Adressing the impact of structural fragmentation on aspects of the management and conservation of cultural heritage

Sibayi, Dumisani (2009-12)

Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2009.


ENGLISH ABSTRACT: The birth of democracy in South Africa launched a paradigm shift in the public sector aligning it with the new political ideology. To meet this objective, state organs had to be radically transformed to embrace this new political ideology so as to extend and enhance service delivery to all South Africans. The democratisation of state organs led to the transformation of public institutions both statutory and non-statutory. The urgency to transform strategic state institutions whose mandate was to provide basic and primary needs like health, housing and social services, led to the neglect of other like sport, culture, and the natural environment. The transformation of some of the latter institutions was attended to only after a couple of years after the democratisation. This led to flaws in these legislative development processes which resulted in the creation of different institutions by various laws. This was the root cause of fragmentation. The provisions of these Acts are in some areas ambiguous and contradictory. The consequences are duplications and overlaps in the implementation processes. Heritage institutions have different regulatory frameworks and management systems – regulations, policies, guidelines and procedures. Furthermore, complex internal management systems expedite fragmentation of this sector. This institutional fragmentation has enormous impact on heritage conservation and management. There is limited cooperation and collaboration between heritage institutions. This study will outline how theories, strategies and instruments from the new public management approach, can be utilised to address these challenges.

AFRIKAANSE OPSOMMING: Met die totstandkoming van ‘n demokratiese Suid-Afrika het in paradigma verskuiwing in die openbare sektor gevolg wat dit in lyn gebring het met die nuwe politieke ideologie. Om hierdie doelwit te bereik staats instelling moes radikaal getransformeer word om hierdie nuwe politieke ideologie te ondersteun en diens lewering na alle Suid-Afrikaners uit te brei. Die demokratisering van staatsinstellings het tot die transformasie van beide statutere en -nie statutere instellings gelei. Die noodsaak om strategiese staatsinstellings wie se mandaat dit was om basiese en primere dienste soos gesondheid, behuising en maatskaplike dienste te verskaf en transformeer, het tot die verwaarlosing van sport, kultuur en omgewingsake gelei. Dit het ‘n paar jaar geduur na demokratisering voordat die transformasie van hierdie instellings aandag gekry het. Die gevolg was ‘n gebrekkige wetgewende ontwikkelingsproses wat tot die totstandkoming van verskillende instellings in terme van verskeie wette gelei het. Hierdie is die bron van fragmentasie. Die voorskrifte van hierdie wetgewing is in sekere areas dubbelsinnig en teenstrydig. Die gevolg is duplikasie en oorvleuling in die implementeringsprosesse. Erfenis oorvleueling instellings het verskillende regulatoriese raamwerke en bestuurstelsels- regulasies, beleide, riglyne en prosedures. Verder vererger die komplekse interne bestuurstelsels fragmentasie in die sektor. Die institusionele fragmentasie het groot impak op erfenisbewaring en-bestuur. Daar is beperkte samewerking tussen erfenis instellings. Hierdie studies sal aandui hoe teoriee, strategie en instrumente van die nuwe benadering tot openbare bestuur aangewend kan word om hierdie uitdagings die hoof te bied.

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