scholarly journals OP17.03: Profile of antenatally-diagnosed congenital anomalies in the public sector of the Western Cape, South Africa: a prospective review

2014 ◽  
Vol 44 (S1) ◽  
pp. 114-114
Author(s):  
J.L. van der Merwe ◽  
L. Geerts
Keyword(s):  
South Africa ◽  
Public Sector ◽  
Congenital Anomalies ◽  
Western Cape ◽  
The Public

INVESTMENT IN THE PUBLIC SECTOR OF SOUTH AFRICA

1965 ◽  
Vol 33 (4) ◽  
pp. 279-297 ◽  
Author(s):  
G. W. G. BROWNE
Keyword(s):  
South Africa ◽  
Public Sector ◽  
The Public

Conveners as champions of collaboration in the public sector: a case from South Africa

2003 ◽  
Vol 23 (2) ◽  
pp. 141-150 ◽  
Author(s):  
Silvia Dorado ◽  
Peter Vaz
Keyword(s):  
South Africa ◽  
Public Sector ◽  
The Public

Leadership of change in South Africa public sector turnarounds

2018 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mampe Kumalo ◽  
Caren Brenda Scheepers
Keyword(s):  
South Africa ◽  
Public Sector ◽  
Current Literature ◽  
Organisational Change ◽  
Director General ◽  
Change Processes ◽  
Structured Interviews ◽  
Content Type ◽  
The Public ◽  
Financial Consequences

PurposeOrganisational decline has far-reaching, negative emotional and financial consequences for staff and customers, generating academic and practitioner interest in turnaround change processes. Despite numerous studies to identify the stages during turnarounds, the findings have been inconclusive. The purpose of this paper is to address the gap by defining these stages, or episodes. The characteristics of leaders affect the outcome of organisational change towards turnarounds. This paper focusses, therefore, on the leadership requirements during specific episodes, from the initial crisis to the full recovery phases.Design/methodology/approachA total of 11 semi-structured interviews were conducted with executives from the public sector in South Africa who went through or were going through turnaround change processes and 3 with experts consulting to these organisations.FindingsContrary to current literature in organisational change, this study found that, in these turnaround situations, leadership in the form of either an individual CEO or director general was preferable to shared leadership or leadership distributed throughout the organisation. This study found four critical episodes that occurred during all the public service turnarounds explored, and established that key leadership requirements differ across these episodes. The study shows how these requirements relate to the current literature on transactional, transformational and authentic leadership.Practical implicationsThe findings on the leadership requirements ultimately inform the selection and development of leaders tasked with high-risk turnaround change processes.Originality/valueFour episodes with corresponding leadership requirements were established in the particular context of public sector turnaround change processes.

scholarly journals South African Renal Registry Annual Report 2018

2020 ◽  
Vol 23 (1) ◽  
Author(s):  
M. Razeen Davids ◽  
Thabiet Jardine ◽  
Nicola Marais ◽  
Julian C. Jacobs ◽  
Sajith Sebastian
Keyword(s):  
Public Sector ◽  
South African ◽  
Annual Report ◽  
Population Group ◽  
Healthcare Sector ◽  
Western Cape ◽  
The South ◽  
The Public ◽  
Number Of Patients ◽  
Kidney Replacement Therapy

The seventh annual report of the South African Renal Registry summarises the 2018 data on kidney replacement therapy (KRT) for patients with kidney failure in South Africa. In December 2018, the number of patients who were being treated with chronic dialysis or transplantation stood at 10 730, a prevalence of 186 per million population (pmp). Most patients are treated with haemodialysis in the private healthcare sector, where the prevalence was 839 pmp. In the public sector, which serves 85% of the South African population, the prevalence of KRT (67 pmp) remained below the level reported for 1994. Limpopo and Mpumalanga remain the most under-served provinces and Blacks the most under-served population group. The Western Cape province had the highest public sector treatment rates by a large margin and was also where most of the country’s public sector kidney transplants were performed.

scholarly journals Nurses’ views on promotion and the influence of race, class and gender in relation to the Employment Equity Act

2019 ◽  
Vol 45 ◽  
Author(s):  
Mariana M. Van der Heever ◽  
Anita S. Van der Merwe ◽  
Talitha Crowley
Keyword(s):  
South Africa ◽  
Public Sector ◽  
Diversity Training ◽  
Survey Design ◽  
Mixed Race ◽  
Western Cape ◽  
Employment Equity ◽  
Cross Sectional ◽  
Managerial Positions ◽  
And Gender

Orientation: Regardless of the implementation of the Employment Equity Act (EEA), No. 55 of 1998 and the abolishment of apartheid in 1994, African and mixed-race females are under-represented in managerial positions in the public sector of the Western Cape (WC) in South Africa and nationally in the private health sector.Research purpose: The purpose was to explore the views of nurses about promotion to managerial positions in view of the Employment Equity Act (EEA) and the possible influence of race, class and gender.Motivation for the study: South Africa has a history of racial hierarchies and gender inequities. It was therefore important to explore the influence of the EEA and race, class and gender on the promotion of nurses in the post-apartheid context.Research approach/design and method: A cross-sectional descriptive survey design was completed. Six hundred and eighty-eight (n = 688) nurses consented to participate and 573 (83%) questionnaires were returned.Main findings: Race as a social construct surfaced in the superior viewing of white and the inferior viewing of African nurses. Mixed-race and white nurses seemed disgruntled with the EEA because of the benefits it holds for African nurses. African nurses seemed angered by their under-representation in managerial positions in the private and public sectors in the WC. White nurses seemed convinced that African, mixed-race and Indian nurses experience upward mobility. Mixed-race nurses (public sector WC) showed concerns about the career successes of males in a female-dominated profession.Practical/managerial implications: Managerial structures should be required to invest in diversity training, create awareness of the noble intentions of the EEA and communicate the relevance of employment equity plans.Contribution/value-add: The findings provided evidence that reflected a need for diversity training and the creation of awareness about the longstanding influence of racial and gender hierarchies.

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