An analysis of stakeholder engagement in the integrated development planning process: a case of Blue Crane Route Local Municipality
- Authors: Marambana, Nonkululeko
- Date: 2018
- Subjects: Stakeholder management -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Local government -- Public relations -- South Africa -- Eastern Cape , Political participation -- South Africa -- Eastern Cape , Public administration -- Citizen participation , Government publicity -- South Africa -- Eastern Cape , Blue Crane Route Local Municipality , Integrated Development Plan (IDP)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/63659 , vital:28466
- Description: Stakeholder engagement in local government is a legislated function that should be implemented by appointed and elected government officials. The 2015/16 financial year report of the Auditor General of South Africa (AGSA), revealed challenges pertaining to stakeholder engagement processes by the Blue Crane Route Municipality (BCRM), in that stakeholder inputs were not incorporated in the municipal Integrated Development Plan (IDP) of the 2016/17 financial year. The concern is that there is a gap regarding stakeholders’ engagement processes within BCRM and that affects the quality of IDP which serves as the municipal strategic document. The aim and objectives of this study are to understand stakeholder engagement processes on the IDP formulation by the BCRM in the Eastern Cape, South Africa. The research questions are: How does BCRM conduct stakeholder engagement processes during IDP formulation? What institutional arrangements are in place for stakeholder engagement? And recommendation on how stakeholder engagement processes can be improved within the BCRM? The research questions were answered through a qualitative study, where data was collected through face-to-face interviews, focus groups and a document review. Face-to-face interviews were conducted with the municipal manager and the managers responsible for IDP as well as the officer responsible for public participation. Focus group sessions were conducted with the community leaders and the departmental leadership. Documents that were reviewed included IDP and process plans, minutes from community consultation meetings, public participation policies, and intergovernmental relations terms of reference. The responses received showed gaps in the following: institutional arrangements related to the integration of stakeholder engagement in municipal key performance indicators and procedures; communication between the municipality and stakeholders; community education related to the impact on community stakeholder engagement, and management processes related to the stakeholder database, capacity development, records management, collaboration and cooperation. Further research on how the municipality communicates and imparts knowledge to its stakeholders is recommended as it could contribute significantly to the body of knowledge.
- Full Text:
- Date Issued: 2018
- Authors: Marambana, Nonkululeko
- Date: 2018
- Subjects: Stakeholder management -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Local government -- Public relations -- South Africa -- Eastern Cape , Political participation -- South Africa -- Eastern Cape , Public administration -- Citizen participation , Government publicity -- South Africa -- Eastern Cape , Blue Crane Route Local Municipality , Integrated Development Plan (IDP)
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/63659 , vital:28466
- Description: Stakeholder engagement in local government is a legislated function that should be implemented by appointed and elected government officials. The 2015/16 financial year report of the Auditor General of South Africa (AGSA), revealed challenges pertaining to stakeholder engagement processes by the Blue Crane Route Municipality (BCRM), in that stakeholder inputs were not incorporated in the municipal Integrated Development Plan (IDP) of the 2016/17 financial year. The concern is that there is a gap regarding stakeholders’ engagement processes within BCRM and that affects the quality of IDP which serves as the municipal strategic document. The aim and objectives of this study are to understand stakeholder engagement processes on the IDP formulation by the BCRM in the Eastern Cape, South Africa. The research questions are: How does BCRM conduct stakeholder engagement processes during IDP formulation? What institutional arrangements are in place for stakeholder engagement? And recommendation on how stakeholder engagement processes can be improved within the BCRM? The research questions were answered through a qualitative study, where data was collected through face-to-face interviews, focus groups and a document review. Face-to-face interviews were conducted with the municipal manager and the managers responsible for IDP as well as the officer responsible for public participation. Focus group sessions were conducted with the community leaders and the departmental leadership. Documents that were reviewed included IDP and process plans, minutes from community consultation meetings, public participation policies, and intergovernmental relations terms of reference. The responses received showed gaps in the following: institutional arrangements related to the integration of stakeholder engagement in municipal key performance indicators and procedures; communication between the municipality and stakeholders; community education related to the impact on community stakeholder engagement, and management processes related to the stakeholder database, capacity development, records management, collaboration and cooperation. Further research on how the municipality communicates and imparts knowledge to its stakeholders is recommended as it could contribute significantly to the body of knowledge.
- Full Text:
- Date Issued: 2018
Why municipalities do not comply and implement expanded public works programmes: a case study of the Buffalo City Metropolitan Municipality in South Africa
- Jikwana, Mvumelwano Valithuba
- Authors: Jikwana, Mvumelwano Valithuba
- Date: 2018
- Subjects: Local government -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/22486 , vital:29975
- Description: The Expanded public works programme (EPWP) was a South African government initiative that was meant to fight poverty, reduce unemployment and develop skills for young people, women and people with disabilities. EPWP was to be implemented by the national, provincial and local governments in order to alleviate poverty and increase economic growth. The programme started with phase 1 in April 2004, where the objective was to create a minimum of 1 million job opportunities by March 2009. The target was achieved by the South African government, but many municipalities faced challenges as they were struggling to meet their own targets. EPWP phase 2 started in April 2009, where the target of creating 4.5 million work opportunities was set and it was meant to end in March 2014. Phase 3 was scheduled to start in April 2014 to March 2019. Buffalo City Metropolitan Municipality (BCMM) is a metropolitan municipality, which should implement EPWP, and it consists of the towns of East London, King Williams Town and Bisho. BCMM council accepted the EPWP structure in the financial year 2013/14, charging the Programme Manager to lead the EPWP unit, consisting of a single office to implement the programme. The municipality faced many challenges, in failing to meet the targets set by the National Department of Public Works (NDPW). These challenges include: the lack of political and administration commitment towards EPWP, lack of proper EPWP training and lack of accountability from Senior Management. Other challenges facing BCMM include: a lack of data capturers to consolidate EPWP information, lack of qualifies people to design and implement labour intensive projects and the shortage of staff within the EPWP unit, which was meant to support all departments. If the municipality can overcome all the challenges, the set targets can be met, unemployment can be reduced and poverty can be alleviated. There is an urgent need for the Mayor and Municipal Manager to commit themselves toward the full implementation of EPWP.
- Full Text:
- Date Issued: 2018
- Authors: Jikwana, Mvumelwano Valithuba
- Date: 2018
- Subjects: Local government -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/22486 , vital:29975
- Description: The Expanded public works programme (EPWP) was a South African government initiative that was meant to fight poverty, reduce unemployment and develop skills for young people, women and people with disabilities. EPWP was to be implemented by the national, provincial and local governments in order to alleviate poverty and increase economic growth. The programme started with phase 1 in April 2004, where the objective was to create a minimum of 1 million job opportunities by March 2009. The target was achieved by the South African government, but many municipalities faced challenges as they were struggling to meet their own targets. EPWP phase 2 started in April 2009, where the target of creating 4.5 million work opportunities was set and it was meant to end in March 2014. Phase 3 was scheduled to start in April 2014 to March 2019. Buffalo City Metropolitan Municipality (BCMM) is a metropolitan municipality, which should implement EPWP, and it consists of the towns of East London, King Williams Town and Bisho. BCMM council accepted the EPWP structure in the financial year 2013/14, charging the Programme Manager to lead the EPWP unit, consisting of a single office to implement the programme. The municipality faced many challenges, in failing to meet the targets set by the National Department of Public Works (NDPW). These challenges include: the lack of political and administration commitment towards EPWP, lack of proper EPWP training and lack of accountability from Senior Management. Other challenges facing BCMM include: a lack of data capturers to consolidate EPWP information, lack of qualifies people to design and implement labour intensive projects and the shortage of staff within the EPWP unit, which was meant to support all departments. If the municipality can overcome all the challenges, the set targets can be met, unemployment can be reduced and poverty can be alleviated. There is an urgent need for the Mayor and Municipal Manager to commit themselves toward the full implementation of EPWP.
- Full Text:
- Date Issued: 2018
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