A research report submitted to the faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfillment of the requirements for the degree of Masters of Management (in the field of Public and Development Management) 30 March 2017 / This study explored the poor implementation of the Performance Management System (PMS) in Dihlabeng Local Municipality, with the objective of understanding the performance management concept of local government, and examining the challenges of poor service delivery faced by Dihlabeng Local Municipality. The findings of this study are important in that these will provide recommendations regarding the most appropriate processes to be considered in improving the poor implementation of PMS in Dihlabeng Local Municipality. The findings will also provide background information that traces back to the initial intention of introducing PMS for South African municipalities. A mixed approach was used. Officials and Councillors of Dihlabeng Local Municipality were surveyed and interviewed on their views on the implementation of PMS in Dihlabeng Local Municipality. Theories of PMS were discussed, which enriched and broadened the study. Following the analysis and interpretation of the findings, it was clear that the lack of support from senior management in employees’ initiatives was contributing to the poor implementation of PMS. The establishment of a conducive working environment was deemed crucial in mobilizing all employees to work towards realizing the organizational objectives. Other strategies identified in the study can assist to improve the implementation of PMS in Dihlabeng Local Municipality, and the findings can be replicated in other municipalities that have similar challenges of poor implementation of PMS. / MT2017

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 specialising in Innovation Studies Johannesburg, 2015 / It has been stated in literature on National Systems of Innovation, growth theory and competitive advantage, that there has been an emergence of a consensus on the impact of technology on economic prosperity and competitiveness. The systems approach, with its emphasis on knowledge, learning and institutions has stressed the need for institutional change and greater integration between technology policy, industrial policy, and other aspects of public policy. There is also a need for greater coordination and integration between technology and industrial policy, and of employment and income distribution policies on each other. The ability of the government (policy makers and implementers) to achieve this intergration and coherence is key in ensuring achievement of the goals. The study assessed and evaluated the processes set up by the South African government to achieve coherence in the formulation and implementation processes. Research Questions:  Does coherence exist between the Innovation and Industrial Policy? What is the extent of the coherence?  What are the factors hindering or promoting coherence?  What is the impact of coherence or lack thereof on the achievement of goals? The methodology used in this study was document review and analysis, combined with elite interviews of senior managers in the government departments that are custodians of the policies being studied. Having coherent policies leads to achievement of set objectives and priorities. In order to achieve this coherence, there must be political leadership and commitment. It must be a general objective in all action taken by government. In South Africa, the intention is there and the structures have been set up. The evidence of Political leadership is in the Constitution, the highest law of the land. It is stipulated in the Constitution (RSA, 1996) that the policies of the government-of–the day should be executed in a cooperative manner, because in the Republic of South Africa, government is constituted as national, provincial and local spheres that are distinctive, interdependent and interrelated. The Constitution further stipulates that all spheres of government and all organs of state within each sphere must exercise their powers and perform their functions in a manner that does not encroach on the geographical, functional or institutional integrity of government in another sphere, and co-operate with one another in mutual trust and good faith. In order to manage and address the challenges of policy coherence and coordination, the South African Government has established a cluster system. These clusters are called Ministerial Clusters, which were established to foster an integrated approach to governance that is aimed at improving government planning, decision making and service delivery. The main objective is to ensure proper coordination of all government programmes at national and provincial levels. The main functions of clusters are to ensure alignment of government wide priorities; facilitate and monitor the implementation of priority programmes; and provide a consultative platform on cross-cutting priorities and matters being taken to Cabinet (SA Government, 2015). Regulations have been also put in place to foster intergovernmental relations through the Intergovernmental Relations Framework Act, Act No. 13 of 2005. Challenges of capacity and resources exist in the goverment in terms of policy coordination. Monitoring, evaluation and reporting structures have been created in the form of a ministry in the presidency, the Department of Performance Monitoring and Evaluation (DPME). This monitoring is confined to the monitoring and evaluation of the performance of the departments and the clusters against the outcomes stated in the Plan of Action. More reviews need to be undertaken by policy scholars to assess the impacts of the policies on the overall governmental goals.

Thesis presented in partial fulfilment for the degree of Master of Management (in the field of Monitoring and Evaluation) to the Faculty of Commerce, Law, and Management, University of the Witwatersrand December 2016 / The evaluation information has a critical role in informing decision making relating to implementation of the development interventions. This study is underpinned by the fact that the worth of evaluation information is determined by the extent of its influence on decision making. It is premised from the fact that there is limited utilisation of the evaluation information for decision making in the Gauteng Department of Health. Thus, the study is aimed at establishing the underlying institutional features and evaluation characteristics that serve as facilitators and/or barriers for the use of evaluation information. Past studies are reviewed to identify the knowledge gap and develop a conceptual framework to inform the research enquiry. Based on the purpose of the study and the conceptual framework, a qualitative research strategy with interpretive case study design and a purposive sample are applied to obtain in-depth description of the factors pertaining to the use of evaluation information. In addition, three research theories are employed simultaneously to understand the subject phenomenon and inform interpretation of the research findings, based on their unique concepts. The triangulation method is applied in data collection and analysis to ensure reliability and validity of the research results, with one-on-one semi-structured interviews conducted through an interview guide. The findings reveal that there are no systematic processes and procedures for identification of the users and uses of the evaluation information prior to implementation of the evaluation process. The emphasis on alignment of the evaluations to the institutional context is minimalistic in its orientation since there is little focus on the broader development agenda. There is no demonstration of facilitating inculcation of information use during the evaluation process. In general, the evaluation systems are fragmented, with no formal reward system for encouraging effective utility. The adoption and use of the evaluation findings hinges on the type of recommendations versus the institutional development agenda and capacity. There are no formal information dissemination strategies and procedures for confirming implementation of the adopted evaluation recommendations. The role of the evaluation champions is limited and thus manifested by low awareness and application of the evaluation policy framework and limited institutionalisation of the evaluation function. Last, the findings highlight key institutional features and evaluation characteristics that influence use and/or non-use of the evaluation information, which should be considered in-line with the proposed recommendations. / MT2017

Thesis - Master of Management in Public Policy. University of Witwatersrand, Wits School of Governance / Objective: In this study I deconstruct South Africa’s sanitation policy in order to understand why demand-driven service delivery (i.e. service delivery based on collective action) has failed as a tool for public policy management. The overall objective was to locate both case-specific as well as generalizable answers in the data. Method: Guided by deconstructivism and Grounded Theory Methodology this paper mapped out the South African policy landscape and proceeded to code the data collected in that exercise through three rounds of coding. Once these elements of the planning which went into the study were explained and demonstrated, the results were shared. Thereafter the details of theory-building were explained before moving on to provide a literature review to position the study. Lastly, the emergent theory was applied to the South African sanitation case as a test of usefulness. Results: The emergent codes indicated a general consensus around the idea that public policy governance is largely the responsibility of government which is seen as powerful, while individual citizens are seen as marginalized and disempowered in the course of hoping to realize their rights. Deeper analysis revealed that individual citizens are the true holders of power as they have outsourced their responsibility to participate in collective action to government, leaving government alone in the process of service delivery. Conclusion: Demand-driven service delivery fails as a tool of public policy governance where there is a misunderstanding of public policy which prevents collective action. A quasi-theory of governance as collaboration emerged as the necessary solution to this problem. / MT2017

Research Report submitted in accordance with the requirements For the degree of Master of Management (MM) in the subject Public and Development Management at University of Witwatersrand MARCH 2015 / This study evaluated the management and implementation of the National Youth Service (NYS) Programme launched in July 1997 by the Department of Public Works (DoPW) in Mpumalanga Province. It explored the implementation challenges affecting the NYS over three year period. In order to respond to the above the research applied different qualitative data collection and analytical methods. The research found implementation challenges including, a lack of NYS Implementing structure in the responsible Department, poor planning and allocation of requisite financial resources leading to delayed payment of stipend for learners plus procurement challenges. Further, the study went on evaluate outcomes of the NYS in relation to both its objectives and to the specific objectives of the implementing agent i.e., DoPW in order to thereby draw lessons learnt and best practices for management and implementation of youth development programmes. The researcher concludes by observing that the NYS programme has great potential for employment creation and skill development for the intended beneficiaries. However, the NYS implementation requires intensive planning, resource allocation, training of implementing staff and timeous payments of beneficiaries as key success factors to the programme

Thesis (M.M. (Governance and Public Leadership))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Wits School of Governance, 2017. / Former president of the movement Thabo Mbeki, in summarising what a government committed to and must do, said: “We must ensure that today is better than yesterday and that tomorrow will be better than today.” Effective leadership will play a pivotal role in ensuring that the words articulated by the previous president Mbeki is in fact realised and becomes a reality for all in South Africa. This is, equally the responsibility and mandate that all SOE’s should accept and carry out a day-to-day basis. We need leaders that are “accountable, contemplative”, who reflect and always put people and our constitutional values first. As the City of Johannesburg (COJ) embarks on a new journey by the appointments of community leaders to the boards of the SOE’s in the City Of Johannesburg (COJ). This would indeed be ground breaking and the very first in the City of Johannesburg. As South Africa continues to address the imbalances of the past, at the centre and one of the most important is housing and liveable homes for all South Africans. Therefore Community leaders appointed to the boards of the SOE’s have an important and significant role to play to not only ensure community needs are met but also the transition and transformational agenda of the city and the country as a whole is achieved. Community leaders are seen to be more in touch with their communities they serve on a day to day basis. To some they are beacon of hope and to others they are mentors and role models. They also tend to give people hope that indeed tomorrow will be better than today. The focus of the research was on one entity namely Johannesburg Social Housing Company (JOSHCO). The entity has a capital budget of 1.5 Billion Rands. The mandate of this entity is to provide social housing and to transform traditional hostel dwelling into homes. This shift from hostels to homes is a significant one and will require a life style change and will have significant impact on families and the community. There is a problem of a leadership skills gap with/among community leaders appointed to the board of Johannesburg Social Housing Company (Joshco) as a State Owned Entity in the city of Johannesburg which will be needed to achieve the strategic objectives. Community leaders bring a very different dynamic to the boards of the SOE in the city of Johannesburg. They most definitely have a voice and challenges the status quo, and their different views with a community focus. They most certainly add value to the entity and the shareholder. It is most noticeable that community leaders have a transformational style to their qualities and traits as a leader. It is on that basis the researcher will demonstrate through the theories and research that is Transformational Leadership, and their qualities thereof is what is needed in the State Owned Companies in the City Of Johannesburg. Transformational leaders would most certainly advance the call for better, effective and efficient service delivery of services in the city. The researcher has focused on Transformational leadership as the conceptual framework for the purpose of this study. The data was collected after having conducted 18 interviews with respondents. The respondents are as follows - Board members of the entity - Faith based organisation in the city of JHB - Senior Administrative staff from the City of Johannesburg - Community leader from civil society Whilst having communities leaders are part of the board of the state owned entity, certain challenges were identified through this study, namely - Lack of leadership Skills - Inductions and knowledge of the business - All community based board members should sign a code of conduct and code of ethics - The skills mix of the board must include members from different areas of business - The must be oversight responsibilities fulfilled by the board members and not operational responsibilities - Stakeholder relations and Communications - Continuous professional development The researcher has also recommended strategies for implementation on the impact on the role of community leaders in the boards of the state owned entity in the city of JHB. They are as follows: - Board member’s must be trained on areas of leadership. The leadership qualities of board member’s must be developed and enhanced -The induction program should include areas like, roles and responsibilities of directors, financial management, the PFMA, strategy and leadership. - The skills mix of the board must include members from different areas of business, that is HR, finance, technical i.e. engineering skills, Strategy and corporate governance and leadership. - The Board of JOSHCO need to be at the forefront in terms of communicating with stakeholders, i.e. communities they service, suppliers, labour unions and the staff members. The board needs to be proactive and constantly engage with communities. - The board has to set up a transformation agenda / strategy - Board members must receive continuous training and development. They should be Members of IODSA hey and must kept abreast with relevant director developments and relevant changes that directors should be appraised of. The boards of state owned entities in the City of JHB is at the epicentre of service delivery for 4.5 million citizens of JHB. They must continue to drive the transformation agenda and ensure that the strategic goals of the entity and the shareholder will be realised. Board members must be willing to serve rather than self in rich. “What counts in life is not the mere fact that we have lived. It is what difference we have made to the lives of others that will determine the significance of the life we lead “Nelson Mandela. / MT2017

Submitted in fulfilment of the requirements for the Doctor of Philosophy degree in the Faculty of Commerce, Law and Management March 2016 / The critical observation for public administration and governance in South Africa has been the relationship between senior managers and political officials since the establishment of the democratic government in the country. The first documented observation in the United States of America by Woodrow Wilson marked the launch of public administration as an independent faculty, breaking away from the political sciences. The dominant theory that characterised public administration was that there must be a clear distinction between politics and public administration. This theory suggested that politics had nothing to do with public administration and, therefore, politicians should not intrude into matters of public administration. For contemporary academia, it is crucial to ask questions about the relevance of Wilson’s perspective with regard to the relationship between senior managers and political officials. Nevertheless, contemporary scholars are challenged by the emergent need to study the dual nature of public administration, suggesting that public administration should not be separated from politics, since public administration is merely the expression of the political ideology. Hence, politics and public administration should be inseparable. To refute or reaffirm these notions, this thesis explores this study by reviewing the relationship between senior public managers and political officials through analysing the politics– administration interface in South Africa between 1999 and 2009. In congruence with the main research questions of this study, the researcher utilises four pre-claims to examine the politics–administration interface and the factors that lead to strained relationships around the interface. The first pre-claim in this study examines the notion suggesting that it is the nature of the political bureau to dominate public administration. The second pre-claim examines the notion suggesting that there could be conflicting leadership styles between a political official and a senior public service official. The third pre-claim is that political officials may have a different political ideology as compared with the political ideology upheld by a senior public service official. The fourth pre-claim is that political officials or public service officials or both parties may have some disregard for documented duties and responsibilities. Consequently, this study examines the politics–administration interface in South Africa within the scope of the pre-claims as presented in the introduction to the study. The study found that the colonial legacy in the Commonwealth Nations with features of the Westminster system of governance perpetuates political bureau dominance over public administration. The study further found that it is conventionally accepted that the political bureau should provide guidance to the public administration bureau and dominate public administration which is only the expression of the prevailing political will. The researcher has examined the pre-claim of conflicting leadership styles between the elected officials and senior public servants. The study found that between 1999 and 2009 there was a transition from the collective leadership of the ruling political bureau to a closed conventional leadership system where political power was centralized in the presidency, resulting in leadership through fear and mistrust. Regarding the pre-claim on different ideologies, this study argues that public administration is the implementation of political ideologies, and public service managers are at the apex of implementing policies for the benefit of the social classes on behalf of the political bureau, which drives the ideologies of a ruling political party. Therefore, different political ideologies between the political bureau and the administration bureau may be one of the factors of a strained politics–administration interface. The study found that in cases (Buthelezi and Masetlha as well as Zille and Mgoqi) where officials from different political parties attempted to work, the arrangement resulted in a power struggle in the politics–administration interface. With regard to the pre-claim on disregard for documented rules and responsibilities, the study found that the problem in the interface is not always the neglect of documented rules and responsibilities, but rather that in some cases the documented rules and responsibilities are not always clear, resulting in grey or nondescript areas in the politics−administration interface that are ultimately claimed by the political bureau. This study has further proposed a public service governance structure with an added governance responsibility for the Public Service Commission to oversee the administration in order to distance the political bureau from public administration operations and direct engagement with senior public servants, such as the directors-general. / MT 2018

Thesis (M.M. (Public and Development Management))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Wits School of Governance, 2017. / The aim of this study is to identify the main reasons for why there is poor leadership and poor service delivery in the Emalahleni Local Municipality. The study undertook a comprehensive review of related literature in order to enhance the knowledge gap within the concept of leadership and governance. This research adopted the qualitative research method as the research study deals with real-life social issues which involve the employees of Emalahleni Local Municipality and the residents of Emalahleni itself. Face-to-face interviews were conducted both in the Emalahleni Local Municipality and Emalahleni area to collect credible data for the study. In addition, the sample size considered for this study was ten participants who were interviewed for the study, five employees from the Emalahleni Local Municipality and five residents from the Emalahleni area. The findings derived from the data collected reveal that the Emalahleni Local Municipality is struggling to provide good services to its citizens due to the poor leadership within the municipality. In addition, the employees of Emalahleni are not performing well in their respective jobs due to insufficient training and the fact that not everyone working for the municipality is employed based on merit, which contributes to a lack of capacity and poor service delivery. The researcher makes recommendations which include appointing employees with the right skills and knowledge, developing and improving on the training programmes that already exist within the municipality, following the right leadership style to change and develop the municipality, and electing leaders who have the interests of the people at heart. / MT2017

A research report submitted to the Faculty of Management, University of the Witwatersrand, in 50% fulfillment of the requirements for the degree of Master of Management in Public Policy. June, 2017 / The notion of good governance in municipalities has gained prominence in the discourse around the performance of local government which is at the coal face of service delivery. The study aimed to explore the governance practices prevalent in Westonaria Local Municipality by examining how the rule of law is maintained through the enforcement of policies and by-laws in the municipality; how the executive is held to account for performance by the Council and the extent to which the community is involved in the affairs of the municipality. The study sought to understand the governance challenges experienced in the municipality that contribute to poor audit outcomes and to propose recommendations for improvement. The study found that human and financial resource constraints affect municipal performance. Furthermore, the study established that effective oversight by council and enforcement of consequence management by management are necessary in fostering good governance in the municipality. / MT2017

A research report submitted to the Faculty of Management, University of the Witwatersrand, in 50 per cent fulfilment of the requirements for the degree of Master of Management (in the field of Public and Development Management) February 2017 / This study examines legislative oversight practice within the Limpopo Legislature (subnational government) in South Arica, over a specific historic period. Legislative oversight and executive accountability are constitutionally mandated responsibilities. This study is focused on the fourth term (2009-2014) of the government of Limpopo, when financial management and policy implementation challenges resulted in five departments being placed under national administration. Semi-structured interviews and document analysis was utilised to understand the practice of legislative oversight and explore the challenges embedded in securing executive accountability. Drawing on the literature, a conceptual framework was used to guide the process for establishing the areas for detailed exploration. These included the legal and institutional framework for oversight; the capacity availed and utilised for oversight; and the informal institutional incentives and challenges that influenced the performance of oversight. The study revealed that oversight by the legislature and accountability by the executive are intertwined mandates and there are numerous contingencies embedded in the relationships they embody. The manner in which mandates unfold and oversight is exercised is affected by the underlying political dynamics within the dominant party. These dynamics impact on the autonomy of the legislature, shape the power relations between the executive and the legislature and creates incentives for practices that impact on legislative oversight and executive accountability. Members of the legislature were junior in party structures and did not have political authority which influenced the extent to which members of the legislature held the executive answerable as well as the extent to which the executive would account. In addition, the capacity of the institution and budget were insufficient to perform adequate oversight effectively and timeously and enable the legislature to develop into an efficient and successful institution. Furthermore, the legislature relied on the executive for information which was not always credible or reliable. This combination of factors led to oversight at times not being effective. The lessons derived from this study can be used to improve oversight effectiveness at a subnational and national governance level. However, given the role that the party plays in the governance system, there is a need for further research on party functioning, party incentives and internal democracy within the party. Key words: legislative oversight, executive accountability, parliamentary system, proportional representation, electoral system, Limpopo / MT2017