The integrated development plan as a developmental tool: the case of Amahlathi Municipality
- Sokopo, Bongiwe Annette Patience
- Authors: Sokopo, Bongiwe Annette Patience
- Date: 2012
- Subjects: Local government -- South Africa -- Eastern Cape , Public administration -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8355 , http://hdl.handle.net/10948/d1020919
- Description: The study is about the Integrated Development Plan as a developmental tool for the Amahlathi municipality. The main focus of the study is to assess whether the Integrated Development Plan is used as a developmental tool in the Amahlathi municipality. Local government in South Africa has been mandated by the Constitution and other pieces of legislation like the White Paper on local government, the municipal Structures Act and the municipal Systems Act to improve the socio-economic conditions of communities to deliver services to the people and encourage communities to participate in the process of developing the Integrated Development Plan (IDP). Service delivery remains a challenge in the municipality despite the initiative of introducing the IDP to support this local municipality in fulfilling its mandate of taking services to communities. This is reflected in the municipal IDP Mayor‟s foreword where it is indicated that the infrastructure backlogs are still visible in the municipality to the extent that there are areas where there are no operations at all. Also, the report by the Co-operative Governance and Traditional Affairs in 2009 indicated that Amahlathi local municipality is among 57 municipalities in the country that have been identified as the most vulnerable and which therefore needed support for sustenance. This study details these challenges and places particular focus on the utilisation of the IDP as a developmental tool for Amahlathi Local Municipality. From the literature and responses by the respondents, it is clear that local government has to be committed to work with citizens and groups within the communities to find sustainable ways to meet their social, economic and material needs and improve their quality of life. The study is both qualitative and quantitative and questionnaires have been used as a method of collecting data. The responses and results suggested that the community members in the Amahlathi municipality were aware of the existence of the IDP. However, a lot of work still has to be done to ensure that there is development in the communities.
- Full Text:
- Date Issued: 2012
- Authors: Sokopo, Bongiwe Annette Patience
- Date: 2012
- Subjects: Local government -- South Africa -- Eastern Cape , Public administration -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8355 , http://hdl.handle.net/10948/d1020919
- Description: The study is about the Integrated Development Plan as a developmental tool for the Amahlathi municipality. The main focus of the study is to assess whether the Integrated Development Plan is used as a developmental tool in the Amahlathi municipality. Local government in South Africa has been mandated by the Constitution and other pieces of legislation like the White Paper on local government, the municipal Structures Act and the municipal Systems Act to improve the socio-economic conditions of communities to deliver services to the people and encourage communities to participate in the process of developing the Integrated Development Plan (IDP). Service delivery remains a challenge in the municipality despite the initiative of introducing the IDP to support this local municipality in fulfilling its mandate of taking services to communities. This is reflected in the municipal IDP Mayor‟s foreword where it is indicated that the infrastructure backlogs are still visible in the municipality to the extent that there are areas where there are no operations at all. Also, the report by the Co-operative Governance and Traditional Affairs in 2009 indicated that Amahlathi local municipality is among 57 municipalities in the country that have been identified as the most vulnerable and which therefore needed support for sustenance. This study details these challenges and places particular focus on the utilisation of the IDP as a developmental tool for Amahlathi Local Municipality. From the literature and responses by the respondents, it is clear that local government has to be committed to work with citizens and groups within the communities to find sustainable ways to meet their social, economic and material needs and improve their quality of life. The study is both qualitative and quantitative and questionnaires have been used as a method of collecting data. The responses and results suggested that the community members in the Amahlathi municipality were aware of the existence of the IDP. However, a lot of work still has to be done to ensure that there is development in the communities.
- Full Text:
- Date Issued: 2012
Role of the customer care unit at the Department of Education in the province of the Eastern Cape
- Authors: Mkutukana, Babalwa
- Date: 2012
- Subjects: Public administration -- South Africa -- Eastern Cape , Customer services -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8296 , http://hdl.handle.net/10948/d1018896
- Description: The importance and need for customer care is recognized in both the public and private sector. Policy documents such as Batho Pele (White Paper on Transforming Public Service Delivery 1997) have captured this. Hence citizens should be treated as customers. Each of the eight Batho Pele principles reinforces and encourages the perception of the end-users of public services as customers, rather than simply as citizens (Batho Pele Handbook, 1997:26). The Eastern Cape Department of Basic Education has experienced challenges which include the malfunctioning of the school nutrition programme, unpaid service providers and unpaid benefits to its employees. These challenges highlight the need for customer care in the provision of these services. This study evaluated the role of the Customer Care Unit in the Department of Basic Education in the Eastern Cape. Interviews and complaints data base were used in the data collection process. The study found that factors influencing the functioning of the Customer Care Unit include, among others, limited collaboration between the Customer Care Unit and the Head Office of the Eastern Cape Department of Basic Education; limited awareness of the existence of the Customer Care Unit; and a shortage of staff and financial resources. The study recommends that Management should support the Unit by, among others, appointing and training adequate staff, raising awareness regarding the Unit and providing financial, technological and physical resources for the Unit.
- Full Text:
- Date Issued: 2012
- Authors: Mkutukana, Babalwa
- Date: 2012
- Subjects: Public administration -- South Africa -- Eastern Cape , Customer services -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8296 , http://hdl.handle.net/10948/d1018896
- Description: The importance and need for customer care is recognized in both the public and private sector. Policy documents such as Batho Pele (White Paper on Transforming Public Service Delivery 1997) have captured this. Hence citizens should be treated as customers. Each of the eight Batho Pele principles reinforces and encourages the perception of the end-users of public services as customers, rather than simply as citizens (Batho Pele Handbook, 1997:26). The Eastern Cape Department of Basic Education has experienced challenges which include the malfunctioning of the school nutrition programme, unpaid service providers and unpaid benefits to its employees. These challenges highlight the need for customer care in the provision of these services. This study evaluated the role of the Customer Care Unit in the Department of Basic Education in the Eastern Cape. Interviews and complaints data base were used in the data collection process. The study found that factors influencing the functioning of the Customer Care Unit include, among others, limited collaboration between the Customer Care Unit and the Head Office of the Eastern Cape Department of Basic Education; limited awareness of the existence of the Customer Care Unit; and a shortage of staff and financial resources. The study recommends that Management should support the Unit by, among others, appointing and training adequate staff, raising awareness regarding the Unit and providing financial, technological and physical resources for the Unit.
- Full Text:
- 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
- Mahlangeni, Bethwell Mzikalanga
- 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.
- Full Text:
- Date Issued: 2005
- 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.
- Full Text:
- Date Issued: 2005
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