The study looked at the development of the institution of traditional leadership over the years. The activities of all TACs were monitored and recorded daily for the duration of the study. As part of local governance in rural areas, the study also explored synergistic partnerships between the institution of traditional leadership and municipalities.
TRADITIONAL LEADERSHIP AND GOVERNANCE
TRADITIONAL ADMINISTRATION CENTRES 150 A KZN EXPERIENCE
ANALYSIS AND INTERPRETATION OF DATA 172
APPENDICES
- Introduction to the study
- Research questions
- Focus of study
Inevitably, rural residents seek the services of the institution of traditional leadership. This reflects the importance of the institution of traditional leadership in the lives of rural residents and in governance in general. One of the objectives of this department is to align the institution of traditional leadership within local government (DLGTA 2006:8).
Metro Municipalities
Objectives of the study
- Traditional leadership
Traditional community shall refer to a traditional community as defined in section 2 (1) of the Traditional Leadership and Governance Framework Act 2003. The term traditional council refers to a council as used in section 3 of the Act. Inkosi is the senior traditional leader of a traditional community as defined in section 1 of the Traditional Leadership and Governance Framework Act 2003 (Act No. 41 of 2003) and is recognized as such in terms of section 19 of the KwaZulu Traditional Leadership and Governance Act- Natal 2005 (Act No. 5 of 2005).
Organisation of the study
It also presents the historical perspectives of traditional leadership and governance from the pre-colonial to the colonial, post-colonial and apartheid eras. This chapter also presents various pieces of legislation that regulate the institution of traditional leadership and governance. This chapter also presents the results of focus group discussions on synergistic partnerships between traditional leadership institutions and municipalities.
Conclusion
A general discussion on how a social survey on the functionality of traditional administration centers will also be presented. A detailed overview is also provided for focus group discussions on synergistic partnerships between traditional leadership institutions and municipalities for local governance issues. The seventh chapter presents the discussion and results of the survey on the functionality of the traditional centers of administration.
Projection for the next chapter
- Traditional leaders and government
- Traditional leaders and land question
- The Local Government: Municipal Systems Act, 2000 (Act 32 of 2000)
- The White Paper on Local Government (March 1998)
- Local Government Property Rates Act, 2004 (Act 6 of 2004)
- Types of municipalities
- The Pluralist and liberal theories
- Provincial mandate
- Generic mandates
- New proposed structure
Control over the land allocation process has been critical to understanding the survival of traditional authorities. The integration of the institution of traditional leadership into the state through the Bantu Authorities Act (1959) laid the foundation for autocratic rule in the homelands. The minister is expected to identify traditional leaders on the recommendation of the provincial House of Traditional Leaders.
The provincial minister can also regulate the cooperation of traditional leaders and prescribe the special role of traditional leaders in the affairs of the municipality. The issue of communal land rights is the most critical issue on which the development potential of the entire country of South Africa depends. The elitist theory can equally be applied to the management structures of traditional leadership institutions.
For example, since apartheid, South Africa has seen remarkable improvements in the transformation of the institution of traditional leadership in terms of its composition, functions and legal manifestations. This, according to the government, is meant to restore the dignity of the institution of traditional leadership. It also presents some of the programs and interventions implemented by the DLGTA to support the establishment of traditional leadership in Kwalulu-Natal.
Some of the programs and interventions implemented by the department to support the institution of traditional leadership in KwaZulu-Natal are also presented. The transformation of traditional authorities into traditional councils ushered in a new era for the administration of the institution of traditional leadership in KwaZulu Natal (KZN DLGTA 2006:1). The transformation of the traditional leadership institution had some consequences for the departments of traditional affairs throughout the country.
DlGTA Traditional Affairs functions and services
- Computer training for amakhosi and traditional secretaries
- Administration skills training for traditional secretaries
The two strategic goals of the Traditional Affairs branch of DLGTA KwaZulu-Natal are to align the institution of traditional leadership within local government and to build community confidence in the local government system. The former is primarily responsible for the functioning of the institution, especially for the transformation and compliance with the new legislation regarding traditional leadership and governance. The DTLGA then developed a provincial program of action to transform and align the department and traditional institutions with the new legislation (KZN Provincial Administration 2006: 1).
Drafting of subordinate legislation in support of the KwaZulu-Natal Traditional Leadership and Management Act. The transformation of all TAs to TCs before the deadlines set in the legislation. As part of the support to the institution of traditional leadership, the Department of Local Government and Traditional Affairs hosted an international conference of ondlunkulu on 28 and 29 April 2006 at Elangeni Hotel, Durban.
As part of the empowerment of traditional secretaries, a training program was organized for traditional secretaries in office business. It should be noted that the capacity building initiatives mentioned above were implemented prior to the transformation of the institution of traditional leadership. The above-mentioned questions form an integral part of the research methodology for the study of local governance with special emphasis on the cooperation between the institution of traditional leadership and democratic local government in Umgungundlovu, Umzinyathi, Uthukela and Amajuba districts.
Check the reliability and validity of the collection or measurement instrument (register or survey, population or sample, questionnaire design, missing data).
Working relations between traditional and municipal councils
Because it was difficult to get municipal councilors for focus group discussions, questionnaires were used to obtain information from them. Focus group discussions were held with municipal council members via the municipal administrators and top civil servants of the municipalities. To address this problem, data was collected after the elections from DLGTA employees and municipalities on the role of traditional councils and municipal councils.
The questionnaires used in this study consisted of structured questions and were used for government officials of municipalities and DLGTA to assess their understanding of the responsibilities and expectations of both traditional and municipal councils. In the analysis, data items determined to be of high importance to the subjects were identified by averaging the rank for each item in each of the areas of concern. The analysis identified data items that were of great interest to the subjects. They were identified by averaging the rankings for each item in each of the focus areas (see interpretation of codes in Appendix 0).
This chapter provides a detailed description of the research design and methodology implemented in the study. The core of the approach included the theory of local government, the functionality of the traditional center of administration and synergistic partnerships between traditional and municipal councils. It should be noted that one of the factors that the Demarcation Board took into account in determining the municipal boundaries were the traditional boundaries of the communities.
Such committees may be chaired by any elected member of the community and there is no limit to the number of committee members.
Community Centre models
When planning a community center there are a number of crucial points to consider, mainly relating to the needs of the users. The following section discusses some of the general benefits residents expect from their community centers. Income from the payment of rent and services for the use of the MPCC's facilities contributes to financing the daily operations of the MPCC (DLGTA 2006:5).
Information and Service Center which is a cornerstone component of the MPCC and involves the provision of government services and information technology. In the KwaZulu-Natal context, the construction of MBKs is the responsibility of the Department of Public. Another challenge is that while the GPCs are aimed at community ownership, control and management of assets is in the hands of and maintained by the state.
The following chapter presents an overview and discussion of data analysis and interpretation of results. This chapter presents the analysis of the data collected from the respondents and their interpretation in relation to the entire population. The level of functionality of traditional centers of administration was critically reviewed within the districts of Umgungundlovu, Uthukela, Umzinyathi and Amajuba in KwaZulu-Natal.
Of the eighty traditional authorities listed in Umgungundlovu, Umzinyathi, Uthukela and Amajuba districts, sixteen do not have traditional administration centres.
TAC functionality ratings
The remaining three would fall outside the boundaries of the targeted municipalities, one has no traditional council (inkosi, izinduna, etc.) due to past violence in the area, and one traditional court was destroyed by fire.
IIDepartment of Agriculture13 (11.7 %)
Total utilization of the 64 traditional administrative centers improved from fifty-nine (92%) in July to sixty (94%) in August. In terms of assessments, there was generally little change in the functionality of traditional administrative centers during the first two months. The change in the third month was probably due to the functionality workshops that were conducted on what TAC was supposed to do for the communities.
Five percent of administration centers that were rated 3 during the first two months improved to ratings of 2. Traditional administration centers and 64 maintained high levels of operation during the six-month period, while 31 and 37 continued to change their ratings. Functionality workshops that were conducted by DLGTA in some of the traditional administration centers have played an important role in bringing traditional leadership and elected municipal councilors closer together.
For example, in the traditional administrative center of Amangwe (20) in Bergville, a satellite office of Mbabazane Municipality was established within the premises of the centre. The Baso Traditional Administrative Center (3) in Umsingi is another example where an elected municipal councilor was allocated office space within the center to serve the local community. In other centers, municipal councilors operate from traditional administrative centers on certain days of the week.
Of the 23 KRRTs that had received operational workshops, eight (35%) have now attracted municipal councilors and neighborhood committees to operate from them.
