Suchergebnisse

Renewed scholarly interest on chieftaincy hardly pays attention to the interaction between traditional leadership and modern democratic citizens. It is the state-chieftaincy relationship that has dominated much of the current research on traditional leadership in modern Africa. Even work that has been done on traditional leadership and the modern democratic state is mostly qualitative and speculative. This has led to the field being flooded by mostly qualitative and speculative assumptions on traditional rule. Botswana has not been immune to this anomaly. By employing public opinion data from the Afrobarometer surveys of 1999, 2003, 2005 and 2008, the study hopes to contribute towards the limited empirical research on traditional leaders, particularly in Botswana, which will make a valuable contribution to a more profound and grounded picture of traditional leadership in an era of heightened democratization resulting from economic development and modernization.

AbstractWhat impact has HIV/AIDS had on the structure of public administration and what further lessons do these changes hold for other policy sectors in Botswana? For long, Botswana has had the highest prevalence of HIV/AIDS, bringing many developmental challenges. An under‐researched facet of HIV/AIDS is the effect it had on the public administration in Botswana. Whereas classical approaches to public administration suggest that it is 'civil' service organisations that lead in health administration, HIV/AIDS spawned a particular type of organisation, the policy network. In mitigating HIV/AIDS, the policy environment became more fragmented with networks for treatment, prevention, advocacy and research emerging. These networks are made up of entities from the public, private for‐profit and not for‐profit sectors. They participate in the agenda setting, formulation, implementation and monitoring and evaluation of HIV/AIDS policy. Traditional public administration theories cease to hold sway; private actors become engaged in 'public policy' and the other way round. Policy is carried out in horizontal arrangements; linking government, business and non‐governmental organisations in mutual inter‐dependences. Health care professionals share policy spaces with the media, social scientists and politicians. New challenges face public policy‐making including co‐ordination problems, fragmented accountability and shared policy spaces. Copyright © 2008 John Wiley & Sons, Ltd.