An evaluation of women participation in housing delivery in the Eastern Cape Province of South Africa: the case of the Mdantsane Township in Buffalo City Municipality (1962–2012)
- Authors: Ssekibuule, Henry Jacob Festus
- Date: 2012
- Language: English
- Type: Thesis , Doctoral , PhD (in Public Administration)
- Identifier: vital:11689 , http://hdl.handle.net/10353/d1013593
- Description: This study, Women Participation in Housing Delivery of the Mdantsane Township Buffalo City Metropolitan Municipality (BCMM) Area is explained in this thesis as a heterogeneous, long lasting, immobile and an essential consumer good that need to be delivered to the homeless. Such a delivery process needs to ensure that the Buffalo City Metropolitan Municipality area remains sustainable. Women's participation in housing delivery in South Africa; the extent of empowerment in the post 1994 era, with specific reference to case studies in Mdantsane Township 1962 -1998, begins with the premise that post-apartheid housing policies, compared to those of the apartheid era, have provided women with greater access to housing. In 1994, the housing backlog was estimated to be about 3.5 million units, with the majority of those in need of shelter, being African women. This backlog was due to past policies that largely excluded women from ownership and access to capital or resources to build formal housing. The changes wrought by the democratic dispensation, such as constitutional provision for gender equality, promised women greater participation in the social, political and economic spheres of the country. The recognition of gender equality and housing as rights protected within the constitution was reinforced by pronouncements in various policy documents, such as the Housing White Paper (HWP) that underlined the need for women's involvement in shelter development. When the Government of National Unity took office in 1994, it inherited a country with severe inequalities in resource distribution and land ownership. In particular, it inherited a housing crisis, which was largely, caused by apartheid legislation and policies. This research focused on the women participation in the housing delivery crisis from 1962 to post-1994, by considering the impact and effect of the constitutional right towards women to have access to adequate housing, especially for those living in intolerable conditions. It does so by utilising a social-scientific approach to the law. This approach acknowledges that the housing right must exist alongside other social phenomena and as a part of everyday life in South Africa. Accordingly, the implementation of the housing right by three local municipalities in the EC was examined.
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- Date Issued: 2012
Strategy implementation: a critical assessment of the application of integrated risk management in the implementation of Eastern Cape Province provincial growth and development strategy (ECPGDS)
- Authors: Tshayingca-Mashiya, Nontsikelelo Valencia
- Date: 2012
- Subjects: Risk assessment -- South Africa -- Eastern Cape -- Growth , Risk assessment -- Development -- South Africa -- Eastern Cape , Strategic planning , Risk management
- Language: English
- Type: Thesis , Doctoral , PhD (in Public Administration)
- Identifier: vital:11678 , http://hdl.handle.net/10353/d1007305 , Risk assessment -- South Africa -- Eastern Cape -- Growth , Risk assessment -- Development -- South Africa -- Eastern Cape , Strategic planning , Risk management
- Description: Strategic Management cycle consist of strategic planning, implementation, monitoring, evaluation and review of strategy. Strategy implementation has thus become the most significant management challenge. Yang et al. (2010) claim that although formulating a consistent strategy is a difficult task for any management team, making that strategy work and implementing it throughout the organisation is even more difficult. Yang further argues that Strategy implementation has been recorded as a key challenge for today’s organisations. According to Gurowitz (2008, there is evidence which shows that less than 10 percent of strategies formulated are effectively executed. Hrebiniak (2005) advances that; failure in organisations to effectively execute strategies is often as a result of limitation in linking organisational goals with objectives (operations). There are many other factors that influence the success of strategy implementation, ranging from the people who communicate or implement the strategy, to the systems or mechanisms in place for co-ordination. Brynard (2005) asserts that strategy implementation is equally challenging for management in Government departments, given that efforts of Government are aimed at improving service delivery. Poor strategy implementation is linked to poor service delivery. It is also worth noting that whilst implementation is acknowledged as a challenge, joint planning and joint implementation policies and strategies experience even a greater challenge in their implementation According to Young (2006), Debra and Yeates (2008), strategy implementation is in itself a risk because of its impact on the processes, people, and the systems. Strategy implementation is thus considered one of the main risk factors in organisations. In concurring with this view, Lorenzi et al. (2008) proposes that, strategy implementation implies change, and therefore poses risk to the processes, the people and the systems.
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- Date Issued: 2012