. Resources are diverted and leaked in the process of supply chain activities. Against these, ICTs are not well placed, despite their capabilities to counter administrative corruption. The dissertation focuses on exploring the answers to the following questions in the South African public sector. i. What is corruption and why is it still increasing, despite the availability of ICTs that can effectively assist in tracking and tracing irregularities in the financial system? ii. How sufficiently and effectively are ICTs designed to minimise susceptibility to corruption in financial transactions, HR issues, and the activities (elements) of the supply chain? iii. How cohesive and integrated are the sub-systems and systems in the anticorruption industry (organisationally, nationally and internationally) in order to close the loopholes for corruption? iv. Is there a nationally centralised database system that is used as a frame of reference in administrative decision making? v. What general problems are there in the anti-corruption system? 6 In the effort to move from the conceptual to the empirical level, these problems provide the main stimulus for exploring the status and role of information technologies in the anti-corruption system.

The South African Government in 2002 accepted the Public Service Anti-Corruption Strategy (PSACS) with the objective to reduce the manifestation of malfeasance in the public service. The PSACS identified various goals and objectives to be achieved at both the systemic and departmental levels. At the departmental level, the PSACS set out to increase the institutional capacity of departmental institutions, and encourage the management of risk and of discipline in the public service. Departments are required to establish the necessary capacity to formulate fraud prevention and anti-corruption policies, receive and manage allegations of corruption, and investigate allegations of corruption and detected risks at a preliminary level. To manage ethics departments should inter alia identify early signs of a lack of discipline, improve the accountability and capacity of managers to manage discipline, and encourage managers to act against transgressions. However, various authors have been critical of the formulation of policies and the establishment of structures as a policy response to public service corruption. In their view, such an approach often leads to a reduction in the efficiency and effectiveness of public programmes, and even creates opportunities for corruption. In response to such deficiencies, some argue that a compliance-based approach to public service malfeasance should be supplemented by a value-based approach with an emphasis on the development of internal selfcontrol of individuals, the promotion of trust among employees, and the promotion of a culture of responsibility. In this context, this researcher proposes that the promotion of an ethical culture could enhance the implementation of the PSACS. In this dissertation, this researcher set out to evaluate, among others, the ethical culture of the Department of Correctional Services (DCS). It was decided that a survey would be the most appropriate data collection method. A questionnaire was administered and the data was captured, analysed and interpreted. Various statistical tests were performed and the findings suggest inter alia that the promotion of an ethical culture coincides with lower levels of observed malfeasance. Consequently, when greater clarity of operational and ethics policies is obtained, an increase occurs in both the severity and frequency of penalties for malfeasance, and officials gain greater access to resources and time to execute their responsibilities, the level of observed malfeasance is likely to be reduced. The promotion of an ethical culture could significantly enhance the implementation of the PSACS. / Public Administration / D. Litt. et Phil. (Public Administration)

The South African Government in 2002 accepted the Public Service Anti-Corruption Strategy (PSACS) with the objective to reduce the manifestation of malfeasance in the public service. The PSACS identified various goals and objectives to be achieved at both the systemic and departmental levels. At the departmental level, the PSACS set out to increase the institutional capacity of departmental institutions, and encourage the management of risk and of discipline in the public service. Departments are required to establish the necessary capacity to formulate fraud prevention and anti-corruption policies, receive and manage allegations of corruption, and investigate allegations of corruption and detected risks at a preliminary level. To manage ethics departments should inter alia identify early signs of a lack of discipline, improve the accountability and capacity of managers to manage discipline, and encourage managers to act against transgressions. However, various authors have been critical of the formulation of policies and the establishment of structures as a policy response to public service corruption. In their view, such an approach often leads to a reduction in the efficiency and effectiveness of public programmes, and even creates opportunities for corruption. In response to such deficiencies, some argue that a compliance-based approach to public service malfeasance should be supplemented by a value-based approach with an emphasis on the development of internal selfcontrol of individuals, the promotion of trust among employees, and the promotion of a culture of responsibility. In this context, this researcher proposes that the promotion of an ethical culture could enhance the implementation of the PSACS. In this dissertation, this researcher set out to evaluate, among others, the ethical culture of the Department of Correctional Services (DCS). It was decided that a survey would be the most appropriate data collection method. A questionnaire was administered and the data was captured, analysed and interpreted. Various statistical tests were performed and the findings suggest inter alia that the promotion of an ethical culture coincides with lower levels of observed malfeasance. Consequently, when greater clarity of operational and ethics policies is obtained, an increase occurs in both the severity and frequency of penalties for malfeasance, and officials gain greater access to resources and time to execute their responsibilities, the level of observed malfeasance is likely to be reduced. The promotion of an ethical culture could significantly enhance the implementation of the PSACS. / Public Administration and Management / D. Litt. et Phil. (Public Administration)