Investigating the depth of public participation in the Gauteng Integrated Development Planning (IDP) processes, and deepening its impact on IDP development for the Gauteng Department of Local Government|
David and Nobi, working with Hein Marais (author of South Africa: Limits to change) have won a tender to assess the nature of public participation in IDPs – the legally-created instrument and set of attendant processes that are meant to ensure the public participates in setting their own development priorities, which should cascade upwards to ensure that Provincial growth & ...
BEE at the heart of S&Tís corporate social responsibility
The purpose of a Corporate Social Responsibility Policy is to ensure that the business supports the sustainability of the social environment and the framework in which it operates. The policy should ensure that the business works for the overall benefit of society. A business needs to demonstrate core business strategies that are linked to internal management systems and key performance indicators aimed at promoting the social upliftment, development and poverty reduction of its staff and the communities in which it operates.
Advisory Team for bi-annual Programme Review: Governance, Justice, Law and Order Sector (GJLOS) Programme , Kenya .
Strategy & Tactics, in partnership with South Consulting ( Kenya), won a highly competitive tender to provide an Advisory Team that will review a critical programme in Kenya, namely the Governance, Justice Law and Order Sector Programme, which encapsulates many of the National Rainbow Coalition (NARC) government's key reforms. The team is led by S&T's David Everatt, backed up by Matthew Smith, and joined by Karuti Kanyinga and Pauline Nyamweya of South Consulting. The first Review runs from October to December 2004, with a joint government/donor Review meeting in Mombasa in December.
Official evaluators of the Learnership programme
In recent months much has been said in the media about the role and performance of the 25 Sector Education and Training Authorities (SETAs), those agencies at the centre of operationalising the government's national skills development strategy. The thrust of much of this attention has been around the failure of SETAs to deliver on their mandate. As a result there has been talk, and indeed the drafting of some proposals, about merging some of the SETAs so that delivery can be streamlined and, therefore, more effective and efficient.
For the past 12 months Matthew has been engaged by the Office of the Public Service to conduct a national assessment of the state of service standards currently being used by national and provincial departments. In this assessment Matthew explored whether departments had service standards, what the quality of these standards were, and whether departments used these standards to inform initiatives to improve service delivery. Here he provides an overview of what is meant by service standards and why it is important for government departments to have service standards.
April 2004 saw the ANC sweep back into power, with an enhanced majority and a larger number of votes cast for it than in 1999. Strategy & Tactics was officially appointed as research provider to the ANC for the elections, undertaking both qualitative and quantitative research, analysis and recommendation development. We salute the ANC on a famous victory!
In praise of middle managers
Matthew Smith, in conjunction with Jon File (CHEPS) and Marc Vermulen (Tilburg Management School), is
currently facilitating a programme to empower middle managers at Technikon Northern Gauteng (TNG). The aim of the programme is twofold; in the short term we hope to assist the managers deal with TNG's forthcoming merger with Pretoria Technikon and Technikon North West, and in the long term the aim is to help make the managers more effective and efficient.
Typically, when big organisations are faced with problems similar to the DoL they tend to focus on their organisational structure and thereby change the way they are organised. In most cases this does not fundamentally change how people operate as they continue to operate in the same way, albeit in a different structure. Workflow studies on the other hand focus on the work process, prior to making any changes to the organisation. A workflow study is usually conducted in three phases:
Youth Summer School
S&T recently organised a Youth Summer School at Rhodes
University on behalf of the International Sociological Associationís
"Sociology of Youth" committee, of which David Everatt is Vice-President
for sub-Saharan Africa. S&T Research Manager Jowie Mulaudzi,
who helped organise the workshop, reports on what happened.
Learning and teaching in Africa
Our mission statement at S&T is to use our skills to put Africa first.
In recent weeks, weíve had the privilege of being invited to work in Nigeria
and Kenya, offering us the chance to be true to our mission.
The hidden side of research: high quality fieldwork
The S&T approach to fieldwork is a developmental one, recruiting unemployed local matriculants training and deploying them in the field. The reasons? Enhanced quality, and a developmental investment in local human capital. The problems? Considerable, as Nobayethi Dube explains.
Integrated development planning versus national programmes?
S&T partner Jowie Mulaudzi reflects on what threatens to be a key area of tension, namely the functional value and efficacy of IDPs and their relationship with centralised targeting and delivery mechanisms.
ZIVUSENI - S & T involved in Gauteng's major Poverty Alleviation Programme
Moagi Ntsime describes S&T's role in Gauteng's leading anti-poverty programme.
Targeting for the Zivuseni Poverty Alleviation Programme
S&T partner Ross Jennings is an expert in targeting for poverty alleviation programmes. Here he describes a recent Gauteng-based targeting exercise.