Browsing by Subject "bureaucracy"

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    The potential and limits of performance management: Improving basic education in the Western Cape
    (2016-07) Cameron, Robert; Levy, Brian
    The focus of this paper is on the management and governance of education at provincial level – specifically on efforts to introduce performance management into education by the Western Cape Education Department (WCED), and their impact. Post-1994 the WCED inherited a bureaucracy that was well placed to manage the province’s large public education system. Subsequently, irrespective of which political party has been in power, the WCED consistently has sought to implement performance management. This paper explores to what extent determined, top-down efforts, led by the public sector, can improve dismal educational performance. The paper concludes that the WCED is (and long has been) a relatively well-run public bureaucracy. However, the sustained, determined efforts to strengthen the operation of the WCED’s bureaucracy have not translated into systematic improvements in schools in poorer areas. One possible implication is that efforts to strengthen hierarchy might usefully be complemented with additional effort to support more horizontal, peer-to-peer governance at the school level.
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    Redefining political–administrative relationships in South Africa
    (SAGE Publications, 2010) Cameron, Robert
    This article is an overview of shifting political–administrative relationships in South Africa, with particular reference to growing politicization (partisan control of the bureaucracy). Studies of politicization of public services are important because political involvement in management has often led to negative effects on service delivery. The article sets out a theoretical framework for political–administrative relationships, examining the growing politicization of public services, the impact of New Public Management (NPM) and political–administrative relationships in developing countries. It then looks at political–administrative relationships in South Africa, including the apartheid history, the development of a new framework in the democratic South Africa and politicization in the staffing of the public service. It examines three functional areas – the decentralization of powers, contract appointments and performance man- agement – and discusses the implications of this changing framework for service delivery. The methodology consisted of interviews with a number of senior government officials, including three current directors-general and a former Minister for the Public Service and Administration, an analysis of government legislation, Public Service Commission (PSC) data including surveys, unpublished data of the Department of Public Service and Administration (DPSA), policy papers of the African National Congress (ANC) and an Organisation for Economic Co-operation and Development (OECD) study of political involvement in bureaucracies. The article concludes that growing politicization of the public service has contributed to poor service delivery, and that the South African government needs to place greater emphasis on merit as the basis for appointments and promotions.