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This article is an overview of shifting political—administrative relationships in South Africa, with particular reference to growing politicization (partisan control of the bureaucracy). Studies of politicization of public services are important because political involvement in management has often led to negative effects on service delivery. The article sets out a theoretical framework for political—administrative relationships, examining the growing politicization of public services, the impact of New Public Management (NPM) and political—administrative relationships in developing countries. It then looks at political—administrative relationships in South Africa, including the apartheid history, the development of a new framework in the democratic South Africa and politicization in the staffing of the public service. It examines three functional areas — the decentralization of powers, contract appointments and performance management — and discusses the implications of this changing framework for service delivery. The methodology consisted of interviews with a number of senior government officials, including three current directors-general and a former Minister for the Public Service and Administration, an analysis of government legislation, Public Service Commission (PSC) data including surveys, unpublished data of the Department of Public Service and Administration (DPSA), policy papers of the African National Congress (ANC) and an Organisation for Economic Co-operation and Development (OECD) study of political involvement in bureaucracies. The article concludes that growing politicization of the public service has contributed to poor service delivery, and that the South African government needs to place greater emphasis on merit as the basis for appointments and promotions. Points for practitioners This article is useful for professionals working in public management and administration because it looks at the following debates and issues, which have practical implications: frameworks for understanding political—administrative relationships in the public service; the impact of the politicization of staff in the public service; and how merit-based appointment can improve government effectiveness. The article also offers lessons to developing countries wishing to create more professional public services.

This article analyses the evolution of metropolitan government in South Africa. During the past ten years South Africa has progressed from having no metropolitan government, to a two-tier metropolitan system and now to a single-tier metropolitan system. The ruling African National Congress (ANC) prefers single-tier metropolitan authorities as a means to, inter alia, promote redistribution of resources and services, promote strategic land-use planning and facilitate economic and social development. A single-tier system was accordingly introduced in 2000. The major thrust of this article is an examination of the process that led to the introduction of six metropolitan governments, and the theoretical debates that underpinned this decision. It also analyses new types of executive systems, forms of public participation, development and service delivery. Finally, it provides a preliminary analysis of the performance of the new metropolitan governments. The article argues that structural reform, territorial changes, development in local government and new forms of service delivery have seriously overburdened local government in the short term and have detracted from service delivery. These unitary metros have, however, been operating for less than four years and must be given time to prove themselves before an informed evaluation can be made.

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