Report of the Presidential Review Commission on the Reform and Transformation of the Public Service in South Africa. Commissioners. The following were appointed as Commissioners by the President. Dr. Maphai (Chairperson)Prof. Norman Levy (Deputy Chairperson)Prof. Nomvete. Prof. Fanie Cloete. Dr. Johnson (Canada)Ms. Motlatjie A. Sam Marotoba. Ms. Ayesha Mohamed. Prof. Lennart Nilsson (Sweden)Dr. Nzuwah (Zimbabwe)Mr. Neva Seidman- Makgetla. Sir Kenneth Stowe (Britain)Mr. Clem Sunter. Mr. Sam Marotoba never took his seat on the Commission. In 1. 99. 7 Prof. Aaron Ndlovu and Ms. Ayesha Mohamed resigned, for personal reasons. Seidman- Makgetla's membership also terminated, following her appointment to a senior post in the Department of Public Service and Administration. Private Equity LBO Modelling Test. Most Private Equity firms will give you modelling tests to complete realtime at their offices from scratch. Job Interview Practice Test Why Do You Want This Job? Answer this job interview question to determine if you are prepared for a successful job interview. Pretoria Free Business Listing Pretoria Free Business Listing - Advertise your Business for FREE today. You can now advertise your business in pretoria-south africa. How your numerical aptitude test score is interpreted. Your numerical aptitude test score is interpreted in ways similar to that of other aptitude tests (verbal and. Die Analytische Chemie ist ein Teilgebiet der Chemie und beschäftigt sich mit der Identifizierung und Konzentrationsbestimmung von chemischen Verbindungen. Motlatjie Letsebe joined the Office of the Deputy President in January 1. Commission's report but before the signing. The most significant change to the membership occurred when the first Chairperson, Professor Nomvete, requested the President to relieve him of his duties. Following this development, Dr. Vincent Maphai was appointed Commission Chair in April 1. Professor Levy became Deputy Chairperson. Iraj Abedian*School of Economics, University of Cape Town. Ms. Tania Ajam. School of Economics, University of Cape Town. Mr. Conrad Barberton. Consultant. Ms. Nozipho January- Bardill. Consultant. Dr. Alf Carling*International Expert, Government of Sweden. Ms. Anne Evans. Special Advisor to the South Africa/Canada Programme on Governance. Dr. Meshack Khoza. Centre for African Research & Transformation, University of Natal/Durban. Mr. Aubrey Malabie. Consultant. Mr. Andrew Merrifield**Council for Scientific and Industrial Research. Dr. Benny Mokaba*Department of Welfare. Mr. Sam Mphuthi. Consultant. Mr. Naidu*Human Sciences Research Council. Mr. Lars Ohlsson. International Expert, Government of Sweden. Ms. Gemma Paine. School of Public and Development Management, University of the Witwatersrand. Ms. Rosemary Proctor. Special Advisor to the South Africa/Canada Programme on Governance. Dr. Derrick Swartz*Institute of Government, University of Fort Hare. Prof. Chris Tapscott*School of Government, University of the Western Cape. Ms. Glenda White. Consultant* Members of the Strategic Team** Member and Convenor of the Strategic Team. Sam Amod (Consultant)Mr. Roger Layton (Consultant) - - in cooperation with Mr Chris Rowse. Mr. Simon Ratcliffe (Consultant) - - in cooperation with: Mr. Patrick Brennan, Ms. Avril Joffe, Ms. Shelley Kestan, Ms. Judith Kippin and Ms. Janine Rauch)Prof. Nico Steytler (Community Law Centre, University of the Western Cape)International experts. Mr. Richard Heeks (Institute for Development Policy and Management, University of Manchester)Mr. Willy Mc. Court (Institute for Development Policy and Management, University of Manchester)Mr. Martin Minogue (Institute for Development Policy and Management, University of Manchester)Mr. David Mundy (Institute for Development Policy and Management, University of Manchester)Ms. Deborah J Williams (Adviser on Public Sector Management and Finance)Commonwealth advisers. Dr. Robert Dodoo (Head of Civil Service, Ghana)Mr. Gordon Drapper (Consultant, Trinidad and Tobago)Mr. Peter Harrison (Associate Deputy Minister, Human Resources, Canada)Dr. Mohan Kaul (Director Commonwealth Secretariat, India)Ms. Caroline Kerry (Consultant, Australia)Datuk Dr. Report of the Presidential Review Commission on the Reform and Transformation of the Public Service in South Africa. Johari bin Mat (Secretary General Ministry of Education, Malaysia)Mr. Alex Matheson (Special Adviser, Commonwealth Secretariat, New Zealand)Mrs. Florence Mugasha (Head of Civil Service, Uganda)Mr. Joe Tabone (Consultant, Canada)Ms. Philippa Wood (Consultant, New Zealand). We are indebted to them all, and especially the following: Ministers, Deputy Ministers, Director Generals, senior personnel, as well as Transformation and Special Programmes Officers. Often they had to respond at short notice and in all cases they did so generously and promptly. The Swedish, Canadian and British governments provided both financial resources and professional expertise. The Commonwealth Secretariat co- sponsored workshops with the PRC and also provided professional expertise. Several staff members were seconded to the commission, while their employers carried the costs. These include Zola Ngcakani from The Water Research Commission and Tladi Ditshego from the National Business Initiative for Growth, Development and Democracy, who respectively acted as Executive Secretary and Programme Manager in the initial phase of the PRC. Jackie Lange was also seconded for a brief period from Engen Petroleum Limited. Ansie Dubrey and Phillip Chauke were seconded researchers from the Human Sciences Research Council (HSRC). In addition, the Commission Chairperson, Vincent Maphai and the Head of the Human Resources Task Team, BR Naidu, also came from the HSRC. Andrew Merrifield, convenor of the Strategic Team, came from the Council for Scientific and Industrial Research. A team of dedicated persons worked beyond the call of duty - -coordinators, members of sub- groups, resources persons, and the authors of the specialist and process studies. Mr. Ben Lindeque coordinated a small but efficient core of secretariat and administrative staff. The secretariat provided project management support and coordinated logistics to enable effective functioning of the task teams. Of the seven secretariat positions, four were used for capacity- building. New appointees, without prior experience, were trained on the job. Their job prospects within the public service and elsewhere were thereby enhanced. The first commission chairperson, Professor Nomvete will be remembered for his strong leadership and commitment. He remained the commission's friend even after his departure. The Parliamentary Portfolio Committee provided a forum for the commission to maintain its accountability. We are grateful to its Chairperson, Mr. Salie Manie, for his interest and unflinching support. The reference panel for the Budgeting and Financial Management task team - - Drs. Mohammed Jahed, Leila Patel, Bethuel Setai and Messrs. Job Mokgoro, Murphy Morobe, Nols du Plessis, Andre Roux, Sipho Shezi, Gert van der Linde. The Anglo American Corporation for printing the colour charts for the Statistical Analysis of Public Service Personnel in South Africa. Finally, we thank John Bardill, School of Government, University of the Western Cape for the arduous task of editing and compiling the various sections of the Report. We are indebted to him for his cooperation and conspicuous commitment beyond the call of duty. Our view of such a culture, taking account of world- wide experience, is that it should help: To protect and enhance representative and participatory democracy; To support civil society and its interaction with government; To promote economic and social development and the advancement and empowerment of disadvantaged people and communities; To shift power and authority from central government to provincial and local government, within a framework of national norms, standards and values; To locate responsibility for achieving efficient and effective delivery of services to the lowest possible level; To ensure that ethical and professional standards are developed and maintained throughout the public service and all other organs of state; To ensure that the functions and records of government are open to public view and appraisal; To secure accountable and transparent stewardship of public resources, so as to build the kind of society envisaged in the 1. Constitution; To reward achievement, acknowledge failure and give redress to grievances. It is our hope that this report will assist in moving the public service in this direction. However, the final responsibility for implementing our recommendations, if accepted by the President, rests with the Office of the President to appoints officials or establish an agency to oversee their implementation. The WPTPS proposed the creation of a number of new and additional structures to add impetus to the transformation process, and to ensure in particular that it was . These structures included a Presidential Review Commission, to be established as a matter of urgency, together with a number of other structures such as the Public Sector Transformation Forum and Departmental and Provincial Transformation Units. The PRC was officially titled The Commission of Inquiry Regarding the Transformation and Reform of the Public Service. Its terms of reference were published on 8 March 1. Government Gazette No. Government Gazette No. November 1. 99. 5. Act 1. 08 of 1. 99. Together these documents constitute the framework of the Commission's remit to provide for the creation of what the mission statement of the WPTPS describes as a . This mission was in turn based on a redefinition of the role of the state and its relationship to civil society, encompassing a partnership between the two rather than the essentially antagonistic relations which prevailed in the past. The PRC's key role, therefore was to assist in the processes of transforming the state and its principal executive arm, the public service, from an instrument of discrimination, control and domination to an enabling agency that would consolidate democracy and empower communities in ways that were demonstrably accountable and transparent (WPTPS, para 2. This would involve, among other things, making recommendations for overcoming many of the serious challenges and constraints facing the transformation process, many of them inherited from the previous regime. These included: The lack of racial, gender and occupational representativeness; The lack of clarity and communication in respect of the vision for change; Centralised control and top- down management. Poor productivity; The low level of service delivery, especially to the majority population; A disempowering work ethic; The absence of clearly defined roles and responsibilities; The lack of effective co- ordination and communication among the key agencies of transformation.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. Archives
November 2017
Categories |