Although South Africa’s public service “has become as much a hindrance as an enabler for society”, there are “clear paths to restoring it”, the Institute of Race Relations (IRR) argues in a report published this week.
The report, In Service of the Public: Reforming South Africa’s Public Administration, traces the development of South Africa’s public service malaise since the 1990s.
In a statement, the IRR points out that South Africa “has failed to consolidate the vision set out in the Constitution: institutions expressly intended to be non-partisan and professionally run have been captured by political interests and repurposed to serve factional objectives. Corruption has logically flourished.
“Meanwhile, the ability of the public service to drive an ambitious developmental agenda has been badly compromised. Indeed, the recent Auditor-General’s report on municipal outcomes highlights just how serious this has become: a mere 34 of 257 municipalities achieved a clean audit.”
However, the IRR argues that addressing the considerable problems across the public service is possible, but that doing so “demands a multi-faceted approach”.
“Firstly, it must be depoliticised. The insertion of political operatives into nominally independent institutions has been pushed by the ANC through its cadre deployment initiative, and enabled by a legislative framework that has given political principals significant influence over appointments. This demands the empowerment of the Public Service Commission to manage the staffing of institutions and to prevent untoward political interference.
“Secondly, the day-to-day management must be elevated. Managers must lead and direct their staff towards work objectives, and maintain proper discipline. This means a willingness to take responsibility and not outsource these functions to human resource departments.
Thirdly, recruitment must seek to attract high-quality candidates and make the public service a career of choice. A series of examinations should be introduced to assess capabilities, and to hire on a strictly meritocratic basis.
“Fourthly, changing environments demand ongoing capacitation. This entails training and an openness to innovation. The engagement of specialist external skills via consultants is a standing option, though with the recognition that it is only a productive choice if such contracts are properly overseen – hence, again, the need for skilled managers.
“Finally, technology can be a valuable tool for enhancing capacity, but it is only a tool. Imposed on a dysfunctional system, it may in fact compound problems – and it is never a solution for deep-rooted structural problems.”
The full report, as well as an online discussion between the authors of the report, Terence Corrigan and Sara Gon, is available here.