• After three decades of experimentation, successes and failures, the public institutions are playing a role in creating social transformation in South Africa

The success of public institutions is deeply rooted in their ability to plan with a long-term perspective, think in generational terms and execute mandates diligently. Put differently, the effectiveness and resilience of organisations hinge on their capacity to adapt, innovate and maintain a vision that transcends immediate challenges. A long-term approach ensures that national development programmes are not reactive but are designed to build sustainable systems that can produce substantive value.  

In today’s South Africa, the transformation of the public sector is a prime example of how challenging it is to implement institutional reforms to create an inclusive and developmental society in a highly complex and contested terrain. It is easy to blame some for the lapses in public sector performance without recognising significant capacity challenges and the complexity of the reform processes, which have not always been within the control of the public servants.  

Changing the public service required overcoming entrenched inequity, building technical capacity, establishing robust governance and accountability mechanisms, ensuring equitable resource allocation and securing coordination across multiple levels of government. While there were and continue to be performance issues, these must be understood within the broader context of an ongoing and multifaceted reform journey. Addressing these challenges requires sustained effort, commitment, and resources. 

Legacy problems 

The public service inherited from apartheid was highly fragmented, racially biased and inefficient. Reforming it to create a more inclusive, efficient and effective system was daunting. There was a shortage of skilled personnel at the time, particularly in critical areas such as strategic planning and management, technical fields and service delivery. Even where capacity existed, it was designed to service a minority in selected areas. The public service was characterised by rigid hierarchies, outdated processes and lack of accountability, leading to slow, racialised and inefficient service delivery. Corruption was endemic, undermining trust in public institutions and diverting resources from servicing all the citizens.  

The current government inherited this system, in addition to fiscal pressures, thus complicating the reform agenda. The first generation (1994-2004) of bureaucrats had to balance the need for public service reforms with other pressing socio-economic priorities, such as poverty alleviation, improving health services, housing provision and expanding access to education. They also had to build national institutions, like a single examination system, combining all the Bantustan and apartheid administrations. 

Their reform efforts often encountered resistance from within, as some relics of the past were reluctant to change established practices. This first generation of officials had to ensure the building of a new culture of democratic public administration, promote equity, address historical injustices, and provide opportunities for previously disadvantaged communities. Governance structures had to be built. People had to be recruited, and internal and external control systems were developed. People had to trust the government. Parliament had to be respected. A new international relations strategy was designed and implemented, with South Africa establishing mutually beneficial relationships with countries like China.  

We can conclude that the first generation laid a firm foundation for the democratic state we have today. They were pioneers in many respects.  

The second generation of the officials (2004-2014) took over the baton to consolidate the gains of the first. Among their achievements were the expansion and consolidation of the social security system to cover all deserving children from birth to 18 years of age. The economy improved, jobs were created, social services were extended and the most successful tournament (2010 FIFA World Cup) was hosted. Investment in infrastructure opened trade corridors as highways were expanded and new train services were launched, linking Gauteng’s three big cities. The black middle class was burgeoning, thanks to the relentless implementation of employment equality and broad-based black economic empowerment policies. Women were taking up positions in the higher echelons of management and leadership in the private and public sectors. Our sportsmen and women were breaking world records and bringing trophies home. 

In 2009, new institutions like the National Planning Commission and the Department of Planning, Monitoring and Evaluation were set up. Again, the bureaucrats stepped up and effectively executed these political decisions. The National Development Plan was introduced, integrated into the department plans, and executed.  

South Africa repositioned itself globally, putting the country on the global map – from New Partnership for Africa’s Development to the African Peer Review Mechanism. At the UN and G20 platforms, South Africa carried the African Agenda. These milestones notwithstanding, this generation experienced several challenges, such as weakening of capacity, clashes with political leaders and allegations of corruption. This would persist in the third generation as well.  

The last decade has been a mixed bag for the third generation. Capacity had been weakened, trust eroded and many executives got entangled in allegations of crime and corruption. This became prevalent across the system – from local governments to state-owned enterprises. Careers were ruined, as we have witnessed testimonies at the State Capture Commission.  

This generation, however, has taken measures to redeem the system. The COVID-19 pandemic was one such redemptive moment. The bureaucrats acquitted themselves well in managing the pandemic – from providing health care services to innovative use of policies to manage the crisis. It is a matter of public record that South Africa could have seen more deaths had the pandemic not been tightly managed.

Revenue generation 

Under this generation, we have seen the decline and revival of the South African Revenue Service into a top revenue service worldwide, using the best available artificial intelligence technologies to claim what belongs to the public purse. We have a national statistics agency – Statistics South Africa – that continues to produce quality statistics. The Special Investigating Unit has been revived, swiftly attending to those who loot public funds. They do a good job relieving people of assets they shouldn’t own while they recite the South African proverb: “Waiting for my day in court” and “innocent until proven guilty.” 

Finally, as this generation hands over the baton to the fourth generation (2024-2034), it is confident that the Renaissance project will land in safe hands. The working conditions of the next generation of bureaucrats will significantly benefit from some of the reforms initiated by the third generation. These include the National Framework Towards the Professionalisation of the Public Sector, which seems to improve the productivity and professionalism of public sector employees. Pioneered by the National School of Government, the framework has been embraced by public servants, politicians, and stakeholders alike. Ongoing legislative amendments will address policy gaps that have previously blurred the lines between appointed and elected executives.  

The fourth generation must treat all employees as pilots and cabin crew. By that, I mean a culture of continuing professional development must characterise the service in the future. Thus, everyone must constantly return to the simulator to reskill and gain insights into best practices of managing public responsibilities.

The future is bright. Let’s build the public administration we all deserve to be served by.

The author is Principal of National School of Government in South Africa. African Times published this article in partnership with ChinAfrica Magazine