https://jolgri.org/index.php/jolgri/issue/feedJournal of Local Government Research and Innovation2024-03-05T09:49:50+01:00AOSIS Publishingsubmissions@jolgri.orgOpen Journal Systems<a id="readmorebanner" href="/index.php/jolgri/pages/view/journal-information" target="_self">Read more</a> <img style="padding-top: 2px;" src="/public/web_banner.svg" alt="" />https://jolgri.org/index.php/jolgri/article/view/153The district development model as a catalyst for improved integrated development planning2024-03-05T09:49:50+01:00Mzwandile Tetimzwandile.teti@dalrrd.gov.zaOgochukwu Iruoma Nzewionzewi@ufh.ac.zaSithenkosi Lungisaslungisa@ufh.ac.za<p><strong>Background:</strong> In the search for a panacea to local government dysfunction, the structure of local government is an important area of focus. Largely, district and local municipalities which were carved out of the need for post-apartheid transformational spatial development, struggle to achieve the delivery of planning goals. In 2019, the South African government introduced the District Development Model (DDM), an innovative platform that will tackle poor coordination of service delivery in the local sphere. The model has been piloted in the O.R. Tambo District in the Eastern Cape province.</p><p><strong>Aim:</strong> This research critically explores the potential of the DDM to improve Integrated Development Planning (IDP) in O.R. Tambo District Municipality.</p><p><strong>Methods:</strong> In search for meaningful exploration of this latest intervention, the study anchors itself on the interpretivist research paradigm. Semi-structured interview with in-depth preset open-ended questions was conducted with five senior managers.</p><p><strong>Results:</strong> The results show that although there seems to be a general awareness of the DDM among principal actors, there are some grey areas on how it is to function and how the expected results are to be achieved. Internal and external grey areas include coordination and communication dynamics within the model, and the whole change management process needed to effectively put this initiative in place.</p><p><strong>Conclusion:</strong> The article recommends an open systems approach to the DDM which makes the DDM hub an agile team.</p><p><strong>Contribution:</strong> This study adds to the knowledge on alternative service delivery models; it provides as a source to the introduction of the DDM, and it represents initial exploratory research into DDM.</p>2024-03-04T06:00:00+01:00Copyright (c) 2024 Mzwandile Teti, Ogochukwu Iruoma Nzewi, Sithenkosi Lungisahttps://jolgri.org/index.php/jolgri/article/view/161The administrative effects of political killings of officials in South African Municipalities2024-03-01T13:56:15+01:00Hulisani Takalanitakalanihh@gmail.comPhellecy N. Lavhelaniphellecy.lavhelani@univen.ac.za<p><strong>Background:</strong> Politically motivated killings have been an increasing concern in South Africa since the dawn of democracy in 1994. Over the years, various municipalities have seen a rise in the killing of local government officials. While there are records of the number of incidences of killings in provinces such as Kwazulu-Natal, Gauteng and Limpopo, it remains unclear how these occurrences affect local government administration.</p><p><strong>Aim:</strong> This study seeks to explore the administrative effects of politically motivated killings of officials in South African municipalities.</p><p><strong>Methods:</strong> Using the adversarial and politicised bureaucratic models, the study relied on secondary sources of data from accredited journal articles, books, conference proceedings, official reports and academic theses. A desktop qualitative review of data was used.</p><p><strong>Results:</strong> The research found that politically motivated killings of municipal officials have detrimental effects on good governance and service delivery such as staff rotations, destabilisation of the councils, skills erosion and continued political tensions.</p><p><strong>Conclusion:</strong> This study finds that the killings are part of the deeper crisis of politics and administration dynamics in the public service with detrimental effects on the governance of municipalities in South Africa. The study recommends that local governments introduce stringent minimum requirements for appointing officials to minimise the contestation between politicians and government administrators.</p><p><strong>Contribution:</strong> This study seeks to stimulate further research interest in the anatomy of political killings, specifically the diagnosis and specific measures to help curb this phenomenon for better governance within local government.</p>2024-02-28T06:00:00+01:00Copyright (c) 2024 Hulisani Takalani, Phellecy Nyawasedza Lavhelanihttps://jolgri.org/index.php/jolgri/article/view/163A sustainable differentiated funding model for South African district municipalities2024-03-01T13:56:15+01:00Lindokuhle B.G. Manuellindokuhlem2@vut.ac.zaLourens J. Erasmuserasmlj1@unisa.ac.za<p><strong>Background:</strong> South African district municipalities supply, <em>inter alia</em>, basic social goods in order to realise socio-economic rights and promote sustainable development in their local communities. This requires adequate funding, which may be in the form of own generated revenue and intergovernmental transfers. However, despite legislated functions, many district municipalities are regarded as financially distressed and unable to deliver on their constitutional mandates.</p><p><strong>Aim:</strong> This study sought to develop a sustainable differentiated funding model for district municipalities that will enable them to deliver on their constitutional mandates.</p><p><strong>Methods:</strong> This empirical study followed a positivist paradigm and used questionnaires to solicit the views of selected municipal officials from all district municipalities on the efficacy of the current funding model against the key principles that underpin a successful funding framework for South African municipalities.</p><p><strong>Results:</strong> The results of this study indicated that the funding district municipalities receive and generate is not in line with their constitutional mandates, which in turn, negatively affects their financial condition. Thus, there is a necessity to reconstruct the current funding model.</p><p><strong>Conclusion:</strong> This study recommends a clear specification of C1 and C2 district municipal powers and functions, and that the current funding model change from applying a blanket approach and rather consider the different geographical areas and circumstances for C1 and C2 district municipalities.</p><p><strong>Contribution:</strong> This empirical study contributes to the broader body of scientific knowledge on the local government financial governance by addressing the funding model for South African district municipalities in a practical manner.</p>2024-02-07T08:00:00+01:00Copyright (c) 2024 Lindokuhle B.G. Manuel, Lourens J. Erasmushttps://jolgri.org/index.php/jolgri/article/view/147South African local economic development policy approaches and challenges: Finding a sustainable approach in social innovation2024-01-11T12:49:21+01:00Pontso P. Chomanepchomane@gmail.comMareve I. Biljohnbiljohnmim@ufs.ac.za<p><strong>Background:</strong> Increased economic competition globally, makes local economic development (LED) more critical given its contribution to national economies. Local governments (LGs) are central to steering the direction and growth of local economies through their policy approaches. In the last decade, social innovation (SI) has been on the global policy and research agenda as an approach to address economic development challenges. In South Africa’s LG context, SI’s application as a sustainable approach to LED is however nascent.</p><p><strong>Aim:</strong> To explore SI as a sustainable approach to implementing LED policy approaches adopted in the LED strategies of South African municipalities.</p><p><strong>Setting:</strong> Social innovation’s application is congruent with LED’s embeddedness in partnerships between a municipality and local or other stakeholders. This however appears to be latent in South Africa’s LG context and highlights a research gap.</p><p><strong>Methods:</strong> Using an interpretivist paradigm, a qualitative research approach is applied. A literature review with a predetermined approach was applied to search for relevant research concerning SI and LED to address the research aim.</p><p><strong>Results:</strong> Local government should play a leadership role in initiating SI’s application across different sectors, adopting policies harnessing its application, and cultivating a promotive and enabling institutional culture.</p><p><strong>Conclusion:</strong> Social innovation’s application as a sustainable approach to LED requires an enabling policy framework to yield its benefits.</p><p><strong>Contribution:</strong> Social innovation’s application as a sustainable LED policy approach, is presented as integral to an institutional culture that drives LED across different departments contributing to key deliverables of a municipality’s LED strategy.</p>2023-12-26T06:00:00+01:00Copyright (c) 2023 Pontso P. Chomane, Mareve I. Biljohnhttps://jolgri.org/index.php/jolgri/article/view/168Local Government’s Existential Challenge: 25 Years of the White Paper on Local Government (1998–2023)2024-01-11T12:49:21+01:00Ogochukwu I. Nzewinzewiogo@gmail.comModeni M. Sibandammudzamba@ufh.ac.zaaNo abstract available.2023-11-29T10:00:00+01:00Copyright (c) 2023 Ogochukwu I. Nzewi, Modeni M. Sibandahttps://jolgri.org/index.php/jolgri/article/view/164Acknowledgement to reviewers2024-01-11T12:49:21+01:00Editorial Officepublishing@aosis.co.zaNo abstract available.2023-11-27T08:33:00+01:00Copyright (c) 2023 Editorial Officehttps://jolgri.org/index.php/jolgri/article/view/136Measures that may assist non-performing municipalities in improving their performance2024-01-11T12:49:21+01:00Lethiwe Nzamalethiwen@uj.ac.zaTankiso M. Moloismoloi@uj.ac.zaBenjamin Marxbenm@uj.ac.za<p><strong>Background:</strong> Municipalities’ non-performance in terms of service delivery is often considered to be a significant concern that affects the community. Municipalities constitute the most important sphere of government as they operate at grassroot level and are mandated to provide essential services to communities. A lack of governance, poor financial management reporting, poor supply chain and asset management processes are some impediments that affect the service delivery.</p><p><strong>Aim:</strong> This study aimed to identify performance enhancing measures that non-performing municipalities in South Africa could apply.</p><p><strong>Setting:</strong> The article focused on all 44 district municipalities and identified the best performing ones from the period 2017 to 2020 financial years before examining measures that assisted well-performing municipalities.</p><p><strong>Method:</strong> A sequential exploratory research design was used in the study. The municipal performance measures were identified from the literature, confirmed, and validated through the content analysis of performing municipalities’ annual reports. The performance of these municipalities was based on the audit outcomes from the Auditor General South Africa (AGSA).</p><p><strong>Results:</strong> Forty-two measures were recommended to enhance non-performing municipalities’ performance.</p><p><strong>Conclusion:</strong> The overall view of all district municipalities and the identification of measures to focus on may assist municipalities in reflecting and implementing the suggested measures.</p><p><strong>Contribution:</strong> Most of the available literature focuses on metropolitan municipalities and tends to focus on corporate governance. This study examined change drivers in district municipalities and focuses on governance, financial management, supply chain management, and asset management. Areas for improvement were flagged and improvement measurements were put in place to enhance performance.</p>2023-11-17T06:00:00+01:00Copyright (c) 2023 Lethiwe Nzama, Tankiso M. Moloi, Benjamin Marxhttps://jolgri.org/index.php/jolgri/article/view/146The effectiveness of Section 139 interventions in strengthening municipal accountability in South Africa2024-01-11T12:49:21+01:00Thabo Khailetskhaile@uwc.ac.za<p><strong>Background:</strong> Section 139 interventions invoked against failing municipalities in South Africa are becoming prevalent and causing considerable apprehension among stakeholders in local government. Though previous studies have highlighted that Section 139 interventions have generally failed to address governance challenges in municipalities, their effectiveness in strengthening municipal financial accountability has not been examined.</p><p><strong>Aim:</strong> This article investigates the effectiveness of Section 139 interventions in strengthening municipal financial accountability architecture.</p><p><strong>Methods:</strong> This article utilised qualitative document analysis to assess the effectiveness of a Section 139 intervention in strengthening municipal financial accountability. Furthermore, the study utilised audit outcomes as qualitative proxy indicators to assess the effectiveness of Section 139 interventions to strengthen municipal financial accountability. The study focussed on municipalities from Limpopo, North West, and the Free State that have been placed under Section 139 intervention.</p><p><strong>Results:</strong> The findings from the analysis of data showed that a year after interventions, municipalities from Limpopo achieved a notable improvement in their audit outcomes, while municipalities from North West and the Free State did not improve. Though there was a notable improvement from municipalities in Limpopo, the improvement did not result in clean audit outcomes.</p><p><strong>Conclusion:</strong> The poor audit outcomes are indicators that Section 139 interventions are ineffective in strengthening municipal financial accountability.</p><p><strong>Contribution:</strong> This article contributes towards the debates and potential measures to strengthen Section 139 interventions to address the accountability challenges in South African municipalities.</p>2023-11-16T06:00:00+01:00Copyright (c) 2023 Thabo Khailehttps://jolgri.org/index.php/jolgri/article/view/145Enhancing municipal councillors’ oversight in local, district, and metropolitan municipalities2024-01-11T12:49:21+01:00David J. Fourieprof.djfourie@up.ac.zaGerrit van der Waldtgerrit.vanderwaldt@nwu.ac.za<p><strong>Background:</strong> Municipal councillors have a statutory and moral obligation to perform an oversight function over all municipal functions and ensure that suitable corrective measures are taken to deepen local democracy.</p><p><strong>Aim:</strong> The aim of this study was to determine whether municipal councillors succeed in their oversight role to deepen democracy in the local sphere of government.</p><p><strong>Setting:</strong> The study was conducted among a sample of local, district, and metropolitan municipalities in South Africa.</p><p><strong>Methods:</strong> An online-administered questionnaire was used to collect data from four target groups, namely chairpersons of Section 79 oversight committees (T1), chairpersons of standing and/or portfolio committees (T2), chairpersons of provincial Standing Committees on Public Accounts (T3) and local government experts (T4).</p><p><strong>Results:</strong> It was found that councillors are relatively ill-prepared to conduct their oversight responsibilities although adequate statutory prescripts and oversight mechanisms and structures are in place.</p><p><strong>Conclusion:</strong> Focused capacity-building programmes are required to enhance the competencies of councillors in conducting their oversight role and thereby to deepen democracy in the local sphere of government.</p><p><strong>Contribution:</strong> The research shows that municipal councillors do not have the necessary capacity and tools to perform their oversight role and recommends appropriate strategies and practices to improve the effectiveness of councillors in conducting oversight roles.</p>2023-11-06T07:10:00+01:00Copyright (c) 2023 David J. Fourie, Gerrit van der Waldthttps://jolgri.org/index.php/jolgri/article/view/119Contextualising the factors influencing human resource development in municipalities2024-01-11T12:49:21+01:00Harlan C.A. Cloetecloetehca@ufs.ac.za<p><strong>Background:</strong> Human resource development implementation faces several challenges that prevent organisational optimisation as defined in the Local Government Sector Education and Training Authority Skills Development Handbook and related regulatory framework. The assumption is that skills development facilitators (SDFs) do not have the functional competencies to effectively implement human resource development projects and programmes.</p><p><strong>Aim:</strong> The aim of the research was to present and reflect on the results of a survey conducted in selected South African municipalities to ascertain the factors influencing human resource development implementation and to assess the competence levels of SDFs to determine whether there are lessons to be learned. It also aimed to recommend how the identified challenges faced by municipalities can be resolved.</p><p><strong>Methods:</strong> The mixed-methods research approach involved the analysis of primary data obtained from a qualitative perspective, including semi-structured interviews and questionnaires. Questionnaires were completed by 239 line managers, 66 human resource development staff , 357 other municipal employees and 34 SDFs.</p><p><strong>Results:</strong> The study concluded that SDFs are experienced and qualified but that human resource development is poorly managed in municipalities on six levels (ethical values, policy, practice, organisation, internal democracy and stakeholders), which affects the overall human resource development performance of municipalities.</p><p><strong>Conclusion:</strong> Municipalities must follow an integrated management approach to manage HRD that includes a collaborative approach involving line managers, HRD professionals and employees.</p><p><strong>Contribution:</strong> Specific implementation recommendations are made to ensure that municipalities are equipped to manage HRD and thus ensure effective service delivery in municipalities.</p>2023-09-29T13:02:00+02:00Copyright (c) 2023 Harlan C.A. Cloete