Public Administration N6

Lecturer Guide
W Kruywagen
© Future Managers 2015

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Contents

Module 1: Generic administrative and management functions: Work procedures and methods...................1

Module 2: Control and Responsibility................................................................................................................10

Module 3: Management Functions.....................................................................................................................16

Module 4: Auxiliary Functions............................................................................................................................21

Module 5: Instrumental Functions.....................................................................................................................24

Module 6: Line functions....................................................................................................................................28

Module 7: Government Relations.......................................................................................................................32

Subject work scheme and assessment plan..................................................................................................40

Exemplar Papers................................................................................................................................................42
 N6 Public Administration: Lecturer Guide

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 Module 1 • Answers

Module 1  Generic administrative and management

functions: Work procedures and methods
Activity 1: PG. 3 – 4

Read the following article and answer the questions that follow:

Since 2009, the national Department of Education has been split into two ministries: Basic
Education, and Higher Education and Training. Each ministry is responsible for its level of
education across the country as a whole, while each of the nine provinces has its own education
department.

South African Communist Party secretary-general is the minister of Higher Education and
Training, while former Gauteng Education MEC oversees the Ministry of Basic Education.

The Ministry of Basic Education focuses on primary and secondary education, as well as early
childhood development centres.

The Ministry of Higher Education and Training is responsible for tertiary education up to
doctorate level, technical and vocational training, as well as adult basic education and training.

It also oversees public and private FET colleges, which cater for out-of-school youth and adults.
The government aims to have 1-million students enrolled at colleges by 2014.

The split also saw the sector education and training authorities (Setas) move from the
Department of Labour to Higher Education, aiming to foster a more co-operative approach to
skills development.

The central government provides a national framework for school policy, but administrative
responsibility lies with the provinces. Power is further devolved to grassroots level via elected
school governing bodies, which have a significant say in the running of their schools.

Private schools and higher education institutions have a fair amount of autonomy, but are
expected to fall in line with certain government non-negotiable – no child may be excluded from
a school on grounds of his or her race or religion, for example.

The Umalusi Council, which is appointed by the Minister of Higher Education, sets and monitors
standards for general and further education and training, while the Council of Higher Education
keeps an eye on higher education and training, including accreditation and quality assurance.

Source: http://www.southafrica.info/about/education/education.htm#ixzz2hK7Kf4dt

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 N6 Public Administration: Lecturer Guide

Questions

1.1 Do both departments use the same work procedures and methods after the split in the
Education Department? Provide extractions from the article which support your answer.
(2x2) (4)

No, they focus on different levels of education. Extraction from article: “Each ministry is
responsible for its level of education across the country as a whole, while each of the nine
provinces has its own education department.”

1.2 What is the minister’s name of the Department of Basic Education; also explain which
educational area this ministry focuses on.
(2x2) (4)

Ms. Angelina ‘Angie’ Matsie Motshekga is the Minister of Basic Education and has the
responsibility of overseeing the primary and secondary education components.

1.3 What is the minister’s name of the Department of Higher Education; also explain which
educational area this ministry focuses on.
(2x2) (4)

Dr. Blade Nzimande is the Minister of Higher Education and Training and has the
responsibility of overseeing the higher education and training components (universities
and other post-secondary education) in the Department of Education.

1.4 Private schools and higher education institutions have a fair amount of autonomy, but still
fall under certain government laws and regulations. Explain two examples of such laws.
(2x2) (4)

• Western Cape Provincial School Education Act, 1997 (Act No 12 of 1997): Provide for a
uniform education system for the organisation, governance and funding of all schools
and to make provision for the specific educational needs of the province. Act was
amended: Western Cape Provincial School Education Amendment Act, 2010 (Act No. 7
of 2010)
• The Public Finance Management Act, 1999 (Act No 1 of 1999);
To regulate financial management in the national government and provincial
governments, to ensure that all revenue, expenditure, assets and liabilities of
those governments are managed efficiently and effectively and to provide for the
responsibilities of persons entrusted with financial management in those governments.
• The South African Qualifications Authority Act, 1995 (Act No. 58 of 1995)
To provide for the development and implementation of a National Qualifications
Framework and for this purpose to establish the South African Qualifications Authority.
• The Employment of Educators Act, 1998 (Act No. 76 of 1998)
To provide for the employment of educators by the State and for the regulation of the
conditions of service, discipline, retirement and discharge of educators.
• The General and Further Education and Training Quality Assurance Act, 2001
(Act No 58 of 2001)

To provide for the establishment, composition and functioning of the General and
Further Education and Training Quality Assurance Council, to provide for quality
assurance in general and further education and training, to provide for control
over norms and standards of curriculum and assessment, to provide for the issue of
certificates at the exit points, to provide for the conduct of assessment and to repeal the
South African Certification Council Act, 1986.
(any TWO applicable)

(more examples: http://wced.pgwc.gov.za/documents/legislative_acts/legislative_index.html)

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 Module 1 • Answers

Activity 2: PG. 6

In South Africa, the rapid development in technology enabled taxpayers to no longer wait in long
queues in order for them to submit their income tax returns; it can now be done electronically.

Provide four examples of other type of services which are now provided electronically. (provide
two private and two public institutions)

Examples of PUBLIC services provided electronically;

• e-Natis system: This site offers a wealth of useful information relating to the electronic
national administration traffic information system (eNaTIS). You can download forms
for most vehicle and driving licence transactions, access the address and contact details
of your nearest service centre, find answers to frequently asked questions, participate
in forums (registration required), download statistics and read the latest news on
system enhancements and performance. (source: http://www.enatis.com/)
• Batho Pele portal: Latest news/Information of Government services and Application
forms to make use of government services can be found on this website.
(source: http://www.gov.za/)
• SARS e-filing: offers a facility to submit a variety of tax returns including VAT, PAYE,
SDL, UIF, Income Tax, STC and Provincial Tax through the eFiling Website.
(source: http://www.sarsefiling.co.za/Services.aspx )
• Electronic processing of grant applications
• The City of Cape Town e-services website: Information and Forms regarding motor
vehicle licencing, pet registration, municipal accounts, to report infrastructural defects
such as tree removals, flooding, street lights, etc. can be found on this website.
(source: https://www.capetown.gov.za/en/Eservices/Pages/default.aspx)

Examples of PRIVATE services provided electronically:

• e-shopping sites
• e-banking services
• downloadable sites

Activity 3: PG. 7

Read the article below and answer the questions that follow:

E-governance for service delivery

16 August 2013

E-government is one of the terms that are referenced more often in this age of digital
technology and innovation. E-government is short for electronic government and refers to
the use of internet and web to deliver government information to the citizens. There are
countless benefits that come with e-government services if it is strategically implemented
to help the government deliver basic services to the people. E-government enables citizens
to easily access relevant information that will help them make informed decisions in
their day to day life, be it in business or social. If government services can be accessed
electronically, it will enable citizens to access the services in the comfort of their homes
and offices. This will in turn save both the citizens and government money and time.

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 N6 Public Administration: Lecturer Guide

E-government allows citizens to service themselves electronically instead of waiting

for the government officials to assist them, thus allowing the public servants to attend
to the most pressing issues affecting the community. E-government reduces the cost of
conducting business with government because most of the transactions will take place
digitally. The electronic business transactions are going to save both the business people
and government time and money. With most of the transactions done online, the need for
paperwork will decrease, saving the government and businesses money and storage space
needs for needless papers.

In South Africa the e-governance has been adopted, but there is still more that can be
done to make sure that it is utilized to the fullest to make the public service platforms are
utilized to their maximum capacity. In addition, e-government helps businesses intending
to do business with the government to access rules and regulations at their fingertips; this
will help increase compliance with the regulations.

Questions

3.1 What is e-government and what does it stands for?

(2X2) (4)

E-government is short for electronic government√√ and refers to the use of internet and
web to deliver government information to the citizens√√.

3.2 What are the benefits of it to government service deliver?

(8X2) (16)
• It is easily accessible providing relevant information that helps government/
individuals to make informed decisions.
• E-government saves both the business people and government time and money.
• Citizens have access to the services in the comfort of their own personal space/ homes.
• Businesses intending to do business with government have access to rules and
regulations at their fingertips.
• E-government in this way helps increase compliance with the regulations.
• Allows citizens to service themselves electronically instead of waiting in queues for
government officials to assist them.
• Thus allowing public servants to attend to the most pressing issues affecting the
community.
• The need for paperwork will decrease, and storage space needs for needless papers

3.3 E-government in South Africa is being used to simplify and speed up service delivery to
communities. Provide one extraction from the article which support the statement made.
(2x1) (2)

“With most of the transactions done online, the need for paperwork will decrease, saving
the government and businesses money and storage space needs for needless papers”.

[22]

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 Module 1 • Answers

Review Questions: PG 13-14

QUESTION 1

1.1 Indicate whether the following statements are TRUE or FALSE. Choose the answer and
write only ‘true’ or false next to the question number.
1.1.1 Streamlined work methods and procedures lead to a reduction in costs of goods
and services.
TRUE
1.1.2 B.W. Taylor is the developer of streamlined work methods and procedures.
FALSE
1.1.3 Process chart are useful aids to evaluate standard transactions objectively.
FALSE
1.1.4 Services provided by government must be not distributed in a fair and reasonable
manner.
FALSE
1.1.5 The main reason for appointing work study officials is to decrease productivity.
FALSE

QUESTION 2

2.1 Explain one factor which creates resistance to procedural changes.

• People don’t look for change, as a result of mental and physical laziness.
• They resist change and rather support established organisational and procedural
arrangements.
• Officials fear that they will make mistakes.
• Officials believe by sticking to old ways will kept them out of trouble.
• The best results will be achieved if officials are encouraged to provide they input for
improvement.
• People in the public sector cannot be threatened with dismissal as employees in the
private sector.
• People resist change because it might jeopardise their promotion possibilities.
• A person implementing change must be connected with the department; otherwise
any attempt will be seen as criticism and interference.
• The result is often resistance to organisational and procedural improvements.
• Workers can be asked to comment on improvements, or be allowed to suggest
improvements themselves.
• Changes should be made and implemented after all the steps have been taken to
make changes acceptable to officials and political superiors.
• Officials involve in party politics may appeal to party politicians to intervene and to
put a stop to improvements.
• The purchase of new equipment and machinery is expensive and complicated, and
might inhibit change as technology is needed to support the process of change.
• “Special” staff or advisors suggesting change might be seen as spies or critics and
may make impractical suggestions because they are not the ones implementing
change.
• The suggestions might look good on paper but are not always practical.
• Poor organisational and procedural arrangements are often the cause of poor policy
decisions that was made at the political level.
• Politicians in power may refuse to amend policies and leave officials powerless to
introduce improvements on their own account.
(any ONE applicable)

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 N6 Public Administration: Lecturer Guide

2.2 State FIVE advantages of written procedures.

• To prevent from having too many different work procedures, but to also keep in
mind those individuals serving in a team may have their own way of doing a
particular task.
• To ensure that officials are always directly focused on attaining the objectives of the
organisation and to prevent differences of opinions about what has to be done to
reach the goal.
• To ensure that work assignments given to individual workers are clear and easy to
understand.
• To ensure effective and efficient work performance so that the function of control
ensure that the provision of services and goods do meet the requirements of quality
and quantity.
• To explain the policy objectives to employees so that they understand how their
work is connected to that of their colleagues.
• To ensure uniformity and integrated action in matters where more than one
institution is involve.
• To made employees aware of new work procedures in an orderly manner.
• To ensure that codes and training manuals are set out in a proper manner, which
will ensure that staff is trained appropriately. In this way staff will be trained in the
same way.
• To ensure that work procedures are examined and revised if and when necessary in
an orderly manner.
• To ensure that specific instructions are provided on how to delegate authority.
• To ensure that the public are informed about how to make the best use of services
provided by public institutions.
(any FIVE applicable)

2.3 Explain FOUR disadvantages of employing private consultants.

• The private sector is not familiar with the extent of the services provided by public
institutions.
• Private consultants know little about the political considerations and values that
guide public sector activities and may not familiar with the political sensitivity of
certain matters.
• The control function (principle of public accountability) used in the public sector is
strange to them.
• Their techniques and practices do not always suit the social, economic and political
objectives of public institutions.
• Private consultants expect high level of remuneration which creates dissatisfaction
among officials in the public sector.
(any FOUR applicable)

2.4 Name the requirements for the provision of public services.

• fair
• reasonable
• can be accounted for

QUESTION 3
Read the article on the next page and answer the questions that follow;

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 Module 1 • Answers

Biometric grant cards beating fraud

22 August 2013

MasterCard and the South African Social Security Agency (SASSA) announced this week
that there are now 10-million active SASSA Debit MasterCard cards in South Africa,
following last year’s launch of a new biometric grant payment system.

Since March 2012, just under 22-million social grant beneficiaries have re-registered
on the new system introduced by SASSA to minimise fraudulent grant applications and
collections and reduce administration costs by distributing grant payments electronically.

According to the agency, the SASSA card’s biometric functionality identifies grant
recipients using unique identifiers such as fingerprints, voice and other personal
information, which means that the cards cannot be used by any person other than the
approved beneficiary.

SASSA CEO Virginia Petersen said on Tuesday that over 150 000 grants had been cancelled
between April 2012 and June 2013, amounting to an annual saving of R150-million.
“By simply moving all grant payments from largely cash payments, which were costly,
cumbersome and riddled with inefficiencies, to electronic payments, the new system has
already saved SASSA a considerable amount in grant administration costs,” MasterCard
said in a statement.

Before March 2012, it cost SASSA on average R33 per grant to pay its beneficiaries. Under
the new system, disbursement costs have been capped at R16.44 per payment. As part of
the SASSA re-registration process, each recipient has a bank account opened for them,
which is offered free of monthly charges by Grindrod Bank.

Recipients can deposit funds into their bank account via electronic funds transfer or third
party bank transfer, as well as use their cards to make purchases, check their account
balances, and withdraw cash at till points without incurring transaction charges at
selected South African retailers. Recipients can also withdraw cash at any ATM, which
does however attract transaction charges.

Source: http://www.southafrica.info/about/social/grants-220813.htm#ixzz2hKGngIc1

QUESTIONS

3.1 What are the objectives for introducing the new biometric grant cards?
• To minimise fraudulent grant applications and collections.
• To reduce administration costs by distributing grant payments electronically.
• To identify grant recipients using unique identifiers, so that cards not been used by
any person other than the approved beneficiary.

3.2 Visit any SASSA office and find out what is the work procedures currently used in a grant
application?

The following grid can be used to mark information collected;

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 N6 Public Administration: Lecturer Guide

Rubric

CATEGORY 4 3 2 1
Statistical Analyses All procedures Procedures was Attempts was No attempt
was gathered and gathered, but was made to gather was made at
was summarised not summarised procedures, but summarising
correctly correctly inappropriate collected data
procedures

3.3 With reference to your answer in 3.2, illustrate by means of a flow chart the steps involve in
the grant application.

Flow chart rubric

CATEGORY 4 3 2 1
The Flow chart has The flow chart has The flow chart has The flow chart is
an exceptionally an attractive and a usable layout, but cluttered looking or
attractive and usable layout. It is may appear busy or confusing. It is often
usable layout. It is easy to locate all boring. It is easy to difficult to locate
easy to locate all important elements. locate most of the important elements.
LAYOUT important elements. important elements.
White space, graphic
elements and/
or alignment are
used effectively to
organize material.
Graphics are related Graphics are related Graphics are related Graphics seem
to the theme/ to the theme/ to the theme/ randomly chosen,
purpose of the chart, purpose of the purpose of the chart, are of low quality,
are thoughtfully chart, are of good and are of good OR distract the
GRAPHICS
cropped, are of high quality and enhance quality. reader.
quality and enhance reader interest or
reader interest or understanding.
understanding.
Colours of fonts, Colours of fonts, Colours of fonts, Colours of fonts,
form a pleasing links do not detract links do not detract links make the
palette, do not from the content, from the content. content hard to read
COLOUR CHOICES detract from the and are consistent or otherwise distract
content, and are across pages. the reader.
consistent across
pages.
The student has The student has a The student has a Student did not
an exceptional good understanding fair understanding appear to learn
understanding of the of the material. of the material. Can much from this
material. Can easily Can easily answer easily answer most project. Cannot
LEARNING OF
answer questions questions about questions about answer most
MATERIAL
about the content the content and the content and questions about
and procedures used procedures used to procedures used to the content and the
to make the flow make the flow chart. make the flow chart. procedures used to
chart. make the flow chart.

3.4 Interview four clients and ask whether they would like to make any changes to the current
grant application procedure. Note down these suggestions.

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 Module 1 • Answers

Rubric

CATEGORY 4 3 2 1
Survey/Interview All pertinent Most pertinent Few pertinent Inappropriate
Questions questions asked: questions asked: questions asked: questions asked
data on sample is data on sample is data on sample is to gather needed
complete adequate inadequate information

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 N6 Public Administration: Lecturer Guide

Module 2  Control and Responsibility

Activity 1: PG.17

An instruction was given to the student to consult Section 20 of the Public Audit Act, 25 of 2004,
which explains the minimum requirements to be contained in the report of the Auditor General.
(Source: http://www.gov.za/sites/www.gov.za/files/a25-04.pdf )
Audit reports

20. (1)
The Auditor-General must in respect of each audit referred to in section 11
prepare a report on the audit.
(2)
An audit report must reflect such opinions and statements as may be required
by any legislation applicable to the auditee which is the subject of the audit, but
must reflect at least an opinion or conclusion on –
(a) whether the annual financial statements of the auditee fairly present,
in all material respects, the financial position at a specific date and
results of its operations and cash flow for the period which ended on
that date in accordance with the applicable financial framework and 15
legislation;
(b) the auditee’s compliance with any applicable legislation relating to
financial matters, financial management and other related matters; and 20
(c) the reported information relating to the performance of the auditee’s
resources were procured economically and utilised efficiently and
effectively. 25

Submission of audit reports

21. (1) The Auditor-General must submit an audit report in accordance with any 30
legislation applicable to the auditee which is the subject of the audit.
(2) If there is no such legislation as contemplated in subsection (1) the Auditor-
General must submit the audit report to the relevant legislature within a
reasonable time.
(3) Audit reports must be tabled in the relevant legislature in accordance with
any applicable legislation or otherwise within a reasonable time. If an audit
report is not tabled in a legislature within one month after its first sitting after the
report has been submitted by the Auditor-General, the Auditor-General must
promptly publish the report. 35
(4) Despite any other legislation, the Auditor-General may in the public interest
submit an audit report to – 40
(a) any legislature whether or not that legislature is a relevant legislature; or
(b) any organ of state.

Activity 2: PG. 21

Students were instructed to watch a video clip on the topic “Six steps for improving employee
performance”.

Activity 3: PG. 24-26

3.1 What is the State of the Nation Address? (2x2) (4)

• The State of the Nation Address, also known as the annual official opening of
Parliament, is an address to the nation by the President of the Republic of South Africa.

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 Module 2 • Answers

• It focuses on the current political and socio economic state of the nation.
• In the address, the President highlights the achievements and challenges experienced
over the past year and presents the programme for the year ahead.

3.2 Why is the State of the Nation Address so important? (4x2) (8)

• The State of the Nation Address is an important means of accounting to Parliament and
the South African public for what has happened in the past year and
• To involves the public in the political agenda for the coming year.
• It is also about celebrating our nation and nation-building.
• The State of the Nation Address forms an important part of Parliament’s oversight
function.

3.3 Explain the oversight function?

(4x2) (8)
• The oversight function is granted to Parliament through the Constitution, to monitor
and oversee the actions of government.
• Parliament is mandated to oversee all organs of State including those at provincial and
local level in order to:
• Make government accountable to the people
• Make government operations more transparent, and
• Increase public trust in government

When performing oversight, Parliament focuses on;

• How laws are implemented
• How budgets have been applied, and
• Whether government departments are effectively managed.

3.4 What happens after the State of the Nation Address? (5x2) (10)

• After the State of the Nation Address is delivered it is debated by the National Assembly.
• Political parties have an opportunity to respond and raise questions on matters
addressed in the speech.
• Issues of concern are raised and areas of critical importance to the nation are
highlighted.
• The public is invited to attend and observe these debates, as is the case with all sessions
of Parliament.
• In turn, the President responds in his reply to the points and questions raised during
the debate.

3.5 How can the public participate in Parliament? (5x2) (10)

• The public can be invited to participate in the ceremony of the State of the Nation
Address as invited guests of Parliament.
• The public can make submissions when Bills are debated in committees
• Engaging through an interest group such as a voluntary or non-governmental
organisation.
• Interacting with Members in your constituency and making submissions or
representations
• Sending petitions to Parliament.

/40

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 N6 Public Administration: Lecturer Guide

Activity 4: Case study

“Protea Magistrate’s Court goes beyond the call of duty” PAGE 27-28

4.1 As mentioned in the article, the court must provide services to all as stipulated by the Batho
Pele Principles. Explain this statement made.

• Batho Pele is a belief set that is used to improve public services.

• Public officials in courts must be committed to serving the public and must be
encouraged to improve service delivery.
• It means that courts must be accountable to the public for the quality of services
provided.
• When services are provided according to the Batho Pele principles, it must be based on
the following eight principles.
• Consultation: citizens should be consulted about their needs.
• Standards: all citizens should know what service to expect.
• Redress: all citizens should be offered an apology and solution when standards are not
met.
• Access: all citizens should have equal access to services.
• Courtesy: all citizens should be treated courteously.
• Information: all citizens are entitled to full, accurate information.
• Openness and transparency: all citizens should know how decisions are made and
departments are run.
• Value for money: all services provided should offer value for money.

4.2 New measures have been introduced to improve service delivery, what were the aims of
these methods.

• To improve the workflow and finalization of cases.
• Managing queues in the cash hall.
• Managing community outreach programs and teambuilding

4.3 Which measures were put in place to improve service delivery?

• Having meetings every morning to plan as a team for the day and meetings again in the
afternoon to discuss the daily challenges and plan for the following day.
• To avoid long queues in the cash hall, officials take lunch breaks at different times.
• Due to technical problems, clerks have made it their responsibility to record all cases
manually on a daily basis.
• Unlike other courts, the small claims court sits twice a week to improve case flow and
avoid a backlog of cases.
• Official’s multi-task, assist in performing many other tasks other that they designated
tasks.

Activity 5: PG.29

Students were instructed to visit the Public Protector’s website http://www.pprotect.org/, to find
additional information on the role of the Public Protector’s Office.

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 Module 2 • Answers

Review questions: PG. 30-31

QUESTION 1

1.1 Indicate whether the following statements are TRUE or FALSE. Choose the answer and write
only ‘true’ or ‘false’ next to the question number.
1.1.1 The Auditor General investigates maladministration in public service.
FALSE
1.1.2 Written reports are examples of formal control measures.
TRUE
1.1.3 Cost accounting and cost analysis can be used to measure productivity.
FALSE
1.1.4 Section 92 of the Constitution provides for ministers to be accountable to the
Parliament.
TRUE
1.1.5 Advocate Thuli Madonsela audits all the transactions made in government
institutions.
FALSE

QUESTION 2

2.1 Why is it imperative to exercise control over executive institutions?

• Public institutions are established on the initiative of the government in order to
meet the needs, demands and requirements of the community.
• Funds made available by Parliament are public funds which are kept in trust until
they are spent for specific purposes.
• Man is exposed to many temptations.
• Control must be exercised over action to ensure its legitimacy and legality.
• The state seeks order, welfare and peace as a means of attaining the aim of the state,
ensuring the survival of man.

2.2 Discuss the term accountability under the following headings:

2.2.1 Accountability by courts of justice
• The courts have the authority and right to examine the legality and validity of acts
of executive institutions in order to safeguard the citizen’s right.
• An aggrieved citizen can file a civil or criminal case if his rights have been violated.
• Court hearings are open to the public and may be reported in the newspaper.
• Courts may only point out the guilty party but cannot correct the person’s
behaviour.

2.2.2 Accountability by the public media
• Media includes the various mediums of mass communication which is news
channels, radios, journals, newspapers, etc.
• It reports public views and is a connection between citizens and the state.
• Public policies and public views are wide spread through the media and thus help
both parties effectively leading development of the country.
• It holds the political and executive institutions accountable to the people through its
forums for debates, discussions and polls, etc.
• Media reports must be objective and accurate and must always be based on facts
and knowledge.

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 N6 Public Administration: Lecturer Guide

2.3 Briefly explain the powers and roles Advocate Thuli Madonsela is playing in government
institutions.
• The public protector can make investigations both on his or her own initiative, on
the basis of media reports, and on receiving a written compliant from the aggrieved
person.
• Investigations are made in an impartial manner, gets at the facts objectively and
reports back to the legislature.
• The public protector investigates irregular or illegal behaviour.
• He settles matters in private for citizens.
• Only investigate a matter if sufficient reason can be found to do so.

QUESTION 3

Read the attached article (“Pay Back Time”) and answer the questions below:

3.1. What was the nature of the complaint?

She had been denied unfairly by the South African Social Security Agency (SASSA), to get the
child support grant.

3.2. What role did the Public Protector play in this regard?
The Public Protector investigated her case and has identified the people who had been
involved in maladministration and prejudicial conduct.

3.3. How did the complainant informed the Public Protector about her complaint.
Mcimeli complained to the Public Protector about her dilemma during an outreach clinic
held in Libode, Mthatha in September last year.

3.4. What evidence was uncovered by the Public Protector regarding the guilty parties when
investigating the case?
• The suspect was getting the money at Xhosa Supermarket in Mthatha, not far away
from Mcimeli’s home.
• The suspect alleged that she sold an identity document book by an official at the
Department of Home Affairs at the cost of R300.
• She allegedly paid R30 for a clinic card and bribed a SASSA official to process her
fraudulent application for the grants.

3.5. Identify the illegal activities practiced in the article.

• Maladministration
• Bribery
• Prejudicial conduct
• Fraud

3.7. Name the departments from which these public officials were from and name the service
these departments provide.
• Department of Health: Has the responsibility to provide accessible quality health
services to the people such as hospital services, primary health care services,
emergency medical services (ambulance services), forensic pathology services
(mortuaries and response vehicles), etc.

• Department of Policing: Prevent and combat crime or anything that threatens the
safety and security of any community. The police have the responsibility to
investigate any crimes that threaten the safety and security of any community. Must
ensure offenders are brought to justice and participate in efforts to address the
causes of crime.
• Department of Home Affairs: Core functions are;

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 Module 2 • Answers

Civic Services
• Maintaining the National Population Register (NPR)
• Managing the birth, marriage and death records
• Determining and granting citizenship
• Issuing travel documents and passports
• Issuing identity documents (ID)

Immigration
• Administering admissions into the country
• Determining the residency status of foreigners and issuing permits thereof
• Custodianship of refugee affairs
• Inspectorate
• Policy directives

• Department of Social Development: Management and oversight over social security,

social assistance and social insurance policies that aim to prevent and alleviate poverty
such as loss of income due to unemployment, disability, old age or death occurring. To
provide developmental social welfare services that provide support to reduce poverty,
vulnerability and the impact of HIV and AIDS through sustainable development
programmes with implementing agents.

• The South African Social Security Agency: Is responsible for the effective management,
administration and payment of social assistance.

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 N6 Public Administration: Lecturer Guide

Module 3  Management Functions

Activity 1: PG. 36

Here is a list of typical project phases that a government must go through to meet the need of
an isolated community for water. Look at the table below and then write in the blank column
which generic administrative function is used during each of the six phases:

PROJECT PHASES OF WATER SUPPLY TO AN ISOLATED IDENTIFY WHICH ADMINISTRATIVE FUNCTION IS IN

COMMUNITY FOR WATER OPERATION

Give instructions for holding negotiations with Organising

the communities concerned, selecting personnel,
purchasing material and obtaining approval for
laying pipelines over private property

Investigate the need for water, gather information, Policy making

consider facts which could influence decisions
and reveal the intention of supplying water to all
communities with the same need.

Checking whether staffs are working towards the aim Control

of the organisation and whether funds are used for
the correct purpose.

Appointing people with the correct skills and Staffing/Personnel utilization

knowledge to carry out the project.

Estimate the cost of these projects and allocate the Financing

necessary funds in the budget for implementing them.

Activity 2: PG. 39

Students were instructed to watch a video clip on the topic “Controlling function of
Management”

Activity 3: PG. 39

Students were instructed to watch a video clip on the topic “What are the functions of
Management?”

Activity 4: PG. 40

Students were instructed to watch a video clip on the topic “Management skills: how good
managers promote productivity”.

Activity 5: PG. 42

Make an appointment to visit any public institution and a business organisation. Interview
a manager from any department/section and find out the difference between the daily tasks
carried out by these managers in the different sectors. Both managers must be from the same
department/section. For example the difference between the daily tasks performed by a Human
Resource manager in the public sector and that of the private sector. Answer sheet must be
stamped by the institution and business you have visited for verification.

For example: An Office Manager in the public sector/private sector will mainly be responsible
for organising all of the administrative activities that facilitate the smooth running of an

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 Module 3 • Answers

office. The role of office managers varies according to the type of employer, the size of the
organisation and the management structure.

Activity 6: PG. 42

Students were instructed to watch a video clip on the topic “Management” and to provide
answers to the questions provided below;
• What is the role of management and why is it important to organisational success?
• What are the key theories and current practices of motivation?
• What is the purpose of organising as a management function?
• What is the role of managerial leadership and key leadership styles?
• What is the management control process?

Activity 7: Case study “Glimmer of Hope” – PG. 43-44

7.1 Study the principles in Section 195 (1) Chapter 10 of the Constitution and identify which
principles were not fulfilled mentioned in the article. Provide extractions from the article
which provide support to the principle which was not fulfilled.

that a high standard of professional ethics must be “The Municipal Manager failed to report his
promoted and maintained; knowledge and/or suspicion of credit note fraud
amounting to approximately R1,5 million by
official of the municipality to the SAPS”.

that efficient, economic and effective use of resources “The municipality failed to comply with Credit
must be promoted; Control Policy in respect of the recovery of debts
and revenue”.

that public administration must be development- “This included incomplete houses, houses without
oriented; toilets, houses without title deeds, electricity
theft, the upgrading of a school, a lack of debt and
revenue management and the absence of a Police
Station in Siyathemba”.

that people’s need must be responded to and the “However, early in 2010 violent protests
public must be encouraged to participate in policy- resurfaced as angry residents accused government
making; of taking too long to address their demands”.

that public administration must be accountable; “The protestor’s main source of discontent
was the perceived non-responsiveness of
government following an earlier wave of violent
demonstrations that had flared up in the area,
which had flared up in the area, which had
prompted President Jacob Zuma to pay the
troubled town a visit”.

Review Questions: PG. 45-47

QUESTION 1

1.1 Indicate whether the following statements are TRUE or FALSE. Choose the answer and write
only ‘true’ or ‘false’ next to the question number.
1.1.1 Public management aims at maximizing profit.
FALSE
1.1.2 Planning is one of the generic administrative functions.
FALSE

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 N6 Public Administration: Lecturer Guide

1.1.3 A dialectism manager acts strictly according to the law.

FALSE
1.1.4 A good manager must be able to organize people as members of a team.
TRUE
1.1.5 Business Management uses taxpayer’s money to start a business.
FALSE

QUESTION 2

2.1 There are THREE identifiable actions performed by a public manager. Name these actions.

• Planning the activity which must be carried out: This action involves deciding
which tasks that must be performed to attain organisational goals, how it should be
performed and when it should be performed.
• Carrying out the planned activity: When the plan is in place, the manager can follow it
to accomplish the planned goal.
• Controlling the carrying out of the activity: After the other elements are in place, a
manager’s job is to continuously check results against goals and take any corrective
actions necessary to make sure that his plans remain on track.

2.2 Briefly explain the THREE managerial styles under the following headings;

2.2.1 Conformism
• Follows the rules and procedures accurately and consistently.
• Expect staff to be formal and act in a business like attitude.
• No deviations are allowed and even the public knows that all tasks are carried out
in terms of the law.
• Examples are revenue offices, magistrate’s offices and police stations.

2.2.2 Determinism
• This manager is in charge and has total authority and control over decision making.
• Managers do not trusts their workers and simply give orders that they expect to be
obeyed.
• They have control over the work of the teams and monitor the completion of tasks
under close scrutiny to ensure tasks are completed on time and correctly.
• This type of manager believes that what he is doing is correct and in the best
interests of his subordinates.
• He is an autocratic manager and does not consider other people’s ideas.

2.2.3 Dialectism
• The manager consults his team and the public before making a decision.
• He gives subordinates considerable degree of autonomy in completing routine tasks.
• He like meetings and always consult those concerned before they make any
decisions.

2.3 Name the FIVE generic administrative functions in the correct sequence.
• Policy – making
• Organizing
• Financing
• Personnel provision and utilization/Staffing
• Work procedures and methods
• Control

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 Module 3 • Answers

2.4 Discuss personal abilities of a public manager under the following headings;
2.4.1 Ability to plan
• able to read and anticipate the future.
• good initiative and have sound judgment.

2.4.2 Ability to inspire people

• Must inspire people by portraying an enthusiastic and hardworking attitude.
• Must be energetically and provides firm leadership.
• Managers, who inspire fear, would also get good results, but subordinates
performance would be based on fear and not on positive motivation.

2.4.3 Ability to coordinate

Managers should anticipate whether the work pace is too slow or too fast.

Coordination is obtained by:

• Synchronising activities – all activities must precede evenly – no duplication
allowed.
• Balancing the workload and the activities.
• Evaluating deviations from set standards.
• Taking corrective action to prevent the repetition of deviation.
• Acknowledging officials and employees who achieved the standards or who have
outperformed them.

QUESTION 3

Read the attached article and answer the questions below:

3.1 What does the abbreviation TPTP stands for and explain its purpose?
Taking Parliament to the People

3.2 Which type of management style would you say are used by the NCOP? Provide reasons for
your answer.
Dialectism manager: The Chairperson has consulted with the people to check if laws are
working or not. Public participation is key to ensure that government understands the needs
of the people.

3.3 In which way would this type of management style be beneficial to the needs of the
community?
• People’s needs are addressed.
• The purpose of conducting site visits is to hear directly from the community about the
service problems they are experiencing.

3.4 What were the key problems areas that were brought under the attention of government
officials?
• Poor conditions of schools.
• Lack of development in rural areas.
• Lack of teachers
• Quality of food at schools.
• Inadequate health facilities and personnel.
• Problems with electricity connections.
• Housing backlogs
• Lack of public transport

3.5 Define the seventh function of the generic administrative functions.

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 N6 Public Administration: Lecturer Guide

Public Management: Public Management involves the study of how theory and practice
interlinks to satisfy the most important needs of the citizens of a country. Involves all facets
of the public sector, such as public finance, state security, domestic security, foreign affairs,
education, manpower, commerce and industry, economics and matters of local interest.

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 Module 4 • Answers

Module 4  Auxiliary Functions

Activity 1: PG. 50

An instruction was given to the student to search for additional information on the internet,
regarding research work undertaken by the Human Sciences Research Council (HSRC).

Source to find answers: http://curation.hsrc.ac.za/index.php?module=pagesetter&tid=125&tpl=p

ojects

Activity 2: PG. 54

An instruction was given to the student to search for additional information on the internet,
regarding notices that have previously been published in the Government Gazettes during
previous months.

Review Questions: PG. 56-57

QUESTION 1

1.1 Provide the correct answer for the following descriptions.

1.1.1 This function includes the work undertaken by research institutions and some
private enterprises for the government.
Auxiliary function
1.1.2 Parliamentary decisions, provincial proclamations and by-laws of local authorities
are published in this document.
Government Gazette
1.1.3 This type of document should be kept for long periods of time.
Reference documents
1.1.4 Must ascertain and evaluate its public image and the attitudes of the public with
regard to the activities it performs.
Public relations officers/Public liaisons officer
1.1.5 Defend officials of state departments on interpretation of laws and on the
implementation of laws.
State law advisors

QUESTION 2

2.1. Name the THREE different types of research institutions; also provide ONE example of each.
• Parastatal research institutions
• Examples: Human Sciences Research Council/The Council for Scientific and Industrial
Research/The South African Medical Research Council/Universities and universities of
technology/The Agricultural Research Council.
• Research institutions attached to state departments
• Examples: The Manpower Commission/The South African National Energy Research
Institute

• Private enterprises
• Examples: SASOL/The Anglo American Corporation of South Africa/The South African
Association for Laboratory Animal Science (SAALAS)

2.2. Explain why the public should be informed about the activities of public institutions.
• should know what public goods and services are available to them;
• can help public institutions in the performance of their functions if they are well
informed;

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 N6 Public Administration: Lecturer Guide

• should, for the performance of their “watchdog” function, be informed about the
activities of the public institution, and
• should be informed about of the procurement of goods and service by public
institutions so that they can submit tenders.

2.3. Explain why research is beneficial to government institutions.

• May help us to understand and possibly even solve existing or possible problems in the
world.
• Can help government to make informed decisions about policies and about what
strategies will help.

2.4. Explain public liaison as an auxiliary function.

• ascertain and evaluate its public image and the attitudes of the public with regard to
the activities it performs; and
• obtain understanding and acceptance by the public of its objectives and activities.
• create, maintain and enhance the reputation of government institutions.

QUESTION 3

3.1 Read the following article and answer the questions that follow:

HIV testing of children (tools)

Dr Heidi van Rooyen
A new set of guidelines and training tools dealing with the legal, ethical and counselling issues related to HIV
testing of children is now available for HIV/AIDS practitioners working with children.
Dr Heidi van Rooyen, project team leader and research director at the Human Sciences Research Council
(HSRC), explains: “These guidelines explore in simple and practical terms the psychosocial implications as well
as the legal and policy obligations relating to HIV counselling and testing of children.
“The tools describe what practitioners can do to ensure that HIV testing of children takes place in a way that
protects and promotes their rights and is conducted in their best interests.”

Background
HIV Counselling and Testing (HCT) is the most important entry point for HIV-related treatment, care, support
and prevention.

A significant number of children in South Africa live with HIV. According to figures provided by the
Department of Health, an estimated 32 940 children under 15 years of age were living with HIV and AIDS but
were not on treatment. These facts highlight that every effort must be made to facilitate HIV testing in this
population within the framework of applicable legislation and policy. Once tested, children can be placed on
treatment, and linked to care and support.

The HSRC, through the SA National AIDS Council (SANAC), was commissioned to provide technical support to
the Department of Health to ensure implementation of the goals for voluntary counselling and testing (VCT)
as set out in the 2006-2011 National Strategic Plan on HIV, STIs and TB (NSP). The Bill and Melinda Gates
Foundation provided the funding for this initiative.

The process
Through an extensive consultative process with key staff from the Department of Health, the US Centers
for Disease Control and Prevention (CDC), civil society, non-governmental organisations, academics, policy
makers and practitioners working with children more generally and in HIV/AIDS specifically, the HSRC led the
development of a series of implementation guidelines and training tools, dealing with the legal, ethical and
counselling issues related to HIV testing of children.
This package of tools, announced in Pretoria, Sweetwaters outside Pietermaritzburg and Cape Town are
also available on this website and include: a trainers’ manual, participants’ manual, legal guidelines for
implementers, as well as counselling and testing implementation guidelines. A CD containing all these
resources is also being made available.
The tools have been extremely well received and have attracted attention beyond our borders, receiving a
special mention in the editorial of the prestigious Lancet Journal.

See more at: http://www.hsrc.ac.za/en/departments/hiv-aids-stis-and-tb/hiv-testing-of-children#sthash.OQPgV3iJ.dpuf

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 Module 4 • Answers

QUESTIONS

3.1.1 Name TWO research institutions mentioned in this article.

• Human Sciences Research Council (HSRC)
• South African National AIDS Council (SANAC)

3.1.2. List TWO role players who were involved in this study and explain how they have
contributed towards this programme.
• The Bill & Melinda Gates Foundation: provided the funding for this initiative.
• Various role-players have been consulted such as the Department of Health, the
US Centers for Disease Control and Prevention (CDC), civil society, non-governmental
organizations, academics, etc.
• The HSRC and SANAC were commissioned to provide technical support to the
Department of Health to ensure the implementation of the goals for voluntary
counseling and testing.

3.1.3. What does the tools mentioned in the article entails?

• A trainer’s manual √√, participants’ manual √√, legal guidelines for implementers√√,
as well as counseling and testing implementation guidelines. A cd is also made
available.

3.1.4. What was the highlighted fact discovered in the article?

• According to figures provided by the Department of Health, an estimated
32 940 children under 15 years of age were living with HIV and AIDS but were not
on treatment.

3.1.5. The package tools are compiled as trainer manuals, participant manuals, and legal
guidelines for implementers and as counseling and testing implementation guidelines,
would you consider these documents as transaction or as reference documents. Provide
TWO reasons for your answer?
• Reference documents: HIV-related treatment is a topic that has been researched
for years, previous evidence and information has been archived that can be used as
reference/supporting documents for research purposes.

3.1.6. Describe how the Department of Health can play a role as a supporting department
in the implementation of this programme.
• Could play a role in informing/educating the nation on information regarding the
HIV Counseling and Testing Programme by printing flyers, posters and pamphlets
distributed to various clinics and hospitals.
• By institutionalizing the HIV Counseling and Testing Programme, creating a Unit/
Department that will work with children affected with HIV and Aids.
• The Department of Health could also provide financial support to institutions
implementing the programme, and could also assist in providing staff with training
and necessary support needed.

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 N6 Public Administration: Lecturer Guide

Module 5  Instrumental Functions

Activity 1: PG. 61

Provide any other examples of written documents which are used in an organisation and explain
the purpose of each document.
• Instruction manuals: a booklet or book, which contains written guidelines informing/
explaining how to use or operate/install it.
• Written agreement/contract: Is a written document outlining an agreement between two
parties. A written contract ensures that both parties fully understand the agreement and are
committed to complying to its stipulations.
• Written warning: A written warning is a formal notice of discipline that happens after some
other options have been exhausted. It is to bring to your attention on-going deficiencies in
your behaviour and/or performance.
• Minutes of meetings: Purpose is to record what actions have been decided upon, who is
responsible and what the milestones and deadlines are. It provides an overview of issues
being discussed and the questions that was raised during a meeting.

Review Questions: PG. 65-68

QUESTION 1

1.1 Distinguish between programmable and non-programmable decisions, using examples to

illustrate your answer.
• Programmable decisions: are decisions that have been encountered and been made
in the past. Programmable decisions are made based on the assistance of company
policies and a set of decision-making guidelines; it does not take long to come to a
conclusion because the challenge faced is not new. √√
Example: a company may have a standard routine for handling technical issues,
customer service complaints or disciplinary matters. √
• Non-programmable decisions: involve a new or unusual scenario for which there is
no proven answers to use as a guide. A manager makes a decision that is unique to
the related situation and results in a personalised/customised solution. This decision
takes longer to make because all variables must be considered and the fact that the
information available is inadequate. √√
• Example: Should the company decide to introduce a new technology? √

1.2 There are certain steps which must be followed in order to arrive at a rational decision.
Name the THREE steps in the correct sequence.
• The situation must be observed or examined
• Gather all the facts, understand their causes and tabulate information and brainstorm
possible options and solution.
• Make a decision based on the information (select the best option)

1.3 In almost every job in the public service, workers will need to be provided with certain
impersonal instrumental requirements which enable them to do their job. Discuss the
following impersonal instrumental requirements

1.3.1 Furniture and equipment

• Furniture and equipment must be acquired with the least effort and at the least cost.
• Institutions are responsible for providing suitable furniture and equipment.
• Materials, furniture and equipment should be protected against theft and damage.
• Adequate work procedures must be established by institutions.
• Officials with the appropriate education and training have to undertake the
providing of furniture and equipment.

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 Module 5 • Answers

• Every official should know how to care for and use furniture, computers and
other equipment provided to enable them to perform they functions effectively and
efficiently.

1.3.2 Uniforms and protective clothing

• The police, correctional services personnel and members of the armed force are
provided with uniforms for protection and identification.
• Officials, such as laboratory workers and labourers are also provided with
protective clothing to enable them to perform their functions safely.
• Adequate work methods and procedures are necessary to ensure that the uniforms
and clothing are acquired, stored, issued and used correctly.
• The uniforms worn by some officials (e.g. the police, traffic officers, nurses and
members of the armed forces) are required to perform their functions effectively.

1.3.3 Motorcars and transport
• Public officials must be provided with transport facilities to carry out their
functions.
• These facilities are often inadequate for the purposes of state department officials.
• State departments have its own motor transport department which provide
transport facilities for officials in the performance of their functions.
• Institutions must establish appropriate regulations and instructions to prevent theft
and other malpractices.
• Large sums of money are involved in providing transport facilities for officials to
enable them to carry out they tasks effectively.

1.4 Every official in a public institution must be to perform certain personal activities
which are instrumental in the carrying out of his task. One of these personal activities is
communication. Briefly discuss the following:

1.4.1 Writing skills

• With emails, letters, manuals, memos, staff meetings, official notices and report
writing, most people spend a fair amount of time at work communicating via the
written word.
• Employment in the public sector currently requires job seekers to have good writing
skills; even the so-called unskilled workers must be able to keep records.
• Whether you are writing to a client or supplier, emailing your manager or drafting
the company newsletter, your writing skills can either boost or hinder the
company’s reputation and or goals, even if you do not have a “writing” profession.
• Written communication is important for instructing employees on certain tasks
and inform the employee whom to contact for certain information. For example a
manager may issue a list of the tasks a worker must complete for the day.
• Written communication can take the form of legal documents or manuals, even
written warnings are used to enforce certain policies in the workplace.
• Accurate and efficient written communication between departments builds trust
within the organization and eliminates unnecessary misunderstanding.
• Every functional field has its own technical language and terminology that the
political office bearers and officials of that field must master.
• Officials who perform the generic administrative functions must have excellent
writing skills because most of their working hours are spent on writing and
preparing reports to political office bearers, the Cabinet or even to Parliament.
• These reports should be written simply but precisely to eliminate any
misunderstanding.
• Badly written reports may lead to wrong decisions which may result in providing
inappropriate equipment, resources and services.
• The writing abilities of officials are particularly relevant when bills and other laws
have to be prepared for consideration by political office bearers and legislatures.

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 N6 Public Administration: Lecturer Guide

• Badly written laws complicate the implementation of policies and may lead to great
cost to the public administration concerned.
• Appropriate writing training and education may be necessary to improve officials
writing abilities.
• For instance, officials taking minutes in meetings must be trained and educated
appropriately.
• In a country such as South Africa where 11 official languages being used, every
official must be able to write in at least one other language other than his mother
tongue.
• It is important that a public institution be able to communicate with its clients in the
language of the client’s choice.
• The most modern way of communicating is the use of computers where handwritten
documents are no longer being prepared.
• Documents can be prepared and stored on a computer and can request it to print
letters, reports, schedules, graphs and other related documents necessary.
• It is therefore important that officials are computer literate and therefore not to be
excluded from tasks which require the use computer skills.

1.4.2 Conducting meetings

• Meetings are important particularly in the public sector where various interests are
involved.
• A well-managed meeting always has a designated facilitator or leader who is usually
performed by the senior of a department, division or section.
• This person’s role is to facilitate the meeting, maintain order and keep the
proceedings on track and ensure that debate and discussion is constructive.
• He or she has to know how to prepare appropriately before attending a meeting so
that he or she can participate meaningfully in the discussions.
• He should with the help of his secretary, draft an agenda for the meeting which
reflects the purpose of the meeting.
• The chairperson of the meeting has to serve as a member of a committee, board or
commission.
• The chairperson must be familiar with parliamentary procedures and rules
governing the conduct of a meeting.

1.4.3 Negotiating
• A supervisor regularly negotiates with representatives of other institutions or interest
groups, his or her superiors and subordinates.
• It is essential that every supervisor should be trained and developed to handle
negotiations.
• The supervisor’s negotiation skills will be put to the test, not only in the process of
creating an offer and working diligently to get it accepted, but also with every routine
contact with buyers, clients and lenders.
• These negotiations may concern financial needs, human resources, purchases or any
matter that can influence the activities of the organisational unit.
• Negotiation is filled with tactics and problem-solving that, if effectively utilised, will
yield beneficial results for both parties.

QUESTION 2

Read the article below and answer the questions that follow:

2.1 According to the article TWO departments were involved in this initiative? Name these TWO
departments and the names of the ministers which were mentioned in the article.
• Minister of Justice and Constitutional Development: Mr. Tshililo Michael Masutha
• Minister of Public Works: Mr. Thembelani Thula Nxesi

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 Module 5 • Answers

2.2 To enable officials to carry out their tasks, he or she must be provided with the necessary
impersonal aids. Name FIVE of these impersonal aids mentioned in the article.
• Fully equipped court rooms and offices with adequate space.
• Appropriate waiting rooms
• Typist messenger and photocopying offices
• Store and sick rooms
• Toilets for the public and staff
• Kitchens

2.3 What problems were previously experienced by the community at the old court building?
• The court faced challenges of insufficient court rooms.
• Communities had to travel long distances to access justice services.
• Staff had one telephone line that was shared.
• The court had no access to drinking water for the public and no waiting rooms; it’s
disastrous on rainy days.
• Lack of space and resources.

2.4 Name the personal knowledge and skills personnel must have when working in the court
and explain how each of these personal requirements is useful in court matters.
• Judges: Knowledge of the law, judges needs strong interpersonal skills to effectively
oversee complex cases. High proficiency in English and other languages.
Writing: Communicating effectively in writing as appropriate for the needs of the
audience. Judgement and Decision Making: considering the relative costs and
benefits of potential actions to choose the most appropriate one. Active listening:
giving full attention to what other people are saying, taking time to understand the
points being made, asking questions as appropriate, and not interrupting at
inappropriate times. Reading comprehension: understanding written sentences and
paragraphs in work related documents.
(any applicable)

• Senior Administrator Officers: Knowledge of office administration procedures.

Ability to maintain a high level of accuracy in preparing and entering information.
Team building skills, decision making skills, effective verbal and listening
communication skills.
(any applicable)

• Court clerks: Negotiation skills: bringing others together and trying to reconcile
difference. Time management: Managing one’s own time and the time of others.
Active listening: Giving full attention to what other people is saying, taking time to
understand the points being made. Law and Government: Must have knowledge of
laws, legal codes, court procedures, government regulations and the democratic
political process. Must have knowledge of administrative and clerical procedures
and systems such as word processing, managing files and records, stenography and
transcription, designing forms and other office procedures and terminology.
(any applicable)

• Legal representatives: Degree in law. Excellent verbal and written communication,

negotiation and presentation skills. Ability to exercise independent judgement, and to
work with and maintain confidential and sensitive information. Excellent analytical
and problem solving skills, and senior level skill in managing ambiguous situations and
issues. Thinks creatively and uses diverse ideas to solve problems.
(any applicable)

• Typist messenger: knowledge of the office routine and procedures, to receive

and refer phone calls and visitors to staff members. Knowledge of grammar,
spelling, punctuation and required formats to recognise and correct such errors in
correspondence and reports. Excellent computer skills.
(any applicable)

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 N6 Public Administration: Lecturer Guide

Module 6  Line functions

Activity 1: PG. 73

The Department of Labour has published various acts and legislative documents regarding
workplace rules and regulations which apply to all employers and workers in an organisation.
Visit website http://www.labour.gov.za and list THREE of these acts and explain the objectives of
each one. (3x2) (6)
• Basic Conditions of Employment Act
Applies to all employers and workers and regulates leave, working hours, employment
contracts, deductions, pay slips, and termination
• Compensation for Occupational Injuries and Diseases Act
Workers who are affected by occupational injuries and diseases are entitled to
compensation
• Employment Equity Act
Applies to all employers and workers and protects workers and job seekers from unfair
discrimination, and also provides a framework for implementing affirmative action
• Labour Relations Act
Applies to all workers and employers and aims to advance economic development,
social justice, labour peace and the democracy of the workplace.
• Occupational Health and Safety Act
Aims to provide and regulate health and safety at the workplace for all workers.
• Skills Development Act
Aims to develop and improve the skills of the South African workforce.
• Unemployment Insurance Act No. 63 of 2001
Provides security to workers when they become unemployed.
(any THREE applicable)

Activity 2: PG. 75

2.1. Find information on the Road Accident Funds and explain the purpose of this fund. (3x2) (6)
• The Road Accident Fund Act 56 of 1996 came into operation on the 1 May 1997 (OLD
ACT)
• The Road Accident Fund Amendment Act, 2005 came into operation on the 1 August
2008 (NEW ACT )
• This Act pay compensation to all users of South African roads, citizens and foreigners,
from injuries sustained or death arising from accidents involving motor vehicles within
the borders of South Africa. This cover is in the form of indemnity insurance to persons
who cause the accident, as well as personal injury and death insurance to victims of
motor vehicle accidents and their families.

2.2. From which sources does the Road Accident Fund receive income? (2x2) (4)

Financing of Fund
1. The Fund shall procure the funds it requires to perform its functions:
a. by way of a fuel levy in respect of all fuel sold within the Republic; and
b. by raising loans.

2. There shall be paid into the Fund monthly the amount of money by virtue of the
provisions of section 1(2)(a)(ii) of the Central Energy Fund Act, 1977 (Act No. 38 of 1977),
calculated for the latest month for which such amount can be calculated, and such
payments shall be accompanied by statements reflecting the sale of fuel within the
Republic.

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 Module 6 • Answers

3. The Chief Executive Officer shall from time to time withdraw money from the Fund for
repayment to the Commissioner for the South African Revenue Service of amounts of
fuel levy in respect of diesel refunded by the Commissioner and recoverable from the
Fund in accordance with the provisions of section 75(1A) and (1B), respectively, of the
Customs and Excise Act, 1964 (Act No. 91 of 1964). [Subsection (3) added by section 74 of
Act No. 19 of 2001 with effect from 27 July 2001.]
[10]

Activity 3: PG. 75

3.1. Find information on the Taxi Recapitalisation Programme and provide the objectives of this
programme.
(3x2) (6)
The Taxi Recapitalisation Programme (TRP) has been introduced by Government√√ to bring
about safe, effective, reliable, affordable and accessible taxi operations√√ by introducing
New Taxi Vehicles (NTV’s) designed to provide public transport in the taxi industry√√.

3.2. What is government’s plan of action to achieve the above objectives? (2x2) (4)
• To scrap old taxi vehicles.
• To introduce compulsory safety requirements to protect passengers, operators,
pedestrians, motorists and other road users.
• To ensure passengers are confortable by insisting on the size and number of seats in
the NTV.
• Branding and colour coding of taxi vehicles so that legal taxis could be identified and
differentiated from illegal one, and also that members of the public can easily identify
a taxi vehicle.
(any TWO applicable)
[10]

Review Questions: PG. 76 - 77

QUESTION 1

1.1 Discuss functional activities under the following headings;

1.1.1 Transport
• The state provide some transport services and in regulating others.
• Huge sums of money are spent on the provision of infrastructure for transport
services, such as roads, streets, railway lines and airports.
• Transport services needs to be regulated to protect the population against
exploitation and injury.

1.1.2 Health
• Government must provide all South Africans with essential health services
• The right to have access to health services is stipulated in the South African
Constitution
• These health services include hospitals, clinics and pharmacies.
• Buildings for hospitals and clinics needs to be erected and equipped with medicines
and other necessities.
• The state must employ trained doctors and medical staff.
• The Department of Health also play a role in educating the nation on health issues
by printing flyers, posters and pamphlets, distributed to various clinics and
hospitals.
• For example educating the nation about washing hands with soap and the
distribution of condoms can prevent many contagious diseases.
• Practitioners in health services are regulated by the Health Professions Council of
South Africa (HPCSA), to provide guidance to health care practitioners.

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 N6 Public Administration: Lecturer Guide

1.1.3 Educational services

• The state provides educational services to the population.
• Services such as schools, colleges and universities are funded by the Department of
Education.
• Government provide school, university buildings and public library buildings.
• The state fund the provision of textbooks, library books, study material and other
equipment.
• The state must ensure qualified staff is being appointed.

1.1.4 Protection services

• Any state may be living under the threat of attach from another state.
• Every state must maintain a defence force to protect the population against external
aggression.
• A defence force has to keep itself in a state of readiness to perform its functions
through extensive training programmes.
• The defence force consists of a number of specialised services, namely the army, the
air force and the navy.
• Examples are the air force requires pilots, aviation mechanics and weapon
specialists.
• Other protection services that public institutions provide are fire-fighting,
environment conservation and the prevention of air and water pollution.

1.2 Explain in your own words, what the term nationalisation mean.
• Nationalisation refers to the process of a government taking control of privately owned
industries or private assets into public ownership.
• A government nationalises companies in order to obtain their profits and to avoid what
it considers to be exploitation of the country’s resources by the foreign company.
• Nationalization is often a way for a government to expand its economic resources and
power.
• Nationalization may occur with or without compensation to the former owners.

QUESTION 2

Read the article below and answer the questions that follow;

Department of Agriculture Supports Goedgeloof Farm

27 August 2013

Western Cape Minister of Agriculture and Rural Development visited Goedgeloof Farm outside
Barrydale in the Western Cape on Monday, 26 August. The Western Cape Department of
Agriculture is supporting Goedgeloof with R2.5 million as part of its CASP conditional grant
programme. The support to Goedgeloof included livestock and essential production inputs.
The minister praised the Michaels family for their entrepreneurial spirit and the courage
to lease a farm belonging to the national Department of Agriculture, Forestry and Fisheries
which has been lying dormant and neglected for 11 years. “This farm is well suited for
livestock and feed production. You are currently doing well and I would like to see you
stop renting the land and be in a position to purchase it from government. Ownership will
open doors to financing and create stability for your business. If you can buy the land, your
children can inherit it”

The minister said Goedgeloof has very good prospects for long-term sustainability, in part
because a family with the correct skills and passions were the beneficiaries. Both Brian and
Naomi have prior farming experience and they were prepared to rent the farm at their own
risk initially.

30
 Module 6 • Answers

The Western Cape Government has pioneered a unique commodity approach to support
agricultural empowerment projects. Strategic partnerships have been forged with all the
commodity organizations in the province. Working groups have been established comprising
expertise from the private sector as well as government. These working groups evaluate
all new projects and provide long-term assistance to ensure the sustainability of projects.
Goedgeloof is being supported by the Grain Commodity Organization and the Sheep and Wool
Commodity Organization.

The Western Cape Department of Agriculture is funding 60 projects, worth R135 million in
the 2013/14 financial year. The minister committed his department to a 60% success rate for
agricultural empowerment projects in the Western Cape.

The minister said tax payers’ money should be invested in projects which have a fighting
chance to be sustainable in a very competitive and risky environment. “If we identify the
correct people and provide the needed support, land reform and agricultural empowerment
will be one of the best long-term investments we can make in South Africa’s future”.

Source: http://www.westerncape.gov.za/news/department-agriculture-supports-goedgeloof-farm

QUESTIONS

2.1 In which way did the Department of Agriculture support the Goedgeloof Farm?
(3x2) (6)
2.2 In which way would the success of the Goedegeloof Farm be an advantage to our economy?
(2x2) (4)
2.3 The farm is best suited for livestock and feed production, provides three examples of each of
these farming products.
(4x2) (8)
2.4 What is the name of the minister of Department of Agriculture and Rural Development?
(1x2) (2)
[20]

2.1 The Western Cape Minister of Agriculture and Rural Development has provided financial
support of R2.5 million√√ as part of its CASP conditional grant programme. The support also
included livestock√√ and essential production inputs.√√

2.2 The Goedegeloof Farm nurtures our heritance of natural resources. √√

Contributes to the country’s gross domestic product (GDP), food security, social welfare, job
creation and ecotourism. √√

2.3 Livestock and feed production: are farm animals that are raised on farms to generate a
profit. √√
Domestic animals, such as cattle√√ or horses√√, raised for home use or for profit, especially
on a farm, cows √√ that are raised on a farm and sold for meat are an example of livestock.

2.4 Minister of Agriculture, Foreign and Forestry: Senzeni Zokwana √

Minister of Rural Development and Land Reform: Gugile Nkwinti √

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 N6 Public Administration: Lecturer Guide

Module 7  Government Relations

Activity 1: PG. 81

An instruction was given to the student to visit website http://www.mlgi.org.za/publications-

by-theme/localgovernment-in-south-africa/supervision-of- to read the case study: “The Battle of
Butterworth”.

Activity 2: PG. 83

Read the article below and answer the questions that follow;

Decision on Provincial Intervention in Oudtshoorn Municipality

The Provincial Executive (Provincial Cabinet) yesterday approved a Temporary Budget for the
Oudtshoorn Municipality. The Council of the Oudtshoorn Municipality failed to comply with
certain provisions of the Municipal Finance Management Act (MFMA) in that it did not approve
an annual budget by 1 July 2013, the start of the 2013/14 municipal budget year.

In circumstances where an annual budget is not approved by the start of the budget year,
the provisions of section 139(4) of the Constitution, read with section 26 of the MFMA, find
application. These provisions determine that the Provincial Executive must intervene by taking
appropriate steps to ensure that the budget or revenue-raising measures are approved.

With due cognisance of the applicable legislation and relevant case law, the Provincial Executive
has exercised its statutory mandate by approving a Temporary Budget for the Oudtshoorn
Municipality as well as directing the Council to approve its Annual Budget by no later than 30
September 2013. This intervention will therefore effectively end on 30 September 2013 or on
such earlier date as the Council may approve the 2013/14 Annual Budget.

The intervention and the approval of a Temporary Budget for the Municipality have been fully
consulted with all councillors. By approving a Temporary Budget, the Provincial Cabinet has
acted swiftly, and lawfully, to ensure that the expenditure being incurred by the Oudtshoorn
Municipality as from today, is authorized and regular, allowing service delivery to continue.
Source: http://www.westerncape.gov.za/news/decision-provincial-intervention-oudtshoorn-
municipality

Questions
2.1 According to the article the Council of the Oudtshoorn Municipality failed to comply with
the provisions of the Municipal Finance Management Act. Provide abstractions from the Act
which was not complied with. (3x2) (6)
Extraction from the article which shows that the act has not been complied with: “It did not
approve an annual budget by 1 July 2013, the start of the 2013/14 municipal budget year”.

Source: http://mfma.treasury.gov.za/MFMA/Legislation/Local%20Government%20-%2
Municipal%20Finance%20Management%20Act/Municipal%20Finance%20Management%2
Act%20(No.%2056%20of%202003).pdf

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 Module 7 • Answers

Failure to approve budget before start of budget year

25. (1) If a municipal council fails to approve an annual budget, including revenue-
raising measures necessary to give effect to the budget, the council must
reconsider the budget and again vote on the budget, or on an amended version
thereof, within seven days of the council meeting that failed to approve the
budget. 35
(2) The process provided for in subsection (1) must be repeated until a budget,
including revenue-raising measures necessary to give effect to the budget, is
approved.
(3) If a municipality has not approved an annual budget, including revenue-raising
measures necessary to give effect to the budget, by the first day of the budget
year, the mayor must immediately comply with section. 55

Consequence of failure to approve budget before start of budget year

26. (1) If by the start of the budget year a municipal council has not approved an
annual budget or any revenue-raising measures necessary to give effect to
the budget, the provincial executive of the relevant province must intervene in
the municipality in terms of section 139(4) of the Constitution by taking any
appropriate steps to ensure that the budget or those revenue-raising measures
are approved, including dissolving the council and – 45
(a) appointing an administrator until a newly elected council has been
declared elected; and 50
(b) approving a temporary budget or revenue-raising measures to provide
for the continued functioning of the municipality.
(2) Sections 34(3) and (4) and 35 of the Municipal Structures Act apply when a
provincial executive dissolves a municipal council.
(3) When approving a temporary budget for a municipality in terms of subsection 5
(1)(b), the provincial executive is not bound by any provision relating to the
budget process applicable to a municipality in terms of this Act or other legislation.
Such a budget must, after the intervention has ended, be replaced by a budget
approved by the newly elected council, provided that the provisions of this Chapter
relating to annual budgets are substantially complied with in line with any revised
time frames approved by the MEC for finance in the province. 10
(4) Until a budget for the municipality is approved in terms of subsection (1), funds
for the requirements of the municipality may, with the approval of the MEC for
finance in the province, be withdrawn from the municipality’s bank accounts in
accordance with sub-section (5). 15
(5) Funds withdrawn from a municipality’s bank accounts in terms of subsection
(4) –
(a) may be used only to defray current and capital expenditure in connection
with votes for which funds were appropriated in the approved budget for the
previous financial year; and 20
(b) may not –

(i) during any month, exceed eight per cent of the total amount appropriated
in that approved budget for current expenditure, which percentage must
be scaled down proportionately if revenue flows are not at least at the
same level as the previous financial year; and
(ii) exceed the amount actually available. 25

(6) The funds provided for in subsection (4) are not additional to funds appropriated
for the budget year, and any funds withdrawn in terms of subsection (5) must be
regarded as forming part of the funds appropriated in a subsequently approved
annual budget for the budget year. 30

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 N6 Public Administration: Lecturer Guide

2.2 The Provincial Executive has exercised its statutory mandate, which procedures were
followed to address the issue mentioned in the article.
(3x2) (6)
• Provincial Executive has exercised the provisions of Section 139 (4) of the Constitution,
read with Section 26 of the MFMA which determine the Provincial Executive to
intervene by taking appropriate steps to ensure that the budget or revenue-raising
measures are approved.
• The Provincial Executive approved a Temporary Budget for the Oudtshoorn
Municipality.
• As well as directing the Council to approve its Annual Budget by no later than 30
September 2013.

2.3 Did the Provincial Cabinet act lawfully? Provide reasons for your answer. (4x2) (8)
Yes√√, the Provincial Cabinet did comply with the provisions as stipulated in Section 26 of
the MFMA√√ and Section 139 (4) of the Constitution. √√
The intervention and the approval of a Temporary Budget for the Municipality have fully
been consulted with all councillors. √√
[20]

Activity 3: 85 – 86

Read the following case study and the answer the questions that follow;

Oversees big municipalities

Cabinet has instructed finance Minister Pravin Gordhan and his counterpart Richard Baloyi,
to ensure that provinces get a grip on municipal financial management.
Though the Municipal Financial Management Act (MFMA) and the constitution give
provincial governments special powers to take over the running of failing municipalities, not
one of the 57 such interventions that provinces have made so far can be declared a success.
Besides lack of skills at provincial government level, they have been bogged down by politics.
Many interventions are doomed because their legal requirements are not followed. This
makes it easy for the courts to overturn them and for politicians and bureaucrats on local
councils to argue that the interventions are a political ploy to undermine them.
In an effort to deal with this, Gordhan has taken charge of tracking the 17 biggest
municipalities, which account for 71% of local government spending. Treasury is
spearheading the local government financial management reform agenda which is aimed
at setting uniform norms and standards to ensure municipalities are accountable and
transparent. Developments include a comprehensive budgeting, in-year reporting and grant
monitoring system which will act as an early warning system to identify municipalities at
risk or in financial distress.
Baloyi is expected to present cabinet with a new law that spells out a clear process for
provincial politicians to follow when invoking special powers to take over municipal
functions. Section 139 of the MFMA and, co-incidentally, section 139 of the constitution allow
provinces to step in and take over the running of municipalities in “financial crisis”. If this
doesn’t work, section 216 of the constitution allows national treasury to stop all funds from
being transferred to a municipality.
“Interventions in terms of section 139 [of the MFMA and constitution] are effective only for a
given term of the sitting municipal council. When the term comes to an end, the intervention
also falls off,” explains Cogta ministry spokesman Nghamula Nkuna.

Of the 57 interventions by provinces in municipal governments carried out so far, 20 have

been allowed to lapse after a local government election. Cabinet’s main concern, however,
is that provinces aren’t able to use the early warning systems to give municipalities the

34
 Module 7 • Answers

kind of support they need before they reach financial meltdown. Provincial interventions
often happen when the municipality is already in deep trouble. As a result, the cost and
skills required to rescue it are substantially greater than would be necessary if they were
identified before service delivery was crippled.

There are three current interventions. According to treasury’s latest report on the state of
local government finances, there are many more municipalities in financial distress. It says
44 out of 278 municipalities reflected negative cash positions (in overdraft). A further 38 are
either unable to provide treasury with the correct information to assess their cash position
or submitted inaccurate information.

Says Hattingh: “When deciding on whether to intervene, support or how to support

a municipality, it is advisable that a full range of information covering the finances,
governance and performance information of a municipality be considered.” For provinces
to track municipalities properly, they need better skills and systems than most of them have
at the moment, especially when it comes to seeing an intervention through to a successful
conclusion. While this begs questions about how provinces are going to beef up capacity,
they also need local councils to supply them with regular financial data. When national
treasury first asked municipalities to submit quarterly financial reports in 2006, only 46 of
the 278 were able to. In the past nine quarters, however, all have been able to submit.

“Now that we have them all in the net, we need to work on the quality of the information
they provide us with,” says Hattingh, who concedes that this also requires municipalities to
have professional skills to do the job. Baloyi is ready to present draft legislation to cabinet
that will clarify what process politicians have to follow to implement an intervention. It will
list a uniform set of criteria for initiating, paying for and running these interventions.

The draft bill will be released for public comment once cabinet has approved it. But the
real test of cabinet’s renewed focus on section 139 interventions will be how fast and how
well the state can bolster its capacity to maintain interventions and then ensure that local
councils have the skill to resume control and run a sound administration.

QUESTIONS
3.1 According to the article, what were the reasons for unsuccessful interventions by the
provincial government?
(3x2) (6)
• Lack of skills at provincial government level.
• Effective only for a given term of the sitting of the municipal council, when the term
comes to an end of the current municipal council, the intervention falls away.
• Legal requirements are not followed, which makes it easy for courts to overturn
interventions and for politicians, bureaucrats on local councils to argue that the
interventions are a political ploy to undermine them.

3.2 With reference to the article, explain in your own words what the stipulations regarding
interventions in terms of section 139 of the MFMA and the Constitution mean?
(2x2) (4)
• If a municipality struggle financially this prevents them from fulfilling its obligations to
provide basic services.
• The Provincial Executive must intervene and take appropriate steps in accordance with
the Section 139 (1) of the Constitution.

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 N6 Public Administration: Lecturer Guide

3.3 What were the reasons for the three current interventions according to the treasury’s report
on local government finances?
(3x2) (6)
• Many municipalities are in financial distress.
• Many municipalities reflected negative cash positions/overdraft.
• 38 Municipalities are either unable to provide treasury with the correct information to
assess their cash position or submitted inaccurate information.

3.4 Hattingh discussed various methods what to do when deciding to intervene, support or how
to support municipalities. List these methods mentioned by Hattingh.

(3x2) (6)
• Hattingh advised that complete information covering the finances, governance and
performance of a municipality must be considered.
• He said that provinces need to be trained and equipped with better skills and systems
to easily identify the need for intervention.
• Hattingh further said that the assistance of local councils is needed to supply provinces
with regular financial data.

3.5 Richard Baloyi is in charge of which department?

(1x2) (2)
Richard Baloyi was the Minister of the Department of Co-operative Governance and
Traditional Affairs. He was one of the three Ministers sacked by President Jacob Zuma
during a Cabinet reshuffle on 9 July 2013. Currently serving as the new Minister of the
Department of Co-operative Governance and Traditional is Minister Pravin Gordhan.

3.6 What does the abbreviation Cogta stands for?

(1x1) (1)
Cooperative Governance and Traditional Affairs
[25]

Review Questions: PG. 87-88

QUESTION 1
1.1. Choose the correct word(s) from those given in brackets. Write only the word(s) next to the
question number (1.1.1 -1.1.5).
1.1.1 (Premier/Mayor) is the head of the provincial legislature.
PREMIER
1.1.2 (Provincial legislature/Local Government) makes by-laws.
LOCAL GOVERNMENT
1.1.3 (Provincial ordinances/Acts of Parliament) are made by the central government.
ACTS OF PARLIAMENT
1.1.4 (Mayor/Municipal Council) is the highest authority in the municipality and is
accountable to the province.
MUNICIPAL COUNCIL
1.1.5 (By-laws/Acts of Parliament) may be regarded as invalid if it is in conflict with the
national and provincial legislation.
BY-LAWS
(5X2) (10)

QUESTION 2
2.1 Discuss the relationship between central government and provinces. (8x2) (16)
• The Provincial executive has a constitutional duty in terms of section 125 (2) of the
Constitution to implement all national legislation and to co-ordinate the functions of the
provincial administration and its departments.

36
 Module 7 • Answers

•
Section 100 (1) (b) of the Constitution gives the national government the power to
intervene when a province cannot or does not fulfil its executive obligation in terms of
legislation.
• National government may intervene by taking any appropriate steps to ensure that its
obligations stated in the Constitution are fulfilled.
• These steps include issuing a directive stating steps required to meet its obligations, or
assuming responsibility for the relevant obligation in that province.
• The Cabinet member responsible for provincial affairs must table a notice of
intervention in the Council within 14 days of its first sitting after the intervention
began.
• (2) The notice must be accompanied by a memorandum explaining the reasons for the
intervention.
• (3) The Chairperson of the Council must refer the matter to the select committee
responsible for constitutional affairs.
• The Department of Finance monitors the provinces financial management.
• The Department of Provincial and Local Government (DPLG) plays a general
monitoring role through requesting information and visiting the provinces (for
example to discuss the progress of the provinces).
(any EIGHT applicable)

2.2 Discuss the relationship between Western Cape provincial legislature and Western Cape
municipalities.
(8x2) (16)
• Provincial government play a key role in monitoring the affairs of local government
in order to ensure that high standards of public service and good governance are
maintained.
• Section 155 (6) of the Constitution obliged the provincial government to promote the
development and capacity of the local government.
• If any bill of the national government and the provincial government affects the status,
institutions, powers or functions of local government, it must be published in the
government gazette so that interested persons are invited to make representations.
• By-laws are made by municipalities for effective administration of matters which they
have the right to administer.
• By-laws may be regarded as invalid if it is in conflict with the national and provincial
legislation.
• National and provincial government may delegate tasks to a municipality only if the
municipality has the capacity to perform function.
• Delegations from provincial government to local government should be the result of
a provincial Executive Council decision and should follow consultations with local
government in the province.
• The premier of the province may also advice the municipality to follow a certain
a course, or restrain them if their policies are not improving the welfare of the
community.

2.3 Discuss in your own words the reasons why it would be necessary to intervene in poorly
performed municipalities.
(4x2) (8)
• To prevent poor services being delivered by municipalities to communities.
• To prevent communities from engaging in violent protests against the lack of service
delivery.
• To strengthen and support municipalities and to assist local government in developing
its capacity.
• Intervention is necessary to maintain national standards.

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 N6 Public Administration: Lecturer Guide

QUESTION 3
Read the following article and answer the questions that follow

Mixed reaction to intervention

16 April 2013

Thabo Rantlha

Communities reacted with mixed feelings to the decision by the provincial government to invoke Section 139
administrative intervention in the Matlosana, Maquassi Hills and Ditsobotla municipalities.

“It is correct for the provincial government to take over administration from our municipality because service
delivery is a problem. Nothing encourages us to continue paying rates and taxes because our municipality does not
bother taking our concerns to heart,” Pule Seroba from Matlosana, Klerksdorp said.

Sello Motsweneng from Lichtenburg under the Ditsobotla local municipality said: “The provincial government
should mind its own affairs and stop interfering in the municipalities that have a mandate to deliver like any
sphere of government including national and even provincial.”

Speaking during his recent visit to the municipalities, acting MEC for co-operative governance and traditional
affairs Paul Sebegoe said: “The provincial government has instituted an intervention in these three municipalities
because it is necessary to do so, not because it wants to impose the extent of its constitutional power over them.

“Teams of experts will be deployed at these three municipalities to make them viable and functional municipalities
again so that they deliver quality services to communities.

“The intervention will take place over a period of not longer than six months. We expect municipal officials and
councillors in these municipalities to lead by example and be the ones at the helm of supporting this intervention
and give their full cooperation,” he said.

The step to take over administration of the three municipalities follows a resolution by the Provincial Executive
Council (Exco) after service delivery challenges discovered in the municipalities. Section 139 (1) (b) of the
Constitution states that: “When a municipality cannot or does not fulfil an executive obligation in terms of the
constitution or legislation, the relevant provincial executive may intervene by taking any appropriate steps
to ensure fulfilment of that obligation, including assuming responsibility for the relevant obligations in that
municipality to the extent necessary.”

The extent is to maintain essential national standards or meet established minimum standards for the rendering of
a service; prevent the municipal council from taking unreasonable action that is prejudicial to interests of another
municipality or the province as a whole; and maintain economic unity.

“Following a brief analysis of the financial status conducted in Matlosana municipality, the outcome revealed that
the municipality was under financial distress which resulted in certain obligations not being honoured.

“This includes the non-payment of the bulk electricity and bulk water accounts which resulted in notices of
disconnection by Eskom. The intervention in Matlosana will only be limited to financial responsibilities, which will
be handled by the administrator together with a team of financial experts,” Sebegoe said.

“Other challenges included conduct of management with possible irregularities, non-compliance on financial
management, irregularities in the supply chain management, poor leadership and oversight by council, among
other things,” department spokesperson, Dineo Lolokwane said.

Source: http://www.thenewage.co.za/mobi/Detail.aspx?NewsID=92018&CatID=1017

38
 Module 7 • Answers

QUESTIONS
3.1 A brief analysis was conducted of the Matlosana Municipality’s financial status. What were
the findings and how are the department going to address this issue.
(3x2) (6)
• The municipality was under financial distress, which resulted in certain obligations not
being honoured.
• The non-payment of bulk electricity and bulk water accounts which resulted in notices
of disconnection by ESKOM.
• Administrators (teams of experts) will be handling this matter to make them viable and
functional municipalities again, so that quality services are delivered to communities.

3.2 Why is it necessary for provincial government to go to an extent of intervention?

(4x2) (8)
• To maintain essential national standards or
• Meet established minimum standards for the rendering of services.
• To prevent the municipal council from taking unreasonable action that is prejudicial to
the interests of another municipality or the province as a whole,
• To maintain economic unity

3.3 What were the other challenges that were found in Matlosana Municipality? (4x2) (8)
• Conduct/behaviour of management with possible irregularities
• Non-compliance on financial management,
• Irregularities in the supply chain management
• Poor leadership and oversight by council

3.4 What problems may the Municipality encounter if service delivery is not improving in this
area?
(4x2) (8)
• Communities will convert to violent protests against poor and costly service delivery.
• Communities will feel discouraged to pay rates and taxes.
• Poor communities would suffer the most if they electricity and water is disconnected.
• Poor service delivery would create a non-favourable public image for the local
government.

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 N6 Public Administration: Lecturer Guide

Subject work scheme and assessment plan

Program and level

Subject and level
Subject code
Date
Year/semester/trimester YYYY/SS (for example, 2012/S1)
Subject lecturer

Index

Program and level

Subject and level
Subject code
Date
Year/semester/trimester YYYY/SS (for example, 2012/S1)
Subject lecturer

1. Purpose of the subject work scheme

This subject work scheme provides a structure of the subject content and syllabus. It can be
used as a framework to reach learning outcomes and to better student- performance. The subject
work scheme must be consulted regularly to stay alert of learning objectives and outcomes and
to prepare yourself for the lectures.

2. General information

Course ...................................................................................................................................
Subject ..................................................................................................................................
Subject code ..........................................................................................................................
Lecturer ................................................................................................................................
Study year .............................................................................................................................
Subject credits .....................................................................................................................
Offering time ........................................................................................................................
Lecturing time: x (hours) per week: ....................................................................................

3. Prescribed text book(s)

Name:.....................................................................................................................................
Edition: ..................................................................................................................................
ISBN: .....................................................................................................................................
Author:...................................................................................................................................
Publisher: ..............................................................................................................................

40
 Subject work scheme and assessment plan

4. Other learning resources

You could do research using the sources below to improve your knowledge and understanding,
and to broaden your perspective of the subject.
1 Name: ......................................................................................................................
Edition: ....................................................................................................................
ISBN: ........................................................................................................................
Author: ....................................................................................................................
Publisher: ................................................................................................................

2 Name: ......................................................................................................................
Edition: ....................................................................................................................
ISBN: ........................................................................................................................
Author: ....................................................................................................................
Publisher: .................................................................................................................

3 Name: ......................................................................................................................
Edition: ....................................................................................................................
ISBN: ........................................................................................................................
Author: ....................................................................................................................
Publisher: ................................................................................................................

41
 N6 Public Administration: Lecturer Guide

EXEMPLAR PAPER 1
PUBLIC ADMINISTRATION N6
TIME: 3 HOURS

INSTRUCTIONS AND INFORMATION

1. Answer ALL the questions.

2. Read ALL the questions carefully.

3. Number the answers according to the numbering system used in this question paper.

4. Write neatly and legibly.

42
 Exemplar Papers

SECTION A

QUESTION 1

Choose an item or a word from COLUMN B that matches a description in COLUMN A. Write only
the letter (A – K) next to the question number (1.1.1 – 1.1.10) in the ANSWER BOOK.
COLUMN A COLUMN B
1.1.1 Manager acts according to the law A F.W. Taylor

1.1.2 Aiming at maximising profit B statistical returns

1.1.3 An example of graphic technique C written report

1.1.4 Parastatal research institutions D dialectism

1.1.5 Developer of streamlined work procedure E conformism

1.1.6 To ensure members of the public are kept informed about F business management
services and available services
G SIMO charts
1.1.7 A manager believes in continuous discussion between
himself and his subordinates H circular letters

1.1.8 Formal control measure which provides physical evidence I universities

of whatever takes place
J auditor general
1.1.9 Audits state finances
K ESCOM
1.1.10 Provides essential services to the community
(10 x 2) 20

Indicate whether the following statements are TRUE or FALSE. Choose the answer and write only
‘true’ or ‘false’ next to the question number (1.2.1. – 1.2.10) in the ANSWER BOOK.

1.2.1 Military services are an example of functional activities performed by government.

1.2.2 The state president has the power to appoint ministers.

1.2.3 An official who has a negative attitude regards every suggestion as a threat to
his personal position.

1.2.4 Nationalisation means confiscation by the state of privately owned assets.

1.2.5 A transaction document must be kept for a short period of time.

1.2.6 Delegation is one of the generic functions performed by public officials.

1.2.7 Provinces must administer bylaws.

1.2.8 Written reports are examples of informal control measures.

1.2.9 A business manager is concerned with the improvement of the general welfare of
the community.

1.2.10 Services provided by the government must not be distributed in a fair manner.
(10 x 2) (20)
[40]
TOTAL SECTION A: 40
43
 N6 Public Administration: Lecturer Guide

SECTION B

QUESTION 2

2.1 Discuss factors which impede the revision of procedures. (16)

2.2 Differentiate between the business administration and public administration. (10)

2.3 Name and briefly explain formal control measures. (14)

[40]

QUESTION 3

3.1 Discuss the personal characteristics of a public manager. (16)

3.2 Discuss documentation under the following headings:

3.2.1 Transaction (4)

3.2.2 Reference documents (8)

3.3 Discuss instrumental functions under the following headings:

3.3.1 Conducting a meeting (8)

3.3.2 Negotiating (4)

[40]

QUESTION 4

4.1 Discuss the relationship between local government and provincial government. (16)

4.2 Explain the factors which determine the extent of the functional activities
undertaken by public institutions. (10)

4.3 Name and briefly explain the steps of a control process. (14)
[40]

QUESTION 5

5.1 Briefly explain the advantages and disadvantages of employing private

consultants. (14)

5.2 Discuss the relationship between the central and the provincial government. (10)

5.3 Discuss the functional activities of public institutions under the following headings:

5.3.1 Health services (6)

5.3.2 Protection function (10)

[40]

TOTAL SECTION A: 40
GRAND TOTAL: 200

44
 Exemplar Papers

MARKING GUIDELINE: EXEMPLAR PAPER 1

PUBLIC ADMINISTRATION N6
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
SECTION A

QUESTION 1

1.1
1.1.1 E
1.1.2 F
1.1.3 G
1.1.4 I
1.1.5 A
1.1.6 H
1.1.7 D
1.1.8 C
1.1.9 J
1.1.10 K
(10 X 2) (20)

1.2
1.2.1 True
1.2.2 True
1.2.3 True
1.2.4 True
1.2.5 True
1.2.6 False
1.2.7 False
1.2.8 False
1.2.9 False
1.2.10 False
(10 x 2) (20)
[40]
TOTAL SECTION A: 40

SECTION B

QUESTION 2

2.1 It is natural for people to stick to a familiar way of doing things.

• People are afraid of the unknown.
• The best results will be achieved if improvement is brought about on the initiative of the
official concerned.
• Resistance to change is complicated because officials cannot be threatened with dismissal.
• An official who has a negative attitude towards change will regard every suggestion as a
threat.
• Changes should be made and implemented only after all steps have been taken to make it
acceptable to officials.
• The person implementing change must be connected to the department.
• If officials are involved in party politics they may appeal to politicians to intervene.
• Expensiveness of equipment might inhibit change as technology is needed to help implement
change.
• Line staff might resist change brought about by special staff or advisers.
• Politicians in power may refuse to amend policies and leave officials powerless to make
changes.
(16)

45
 N6 Public Administration: Lecturer Guide

2.2
PUBLIC MANAGEMENT
PRIVATE MANAGEMENT
Decisions are aimed at maximising profit.
Decisions are aimed at improving welfare of the
Budget indicates ever-growing profit.
community.
Complies with stipulations of the law.
Budget must show balanced spending.
Uses own capital.
Applies stipulation of the law.
Decisions are dedicated by the market.
Uses tax funds.
Decisions are dedicated by political authority.
(10)

2.3 The best-known traditional control measure in the public sector.

• Provides physical evidence of whatever takes place.
• Inspection and investigation.
• Takes place in actual work environment.
• The disadvantage is that it eventually results in negative fault-finding.
• It takes place after the deed has been done.
• Auditing.
• It is concerned with the legal correctness of transaction.
• It used to prevent any wrongful transaction from taking place.
• Cost accounting, cost comparison, cost analysis.
• These are useful aids to evaluate standard transactions objectively at operational level.
• Control is exercised before the programme of work is approved and implemented.
• Statistical returns.
• Can measure productivity.
• Figures reflecting costs, together with statistical returns, provide objective criteria for
purposes of assessing results.
(14)
[40]

QUESTION 3

3.1 Ability to plan

• A manager must be able to read and anticipate the future
• He must be able to decide on matters with sound judgement

The ability to organise

• Able to organise people as members of a team
• Must have a thorough knowledge of human nature

Ability to communicate
• Be able to give subordinates the necessary guidance
• Be able to communicate views and opinions in a meaningful way

Ability to inspire
• Must be able to care and portray an enthusiastic and hard-working attitude
• A manager who inspires fear would also get results, but then the performance of
subordinates would be based on fear

Ability to co-ordinate
Co-ordination is obtained by:
• Synchronising activities
• Balancing the workload
• Taking corrective actions to prevent the repetition of deviation
• Evaluating deviation of set standard

46
 Exemplar Papers

The ability to control

• A manager is expected to check on a continuous basis whether the activities of an
organisation unit are still corresponding with the aim.
(16)

3.2 3.2.1 • These are short term records.

• Transaction documents are invoices and copies of receipts. (4)

3.2.2 • Must be kept for long periods

• Need to be filed in such a way that they can be retrieved
• Must be protected against destruction and damage
• Usually kept in registries or archives
• Must be a proper filing system for safe keeping. (8)

3.3 3.3.1 • There will always have to be meetings in public sector institutions
• Every supervisor will have to serve as a member of a board.
• Supervisors must know how to conduct themselves in meetings
• Supervisors serves as chairpersons of meetings. (8)

3.3.2 • Supervisors often negotiate with interest groups and subordinates.

• Supervisors must be trained and developed in negotiating
activities. (4)
[40]

QUESTION 4

4.1 National and provincial government must strengthen the capacity of municipalities.
• If any national or provincial bill affects the status of functions of local government, it must
be published for public comment.
• Municipalities may administer bylaws.
• Bylaws must not contravene the provincial and national laws.
• National and provincial governments must delegate to municipalities any matters which
can be administered effectively in local government.
• A municipality has power concerning a matter reasonably necessary for the effective
performance of its functions.
• Provincial government may intervene if a municipality is incapable of executing its function.
• The premier has a great deal of influence over local government. (16)

4.2 Ideologies of political parties

• Physical characteristics of the state i.e. eliminate conditions and resources
• Social conditions i.e. number and density of the population
• International political development (10)

4.3 Setting standards

• • Results to be measured against standards e.g. qualitative and quantitative measuring
performance against standards
• • Instruments used are written reports, inspection, auditing, statistical reports

Evaluating deviation from standard performance

• Was the standard exceeded
• Was the standard equalled
• Was the standard not equalled

47
 N6 Public Administration: Lecturer Guide

Taking steps to rectify the matter

• Adjusting standards
• Correcting shortcomings which caused deviation in performance (14)
[40]

QUESTION 5

5.1 Advantages
• Private sector is ahead of public sector in the development and aids to improve work
procedure.
• Private sector may employ specialists who have special skills and knowledge.
• Public sector cannot afford to pay specialists on a permanent basis.
• Intensive research is done.

Disadvantages
• Private consultants are not familiar with the way public institutions work.
• Private consultants may not realise the political sensitivity of certain matters.
• Central function which relates to public accountability is strange to them.
• The way they do things does not always suit the social, economical and political objectives.
• They demand very high salaries. (14)

5.2 If the province does not fulfil its tasks the central government may intervene.
• This may be necessary to maintain standards.
• The notice of intervention must be tabled within 14 days.
• Intervention may be approved by NCOP.
• Steps must be followed. (10)

5.3
5.3.1 Health
Provision of health services
Building of hospitals and clinics
Training of doctors and medical staff (6)

5.3.2 Protection functions

Keeping of law and order
The following activities are related to this functional activities
Police who investigate crime
Magistrates who decide on the punishment
Prison workers who guard and rehabilitate prisoners
Specific knowledge and skills should be possessed by these groups
Magistrate and judges must have appropriate law qualification (10)
[40]

TOTAL SECTION A: 160

GRAND TOTAL: 200

48
 Exemplar Papers

EXEMPLAR PAPER 2

PUBLIC ADMINISTRATION N6

3 HOURS

______________________________________________________________________________

INSTRUCTIONS AND INFORMATION

1. Answer ALL the questions.

2. Read ALL the questions carefully.

3. Answers must be numbered in accordance with the numbering system used in this question
paper.

4. Marks will be deducted for untidy work, and sketches and wrong numbering.

5. Write neatly and legibly.

49
 N6 Public Administration: Lecturer Guide

SECTION A

QUESTION 1

1.1 Choose an/a item/word from COLUMN B to match a/an description/item in COLUMN A. Write
only the letter (A – K) next to the question number (1.1.1 – 1.1.10) in the ANSWER BOOK.

COLUMN A COLUMN B
1.1.1 Makes by-laws A educational services

1.1.2 Makes provincial ordinances B Department of Labour

1.1.3 Legislate acts of parliament C public manager

1.1.4 Concerned with improvement of the welfare of a community D graphic techniques

1.1.5 Analyse the study of procedures and methods E leadership

1.1.6 Example of informal control measures F research

1.1.7 Example of auxiliary functions G local councils

1.1.8 Usually kept in registers or archives H provincial legislature

1.1.9 Provision for schools and universities I reference documents

1.1.10 Maintain good relations between employers and employees J parliament

through labour laws
K president
(10 x 2) 20

1.2 Indicate whether the following statements are TRUE or FALSE. Choose the answer and write
only ‘true’ or ‘false’ next to the question number (1.2.1 – 1.2.10) in the ANSWER BOOK.

1.2.1 The image of a public institution will be determined by the quality of its written
communication with the public.

1.2.2 Functional activities which are executed by the public officials are determined by the
needs of the state.

1.2.3 Public institutions exist in order to provide services and to maintain law and order.

1.2.4 Control is exercised to ensure efficiency and effectiveness.

1.2.5 A business owner would use all the means that he has to give the best service he
possibly can to his community.

1.2.6 Research is not important and must not be conducted in order to improve provision
of services to the community.

1.2.7 State law advisers are appointed by government to give legal advice to a state
department.

50
 Exemplar Papers

1.2.8 Public institutions are not required to maintain records of its activities.

1.2.9 Public managers always aim at maximising profit.

1.2.10 The State President is a member of the executive authority.

(10 x 2) (20)
[40]

TOTAL SECTION A: 40

SECTION B

QUESTION 2

2.1 Name and briefly explain factors necessitating the revision of work procedures. (16)

2.2 Discuss accountability under the following headings:

2.2.1 Accountability by legislative authority (10)

2.2.2 Accountability by the public media (4)

2.3 Discuss communication under the following headings:

2.3.1 Writing (6)

2.3.2 Negotiation (4)

[40]

QUESTION 3

3.1 Explain the relationship between Mokgalakwena Municipality and Limpopo province. (16)

3.2 Name and briefly explain THREE managerial styles. (6)

3.3 Discuss functional activities of public institutions under the following headings:

3.3.1 Educational services (6)

3.3.2 Keeping law and order (4)

Why is it important for public institutions to keep the public informed about services
3.4
available to them? (8)
[40]

QUESTION 4

4.1 Explain advantages of written procedures. (12)

4.2 Discuss the relationship between central and local government. (8)

51
 N6 Public Administration: Lecturer Guide

4.3 Discuss instrumental functions under the following headings:

4.3.1 Furniture and equipment. (6)

4.3.2 Uniforms and protective clothing. (4)

4.4 State FIVE functions of legal advisors. (10)

[40]

QUESTION 5

5.1 Why is it necessary to exercise control over executive institutions? (10)

5.2 Discuss personal characteristics of a public manager. (10)

5.3 Discuss relationships between local authorities and provincial government. (10)

5.4 Why is it important to train public officials? (10)

[40]

TOTAL SECTION B: 160

GRAND TOTAL: 200

52
 Exemplar Papers

MARKING GUIDELINE: EXEMPLAR PAPER 2

PUBLIC ADMINISTRATION N6

______________________________________________________________________________

This marking guideline consists of 7 pages.

SECTION A

QUESTION 1

1.1
1.1.1 G
1.1.2 H
1.1.3 J
1.1.4 C
1.1.5 D
1.1.6 E
1.1.7 F
1.1.8 I
1.1.9 A
1.1.10 B
(10 x 2) (20)

1.2
1.2.1 True
1.2.2 True
1.2.3 True
1.2.4 True
1.2.5 False
1.2.6 False
1.2.7 True
1.2.8 False
1.2.9 False
1.2.10 True
(10 x 2) (20)
[40]
TOTAL SECTION A: 40

SECTION B

QUESTION 2

2.1 Needs of the people

Human society is dynamic entity.
There are constant changes taking place in society.
Public authorities are involved in social aspects of community life.
The following must be taken into account:
• Changes in public attitude
• Changes in the views of the government of the day
• Population changes

53
 N6 Public Administration: Lecturer Guide

Acts and bills must be changed to satisfy the needs of the people

Progress made in technological fields

Rapid technological changes has forced work procedures to change.
Examples are high tech-office equipment e.g. fax machines and computers.
Scientific progress
During this century a great number of changes have taken place in the physical and
social science field.
This has been proved by a great number of students at universities and Technikons.
People are pressurised to obtain high educational qualifications, skills and
experience.

Development of administrative/management sciences

The field of public administration is drawing more researchers.
Training and development of supervisors has received increasing priority.
New discoveries have been made in scientific fields.
People are realising that administrative work in the public sector requires a
particular skill.
Outdated methods
Changes are made and implemented in each particular institution as the need
arises.
Sometimes the authorities forget to make adjustments in similar fields or sections
and it results in different sections doing the same task. (16)

2.2 2.2.1
Constitution provides for impeachment and removal from office of the president
and deputy president who performs unsatisfactory.
Section 92 provided for ministers to be accountable individually and collectively to
the president and parliament.
Section 146(2) provided for impeachment and removal of office of provincial
premiers.
Section 153 provides that members of the executive council of each province will be
accountable individually to the premier and to the provincial legislature.
(10)

2.2.2
People are usually interested in reports by public media e.g. radio, tv, newspapers.
Reports on irregular conduct are usually broadcasted with great prominence so that
it is impossible to miss them.
Must report objectively. (4)

2.3 2.3.1
Illiterate people no longer have job opportunities in the public sector.
Labourers may be required to keep simple records.
Every functional field will have its own technical language and terminology.
The higher a functionary is placed in the hierarchy, the greater his skills and writing
abilities will have to be.
Officials who perform generic functions have to spend most of their working hours
writing.
Reports must be prepared and written. (6)

2.3.2 Supervisors will often negotiate with interest groups and subordinates.
Supervisors must be trained and developed in the performance of negotiating
activities. (4)
[40]

54
 Exemplar Papers

QUESTION 3

3.1 National and provincial authorities must strengthen the capacity of municipalities.
If any national or provisional bill affects the status of functions of local government, it must
be published for public comment.
Municipalities may administer by-laws.
By-laws must not contravene the provincial and national laws.
National and provincial government must delegate to a municipality any matters which can
be administered effectively in local government.
A municipality has power concerning a matter reasonably necessary for the effective
performance of its functions.
Provincial government may intervene if a municipality is incapable of executing its function.
The premier has a great deal of influence over local government. (16)

3.2 Conformism
A manager acts strictly according to the law and its regulations.
No deviations are tolerated.

Determinism
A manager believes that the fate of people under his command is pre-determined.
He acts automatically and does not consider other people’s views.

Dialecticism
A manager believes in continuous discussion between himself and his subordinates.
A manager undertakes a consultative process.
(6)
3.3 3.3.1 Educational services
The state has to provide educational services to the population.
Schools, colleges and universities are well known state institutions to the
community.
The state must make sure of the following:
• Provision for schools and university buildings
• Building of libraries
• The staffing of schools and universities
Appropriate trained and educated personnel are certainly required. (6)

3.3.2 The following activities are related to this functional activities:

• Police who investigate crime
• Magistrates who decide on the punishment
• Prison workers who guard and rehabilitate prisoners
Specific knowledge and skills should be possessed by these groups.
Magistrates and judges must have appropriate law qualification. (4)

3.4 The public should know what goods and services are available to them.
Can assist public institutions in performance of their functions.
Be informed about the activities of the public institution.
Should be informed about any purchases which public institutions intend making so that
they can submit tenders. (8)
[40]

55
 N6 Public Administration: Lecturer Guide

QUESTION 4

4.1 To prevent having too many work procedures.

To ensure that the objective is always to reach the goal.
To make sure work assignments are clear and understandable.
To make sure that work is done effectively and efficiently.
Staff can be made aware of new work procedure.
There is a uniform action in situation where more than one institution is involved.
Work procedures will be examined and revised if and when necessary in an orderly
manner.
Instructions are provided in how to delegate authority.
Codes and training manuals are essential to ensure that all new personnel receive
appropriate training.
Authoritative codes are provided for local and other work places.
It explains policy and work procedures so that the staff understand what is expected of
them. (12)

4.2 Local government and central government should maintain a co-operative rather than a
competitive relationship.
Parliament make laws which affect local government.
Legislative authority is vested in parliament which ultimately controls all government
activities.
Local authorities must have points of contact with central authorities.
Parliament even concerns itself with matters which used to be the sole concern of local
government e.g. act on remuneration of Town Clerks. (8)

4.3 4.3.1 Suitable furniture and equipment must be provided

Materials must be acquired efficiently
Material must be protected against damage
Officials should have appropriate education and training
Must be kept clean (6)

4.3.2 There should be a proper procedure to ensure that uniforms and clothing are
acquired, stored, issued and used properly.
Some public officials are provided with uniforms, e.g. police, health and prison
officers. (4)

4.4
Give legal advice to state departments.
Assist officials with drafting of bills.
Assist with passage of bills through parliament.
Give advice to state departments on the interpretation of laws.
Defend officials of state departments and provincial administration in criminal courts on
charges arising out of the performance of their official duties.
Local authorities for cities and large towns can appoint their own law advisers.
Advice provincial government with passing of provincial bills. (10)
[40]

QUESTION 5

5.1 Public institutions must meet the needs of the community.

Public funds must be kept in trust until they are spent on specific purposes.
Man is exposed to temptations.
To ensure legitimacy and legality.
The state seeks order, welfare and peace. (10)

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 Exemplar Papers

5.2 Ability to plan

A manager must be able to read and anticipate the future.
He must be able to decide matters with sound judgement.
The ability to organise
Able to organise people as members of the team.
Must have a thorough knowledge of human nature.
Ability to communicate
Be able to give subordinates the necessary guidance.
Be able to communicate his own views and opinions in a meaningful way.
Ability to inspire
Must be able to care and portray an enthusiastic and hard working attitude.
A manager who inspires fear would also get results, but then the performance of
subordinates would be based on fear.
Ability to co-ordinate
Co-ordination is obtained by:
• Synchronising activities
• Balancing the workload
• Taking corrective actions to prevent the repetition of deviation
• Evaluating deviation of set standard
The ability to control
A manager is expected to check on a continuous basis whether the activities of an
organisational unit are still on course with aim. (10)

5.3 If province does not fulfil its tasks, the central government may intervene.
This may be necessary to maintain standards.
The notice of intervention must be tabled within 14 days.
Intervention may be approved by NCOP.
Steps must be followed. (10)

To be effective
5.4
To be efficient
To give quality service
To be promoted
To re-skill officials
To be productive (10)
[40]

TOTAL SECTION B: 160

GRAND TOTAL: 200

57
 N6 Public Administration: Lecturer Guide

58 V0002