The immediate task therefore, is not so much the preoccupation with the instability of the political coalitions, but to devise mechanisms to cushion the citizens from the harmful effects of the fragile unstable coalition governments.
The collapse of both the ANC-led, and the DA-led coalitions in the Nelson Mandela Bay, and City of Johannesburg Metros, respectively, is manifestation of political leadership instability of local government coalitions. This instability is also prevalent in the cities of Ekurhuleni and Tshwane, and the possibility of power changing hands to alternative, and equally fragile coalitions is high.
Local government coalitions therefore, are a high risk to the residents of local communities.
Also, given the propensity that coalition governments are a likely future feature of provincial and national governments, South Africans are at risk of further marginalisation from political leadership, and service delivery. The irony though, is that the growth of both local and national economic development is primarily depended on an astute political leadership, both at a strategic and policy levels. Unfortunately, South Africa’s political parties are mainly inward looking. In the absence of a private sector job creating economy, political participation has become a major individual vehicle of economic activity.
Hence, the most vicious political contestations in South Africa’s body politics, is not across political parties but within political parties. The proliferations of ANC individuals lobbying to be voted into the NEC is one case in point. In other instances, several municipal counsellors have been murdered allegedly in contestation for municipal positions. Thus, at a collective level, the formation of coalition governments, address the same individual question – what’s in it for me!
The danger here lies when this political contestation happens within state institutions such as municipal councils; provincial and national governments; and democracy oversight bodies. The critical risk in this regard, is informed by the very thin line between that which ought to be the preserve of the political sphere, and that which ought to be the preserve of the bureaucratic and administrative sphere.
Under normal circumstances, there should be a bold line between politics and bureaucracy.
In the main, political leadership within the state apparatus should concern itself with policy development and direction, whilst bureaucratic leadership and management should be concerned with efficient and effective delivery of public goods, and services. Cushioning the bureaucracy from politics is an intricate and necessary intervention.
The intricacy in this regard, lies in the fact that in South Africa’s multiparty democracy, the bureaucracy has to deliver on the manifesto of the ruling party – whatever that party may be. Yet, in its execution of bureaucratic functions, it has to put at the centre of work, the essential wellbeing of the citizens.
That is, whilst exercising loyalty to the policy imperatives of the governing party of the day, the bureaucratic performance must be informed by - what is in the best interest of the citizens.
The Draft Framework for the Professionalisation of the Public Sector refers to the above, as a “depoliticised Public Sector” and it is currently being developed by the National School of Government (NSG), led by Busani Ngcaweni, and discussed by the National Cabinet.
The draft framework states: “The professionalisation of the public sector requires a non-partisan approach which embraces the merit principles in all staffing practices in the public sector.
For this to be realised, the Public Sector must be depoliticised by insulating it from the politics of political parties. This is important for the bureaucracy to continue to implement its political mandate loyally and diligently, as set by voters and the governing party or parties yet refrain from being a political actor itself.”
In a matured multiparty political democracy, political parties would appreciate to have a bureaucracy that operates loyally, and diligently in fulfilling the political electoral mandate of the ruling party, delivering public good and services efficiently to citizenry, whilst refraining from participating in party politics.
In other work in this regard, led by Yoliswa Makhasi, the director general of the Department of Public Services and Administration (DPSA) there are legislative proposals that senior bureaucratic leaders and managers such as Heads of Departments, “…may not hold political office in a political party, whether in a permanent, temporary, or acting capacity.” As law, this has already taken effect at the local government level. Linked to this, is the proposal contained in Professionalisation Framework that delinks the tenure of the head of administration from that of the political executive, with proposals that Directors General should at least be given a ten year contract.
These proposals and discussions within the state and various stakeholders, have been an essential element in initiatives of building state capacity to perform. However, the fragility, and instability of coalition governments and the risk they pose to municipal infrastructure, service delivery, and local economic development, necessitate for urgency in dealing with the issue of cushioning bureaucracy from political interference, compromise, and the risk of destabilization.
Moreover, given the indications both at the provincial and national governments, coalition governments are most likely to be the near future phenomenon, measures and means need to be put in place to ensure the stability of bureaucracy in the delivery of public goods and services. This entails delinking political contestation from bureaucratic administration, whilst ensuring synergy between the two given the electoral nature of South Africa’s democracy, for better service delivery.
Written by Dumisani Tembe
Tembe is Executive Director at Kunjalo CDR