A review of local government performance from 2004 - 2008: Sakhisizwe Local Municipality
- Authors: Dyani, Christopher Sidima
- Date: 2016
- Subjects: Local government -- South Africa -- Eastern Cape , Public administration -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/6271 , vital:21064
- Description: Loosely defined as “political units or instruments constituted by law (the peculiar or unique characteristics of which is their subordinate status to the central government) which have substantial control over local affairs and likewise have the power to tax” (Nyalunga, 2006: 15), local governments, and municipalities in particular, have been in existence since the early history of Anglo-Saxon England (post 1870). As political units, local governments have defined areas, defined populations, organised administrative structures and the authority to undertake and the power to carry out public activities within such defined areas (Nyulunga, 2006: 15). In the three-tiered form of government that is dominant world-wide, local government is the lowest sphere of government and, as such, “is often the first point of contact between an individual and a government institution” (Thornhill, 2008: 492). Although a number of different forms and structures of local government exist in the world, as it evolved, three critical matters defined the nature of local government in any particular country. Firstly, local government is defined by the extent of local self-government. Secondly, it is the autonomy and discretionary powers of the municipality and, thirdly, it is the extent to which the municipality is a momentous force in the lives of the people within a given area (Nyulunga, 2006: 16). Therefore, a consideration if these three defining factors provide clarity in terms of the nature of local government in a particular country. Due to the form of the South African state, which is a unitary state, South Africa established a system of local government aimed at governing various areas throughout the country. For the greater part of the country‟s history prior the 1994 democratic elections, what distinguished the South African local government system from the rest of the world was its relationship with the people it sought to govern. While in the majority of cases around the world municipalities were concerned with the welfare of all their citizens, in South Africa, the successive apartheid regimes worked tirelessly at the adoption and systematic enforcement of draconian policies that effectively brought misery to the majority of the South African population. Pieces of legislation, such as the various Natives Acts, the Reservation of Separate Amenities Act, and the Group Areas Act, implemented through local government – the form of government closest to the people – ensured that South Africa experienced gross human rights violations, the economic exclusion of the majority of the populace, separate and unequal development and, in effect, an absolute monopoly of social, economic and political power by the white minority (Landsberg and Mackay, 2006: 1). Given the immediate impact municipal policies had on the people they sought to govern - this as a direct result of the proximity of this sphere of government to the people - it is not surprising that this level of government was the first casualty in the apartheid resistance campaign led by various liberation movements in the country. With systematic protests against various local government actions, coupled with boycotts of municipal rates and taxes, local government increasingly became detached from the population it served and consequently, was rendered dysfunctional. The election of F.W. De Klerk as the president of South Africa in 1989 proved to be a turning point in the historical trajectory of the country. Understanding the deleterious effects that the repressive policies had on the country‟s social structure, both economically and politically, De Klerk embarked on a road less travelled by opening channels for negotiation between government (and by extension the National Party) and the liberation movements in the country (particularly the African National Congress). As such, from 1990, various political organisations, such as the African National Congress (ANC), the Pan Africanist Congress (PAC), the South African Communist Party (SACP) and the Inkatha Freedom Party (IFP) among others, which had, for many years, been banned on the basis of them being seen as terrorist organisations, were unbanned. This was accompanied by the unconditional release of political prisoners, including South Africa‟s first democratically elected President, Nelson Rolihlahla Mandela. One of the key outcomes of the negotiations that took place in the early 1990s was the development of the Interim, or Transitional, Constitution, Act 200 of 1993. This was an important document in that it provided a „historic bridge‟ between the apartheid state and the democratic dispensation that millions of South Africans aspired to. Additionally, this document provided a framework for the continued governance of South Africa pending the country‟s first democratic elections. The continued governance that the Interim Constitution provided for meant balancing human rights and the continued existence of the state and/or government. This was an important matter, particularly for local government, in that “a fragmented and incoherent range of local authorities cannot be transformed in one process as the negotiators for a democratic system of government wanted to ensure continuity in service provision” (Thornhill, 2008: 494). The temporal reprieve provided by the Interim Constitution allowed the negotiators to deal with the details of what would be the post-apartheid local government system of South Africa. The democratic government that emerged after the watershed event of 1994, under the stewardship of Nelson Mandela, had the immediate task of dismantling the apartheid legacy that had defined the country for many years and moving the country closer to achieving the democratic promise of a better life for all citizens. Practically, and importantly for the transformation of local government, this meant instilling democratic values and principles that would ensure that local government was responsive to the needs of the people and that it remained accountable to the electorate (the Presidency, 2003: 11). The ideal of the incoming democratic government was to transform this sphere of government into one that would ensure inclusive growth and development and equitable redistribution of the wealth of the country such that all people would have equal opportunity for a better life. It is important to note that the elections that were held on 27 April 1994 were only national and provincial elections. Local government elections could not be held at this point, simply because the new constitutional dispensation had not been finalised (Thornhill, 2008: 495). All parties to the negotiations agreed that the process of finalising the Constitution would be done through a democratically elected Constitutional Assembly. It was only after the Constitution of the Republic of South Africa, Act 108 of 1996 (the Constitution), was finalised, that the first local government elections could be held.
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- Date Issued: 2016
Challenges to service delivery in the Department of Home Affairs
- Authors: Mahlungulu, Zimkitha
- Date: 2015
- Subjects: Public administration -- South Africa -- Eastern Cape , Customer services -- South Africa -- Eastern Cape , South Africa. Department of Home Affairs
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/6573 , vital:21114
- Description: The South African public sector is important for the sustainable growth and development of the country. One of its major responsibilities is to ensure that all citizens have access to and receive services. Achieving a high degree of productivity is an important objective of public service organisations across the world, given the pressure to deliver quality public goods and services within the limits of ever-increasing resource constraints. The South African public service is no exception to this global phenomenon. The challenge of the public service is therefore to continuously improve performance in order to meet citizens’ needs. The focus of this study is the challenges facing service delivery in the Department of Home Affairs. The aim of this study is to explore and describe the challenges that hinder full transformation and maximum customer/client satisfaction in regards to service delivery offered by the Department of Home Affairs. The objectives are: to identify the challenges experienced by staff offering services to clients at the Department of Home Affairs and to identify the problems experienced by clients who receive services at Home Affairs. The study employs a qualitative research methodology and uses observation and individual interviews as data collections tools. The findings from both sources indicate that the clients were not happy with the quality of service they receive at the ID section. Amongst other things, they complained about lack of information, lack of guidance, unprofessional staff, and technical problems that they had experienced. However, the staff also encountered a number of challenges, including being short staffed, lack of resources, and system problems as the system is new to them and they have not received enough training before it was implemented.
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- Date Issued: 2015
Water service delivery for improved quality of life in the Mbizana Local Municipal
- Authors: Mpange, Zolisa Bavuyise
- Date: 2012
- Subjects: Public administration -- South Africa -- Eastern Cape , Water-supply -- South Africa -- Eastern Cape , Municipal services -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9146 , http://hdl.handle.net/10948/d1018891
- Description: This study deals with water service delivery for improved quality of life in the Mbizana Local Municipality. The study sets out to determine how the inner workings of water service delivery work in the Mbizana Local Municipality, situated in the Eastern Cape, and how this should function in terms of South African legislation. The objectives of the study are to understand the current state of water service delivery in the Mbizana Local Municipality, finding out information about South African legislation regarding the ideal state of water service delivery, and recommending development programmes to improve water service delivery. This study is about understanding trends in the body of scientific knowledge or literature, and studying (as objects) the ideas and writings of other scholars. No empirical study was conducted. The research methodology for this study is descriptive, with data sourced from available literature. The findings in this study indicate that backlogs for water service delivery remain high in the Mbizana Local Municipality. Regrettably, the situation has worsened since 2004; backlogs have shifted from 45 percent to 94 percent of households with no access to tap water. A number of normative criteria to deal with the research problem were extracted from available literature, from which conclusions were drawn and recommendations made.
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- Date Issued: 2012
The role of traditional leadership institutions in the development of their communities with specific reference to the Rharhabe kingdom, Mngqesha Great Place, King William's Town
- Authors: Mahlangeni, Bethwell Mzikalanga
- Date: 2005
- Subjects: Public administration -- South Africa -- Eastern Cape , Tribal government -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:8169 , http://hdl.handle.net/10948/395 , Public administration -- South Africa -- Eastern Cape , Tribal government -- South Africa -- Eastern Cape
- Description: It is the objective of this treatise to highlight and demonstrate the role that can be played by Traditional Leadership Institutions in the development of their communities, demonstrate and advance the extent to which they can enhance their image and restore their dignity by embarking on community development projects that will improve the quality of life of their subjects in their jurisdictional areas. However, as the number of Traditional Leadership Institutions that can be investigated and researched was so large, it became necessary to focus attention primarily on the Rharhabe Kingdom with its seat and headquarters at Mngqesha Great Place in King William’s Town. The Mngqesha Great Place, the seat of the Rharhabe Kingdom is a typical example of a Traditional Leadership Institution selected from the six existing Eastern Cape Provincial Kingdoms. Attention is invited to the following fields which had to be explored since they serve the basis for the evolution of Traditional Leadership Institutions in South Africa. A historical background to Traditional Leadership and Governance in South Africa and the Eastern Cape provides some key issues of governance, management and administration, position, place and status of the institution during the pre- colonial and colonial periods, the period under apartheid rule, the independence period of the former homelands of Ciskei and Transkei territories with reflections on Tribal and Regional Authorities and Local Government Bureaux. A synoptic perspective of the effect of changes on the functioning of the Institution of Traditional Leadership is provided in some detail. This part is concluded with a brief history of the Rharhabe Kingdom. An overview of Traditional Leadership and Governance in the new South Africa since 1994 to date indicates the recognition and important role that Traditional Leadership Institutions can play. In this regard, there is policy and legislation that is in place on Traditional Leadership and Governance with a clear vision for implementation. Since 1994, there are many initiatives that have been undertaken by government in creating and maintaining an enabling environment for the efficient management and administration of the institution, transfer payments for different projects like funding the building of various Great Places and Provincial Policy Initiatives on Traditional Leadership and Governance. Institutional arrangements for Traditional Leadership Institutions reflect on the hierarchy of Traditional Leadership, for example, the position of the King as head of a Regional Authority (Ikomkhulu), the Chiefs under Kings as Heads of Traditional Authorities (Inqila) and Headmen as heads of the various Administrative Areas (locations). In order to give meaning to Government’s recognition of the Institution of Traditional Leadership, to enhance the institution and give it a role at the National, Provincial and Local levels, the government has established a National and Provincial Houses of Traditional Leaders with clear roles and responsibilities and provision for accountability of Traditional Leaders and structures. Regarding the role of Traditional Leadership Institutions in Governance and Development, it is clear that over many years, these institutions performed various governance functions. The policy framework on Traditional Leadership and Governance besides legislation specifies the duties and functions of these entities. With regard to the King Sandile Development Trust and its role in community development, the research reveals visionary leadership on the part of the Kingdom, with the Trust, since its establishment in 1999 being at the centre of all development initiatives at the Great Place besides government initiatives. The King Sandile Development Trust is therefore a legal entity established and funded in terms of law. It has its constitution, vision and clear objectives, procedural arrangements on administration, management and financial arrangements. The development role of the trust is reflected in the Queen’s Programme of Action and Implementation, headed by the Queen mother, Queen Noloyiso Sandile, the wife of His Majesty King Maxhobayakhawuleza Sandile. Besides, there are established tourism chalets providing not only revenue but also employment opportunities to many local subjects of the Kingdom. Finally, the treatise concludes with some general conclusion and recommendations and challenges that demand that traditional leaders be appropriately trained, its institutions adequately resourced, appropriately run and administered based on the need to account publicly on their performance.
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- Date Issued: 2005