Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2009. / m-Government or mobile-Government is seen as part of e-Government and an additional channel for the delivery of public services and information to the citizen. This study critically examines and evaluates the extent to which the Provincial Government Western Cape has adopted m-Government and implemented related services. A survey conducted by Kirsten (2006) on the adoption and readiness of mobile technology by businesses in South Africa was used as the foundation of this study to determine the level of readiness in the Provincial Government Western Cape. Managers and technical staff within the Province’s information and communication technology component, the Centre for e-Innovation, were interviewed and asked to complete the survey. The study found that, although there is a relatively high degree of adoption with regard to various aspects of mobile and wireless technology, there are many obstacles and barriers that need to be overcome in order to achieve a higher level of m-Government maturity or readiness. The study makes various suggestions on how to overcome these barriers. The most important suggestion is to develop a holistic approach to the adoption of m-Government. Plans for adoption should be incremental to ensure that small victories that can be built on are achieved; the involvement of key stakeholders is also essential.

The release of ex-president Nelson Mandela on 10 February 1990, introduced transformation in South Africa. The road to transformation, in a post apartheid era, placed pressure and demands on the social work profession and the professionals. Change was inevitable (Lesnik 1997:164) while the inequities and the disparities of the past had to be eliminated and replaced with transformed services. This study explores the transformational challenges experienced in contemporary social work practice at The Department of Social Development, Johannesburg, South Africa. A non-probability sample was selected (Babbie and Mouton 2004:166). A combination of the qualitative and the quantitative approaches, with more emphasis on the quantitative approach was utilized. Questionnaires were used for data collection and analysis was done according to the framework as described by Tesch in De Vos et al., (1998:343). The transformational challenges were identified and guidelines are drafted to assist in addressing the identified challenges. / Social Work / M.Diac. (Social Work)

Thesis (MPhil)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The introduction of provinces in South Africa since 1994 has not only provided for a new level of decision making but also a change dynamic generated by the integration of different government administrations of the second tier of Government. The original integration problems of the different administrations also extended the inquiry to the importance of greater efficiency and effectiveness of the Provincial level of Government. Since the commencement of provinces many questions have been raised such as; why are provinces unable to provide the requisite services expected of them; why are provinces unable to succeed in implementation of their aims and objectives; should provinces empower rather than serve communities; should the public service be driven by mission statements and success! performance criteria rather than bureaucratic rules; should the provincial government be anticipatory i.e. strategically focused, rather than reactive and crisis management driven. Are provincial governments necessary or can the services be provided more cost effectively by privatisation. All the above questions raises the central inquiry of what structural and systemic changes are necessary to make the provincial administration more effective and efficient in delivery of services and what qualities of leadership will be necessary to enable this to happen. The study covers six chapters. In chapter one the theoretical basis is discussed in the provincial context. Chapter two is an Opportunity! Obstruction analysis of the North West Provinces and reaches the conclusion that transformation will not occur automatically and both structural and systematic changes will be required. Chapter four looks at the corporate rules of the Provincial Administration and by white papers, green papers, policy papers and regulations. Chapter five looks at the way forward. The overwhelming conclusions reached by the study is that: • Transformation would require both structural as well as systemic changes. • Leadership would need to be much more focused to succeed with transformation. • Efficiency would require a complete mindset change by civil servants. Effectiveness would require much greater co-ordination between budgeting and planning interfaced at the centre. Chapter six concludes the study by answering the hypothesis and the questions raised in the introductory chapter. / AFRIKAANSE OPSOMMING: Die instelling van nege provinsies in Suid-Afrika sedert 1994 het nie alleen 'n nuwe vlak van politieke besluitneming geskep nie, maar ook 'n nuwe veranderingsdinamika gegenereer met die integrasie van verskillende staatsadministrasies op die tweede vlak van regering. Die aanvanklike probleme met die integrasie van verskillende administrasies het ook die soeklig laat val op die noodsaaklikheid van groter effektiwiteit en doelmatigheid van die vlak van regering. Sedert die provinsies begin funksioneer het, is baie vrae oor hulle voortbestaan gevra soos byvoorbeeld: waarom slaag die provinsies nie in hulle diensleweringsfunksies nie; waarom kan die provinsies nie hulle doelwitte en doelstellings implementeer nie; moet die provinsies gemeenskappe bemagtig of dien; moet die provinsies burokratiese reels volg of uitsetgedrewe wees; moet provinsiale adrninistrasies strategies-antisiperend in hulle benadering wees of reaktiefadministratief en is provinsiale administrasies enigsinds nodig, of kan die meeste dienste meer koste-effektief geprivatiseer word? Al die bogenoemde vrae het dus die sentrale vraag laat ontstaan oor wat die strukturele en sisterniese veranderings is wat nodig sal wees om 'n provinsiale administrasie in staat te stel om te voldoen aan groter effektiwiteit en dienslewering en watter leierskapskwaliteite daaraan gekoppel kan word. Die studie ontplooi in ses hoofstukke. In hoofstuk een word die teoretiese uitgangspunte en die provinsiale konteks bespreek. Hoofstuk twee bevat 'n geleentheid-bedreigingsanalise van die Noordwes Provinsie en het tot die gevolgtrekking gekom dat verandering nie vanselfsprekend sal plaasvind nie en dat daar sisterniese en strukturele intervensies sal moet plaasvind. Hoofstuk drie fokus op die strukturele aspekte wat die gang van die Noordwes Provinsie bepaal soos dit manifesteer in onder andere alle tersaaklike wetgewing, witskrifte, groenskrifte, beleid en regulasies. Hoofstuk vier bied 'n sisterniese analise van die Noordwes Provinsiale bedeling en hoofstuk vyf beskryf die moontlike weg vorentoe. Ten slotte word daar 'n gevolgtrekking in hoofstuk ses aangebied. Die oorwoë gevolgtrekking waartoe die studie kom is dat die mees ideale pad vorentoe vir provinsiale bedelings langs vier weë gesoek moet word t.w.: • Daar moet meer aandag aan transformasie gegee word en dit sal beide strukturele en sisterniese veranderinge behels. • Daar moet baie meer op leierskap gefokus word ten einde die transformasieproses te laat slaag. • Om groter effektiwiteit te bereik sal daar 'n verskuiwing in die ingesteldheid (mindset) van staatsamptenare gemaak moet word. • Ten einde groter doelmatigheid in die Noordwes Provinsie te bereik sal daar baie beter integrasie tussen beplanningsfunksies en begrotingsfunksies moet plaasvind.

The release of ex-president Nelson Mandela on 10 February 1990, introduced transformation in South Africa. The road to transformation, in a post apartheid era, placed pressure and demands on the social work profession and the professionals. Change was inevitable (Lesnik 1997:164) while the inequities and the disparities of the past had to be eliminated and replaced with transformed services. This study explores the transformational challenges experienced in contemporary social work practice at The Department of Social Development, Johannesburg, South Africa. A non-probability sample was selected (Babbie and Mouton 2004:166). A combination of the qualitative and the quantitative approaches, with more emphasis on the quantitative approach was utilized. Questionnaires were used for data collection and analysis was done according to the framework as described by Tesch in De Vos et al., (1998:343). The transformational challenges were identified and guidelines are drafted to assist in addressing the identified challenges. / Social Work / M.Diac. (Social Work)