Problem Statement and Purpose
Despite the service delivery transformation policies adopted at the dawn of democracy in 1994, i.e. the Constitution, Public Finance Management Act, 1999 (Act 1 of 1999), White Paper on Transforming Service Delivery (1997), White Paper on Transformation of service delivery (1995) - weak management capacity, tension in the political administrative-interface, lack of proper skills and capacity, high turnover, and poor organisational design are still observed as public service constraints. The current emphasis on business unusual or ‘delivering differently’ is largely driven by fiscal constraints, government’s imposed austerity measures which have led to unprecedented funding cuts across the public sector, increased demand for services and changing societal needs. In terms of section 9(a-c) of the Restitution of Land Rights Act, 1994 (Act 22 of 1994) as amended, the Chief Land Claims Commissioner is empowered to appoint persons or organisations with particular knowledge or expertise relevant to the achievement of the Commission on Restitution of Land Rights’ objectives to advise the Commission regarding any matter connected with the performance of its functions. Seemingly this is not fully exploited, hence the slow progress observed in processing land restitution claims.
The aim of this paper is to recommend ways of taking advantage of the Alternative Service Delivery mechanisms for the efficient and effective processing of land restitution claims in South Africa.
Methodology
Qualitative research is applied as it is especially appropriate for answering questions of why there is allegedly a thirty-year backlog in the processing of land restitution claims in South Africa. Qualitative review of documents in the Commission on Restitution of Land Rights i.e. Strategic and Annual plans, Annual reports, statistical analysis, literature review on the subject matter, media content, and legislative prescripts was conducted.
Findings
There are no formalised collaboration arrangements with and clearly defined roles with other role-players in the government departments and entity organisations. There is no evidence that the service delivery mechanisms developed at the inception of the programme were ever redesigned to take cognizance of the different and ever-changing socioeconomic needs of the current generation. The use of technology in order to support the business process of the CRLR is minimal. And lastly, outdated legislation that is not amended regularly to take into consideration and act upon the changing socioeconomic needs of the claimants.
Proposals
Whereas the use of advanced digital technology could be considered an enabler of more efficient, transparent and effective government, it may in turn demand new styles of leadership, decision-making processes, different ways of organising and delivering services. Implication of the 4IR is that people will increasingly collaborate with diverse role players and technological interfaces in a variety of settings. There is a need to review the Act and related policies, especially in relation to the awards. Provision should be made in the Act on the role and enforceable duties of the diverse role players, especially on post-settlement support.
References
Bergh, Z. 2017. Introduction to work psychology. Cape Town: Oxford university Press.
Chauke, P.K. 2021. Unpacking the impact of land dispossession for effective land restitution research in South Africa. Wandsbeck: Reach Publishers.
Mkhatshwa-Ngwenya, E.N.M., P Khumalo, P. 2020 (The 5th Annual International Conference on Public Administration and Development Alternatives 07 - 09 October 2020, Virtual Conference
