Search

This paper presents a comparative assessment of South Africa and India's service delivery improvement strategies, challenges, successes and lessons learnt in advancing their service delivery reform programmes. The cardinal argument in the paper is that the public administrative systems adopted and inherited in the post-democratic epochs in India and South Africa were incapable of meeting the service delivery needs of their respective citizens. They epitomised the traditional and hierarchical public administrative systems that were the object of reforms in the 1990s. The reform initiatives also coincided with global reforms on public administration systems taking place under the aegis of the new public management framework. A key feature of new public management is its application of private-sector ideas to the public sector, such as individual accountability. The paper further undertakes a comparative review of service delivery improvement frameworks of South Africa (Batho Pele) and India (Sevottam) in relation to their objectives and implementation modalities. [ABSTRACT FROM AUTHOR]

Alongside debates concerning managerialism, marketisation and performativity, the question of accountability in higher education has come to the fore in recent commentary. Discussion of the subject has tended to be divided into two distinct camps. On the one hand, there are strong calls for more accountability to the public purse - a desire to witness more productive returns and efficiency on investment in higher education. On the other, there are academics who rail against the oppressive, panoptican-like nature of the audit culture, emphasising the debilitating effects of quality assurance mechanisms on academic life. The paper suggests that one way out of this impasse is to place the current accountability agenda - what Travers refers to as the 'new bureaucracy' - in the context of Max Weber's account of bureaucracy and rationality. Habermas' reconstructed version of Weber's work is identified as a possible means of delineating the reaches and limits of modern bureaucratic accountability. [ABSTRACT FROM AUTHOR]