An assessment of the impact of local economic development on urban poverty alleviation: a case of the Buffalo City Metropolitan Municipality
- Authors: Mbeba, Roland D
- Date: 2011
- Subjects: Poverty -- South Africa -- Eastern Cape , Economic development projects -- South Africa -- Eastern Cape , Poverty -- Government policy -- South Africa -- Eastern Cape , Poor -- Services for -- South Africa -- Eastern Cape , Sustainable development -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , M Soc Sc (Dev)
- Identifier: vital:11424 , http://hdl.handle.net/10353/548 , Poverty -- South Africa -- Eastern Cape , Economic development projects -- South Africa -- Eastern Cape , Poverty -- Government policy -- South Africa -- Eastern Cape , Poor -- Services for -- South Africa -- Eastern Cape , Sustainable development -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape
- Description: Local Economic Development has in recent years, gained wide spread acceptance, as a locality-based response to economic challenges. It is now firmly on the agenda of many national and local government and key international agencies. Adopting a desk study approach, reviewing extensive literature on LED, the study sought to establish the impact of LED strategy employed by Buffalo City Municipality, and assess the extent to which it has alleviated poverty. The study shows that the Buffalo City Metropolitan Municipality (BCMM) LED strategy has limited impact on poverty alleviation due to a myriad of factors, which reinforce and interact with each other thereby limiting development and trapping residents in poverty. The thesis argues that there is significant room for a paradigm shift from predominantly pro-growth to pro-poor LED, and the need to adopt a comprehensive LED strategy that seeks to include of both pro-growth and pro-poor strategies. Both cannot operate without the other in the bid to promote development in Buffalo City, mainly with Agriculture, Tourism, and SMME having significant potential to bring about local economic development. Moreover, the promotion of Private-Public Partnerships play an integral role in the socio-economic development of Buffalo City, and more so the participation of local people is even more fundamental, which will give them the opportunity to take charge of their own development. Therefore, the study suggests a new LED agenda, which is pro-poor, holistic, and moves away from ‘piecemeal’ project based LED activities, and adopts comprehensive economic programmes so that LED has significant impact on poverty alleviation.
- Full Text:
- Date Issued: 2011
- Authors: Mbeba, Roland D
- Date: 2011
- Subjects: Poverty -- South Africa -- Eastern Cape , Economic development projects -- South Africa -- Eastern Cape , Poverty -- Government policy -- South Africa -- Eastern Cape , Poor -- Services for -- South Africa -- Eastern Cape , Sustainable development -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , M Soc Sc (Dev)
- Identifier: vital:11424 , http://hdl.handle.net/10353/548 , Poverty -- South Africa -- Eastern Cape , Economic development projects -- South Africa -- Eastern Cape , Poverty -- Government policy -- South Africa -- Eastern Cape , Poor -- Services for -- South Africa -- Eastern Cape , Sustainable development -- South Africa -- Eastern Cape , Municipal government -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape
- Description: Local Economic Development has in recent years, gained wide spread acceptance, as a locality-based response to economic challenges. It is now firmly on the agenda of many national and local government and key international agencies. Adopting a desk study approach, reviewing extensive literature on LED, the study sought to establish the impact of LED strategy employed by Buffalo City Municipality, and assess the extent to which it has alleviated poverty. The study shows that the Buffalo City Metropolitan Municipality (BCMM) LED strategy has limited impact on poverty alleviation due to a myriad of factors, which reinforce and interact with each other thereby limiting development and trapping residents in poverty. The thesis argues that there is significant room for a paradigm shift from predominantly pro-growth to pro-poor LED, and the need to adopt a comprehensive LED strategy that seeks to include of both pro-growth and pro-poor strategies. Both cannot operate without the other in the bid to promote development in Buffalo City, mainly with Agriculture, Tourism, and SMME having significant potential to bring about local economic development. Moreover, the promotion of Private-Public Partnerships play an integral role in the socio-economic development of Buffalo City, and more so the participation of local people is even more fundamental, which will give them the opportunity to take charge of their own development. Therefore, the study suggests a new LED agenda, which is pro-poor, holistic, and moves away from ‘piecemeal’ project based LED activities, and adopts comprehensive economic programmes so that LED has significant impact on poverty alleviation.
- Full Text:
- Date Issued: 2011
An evaluation of integrated development planning in Joe Gqabi District Municipality in the Province of the Eastern Cape
- Authors: Danyela, Mawethu Sidwell
- Date: 2011
- Subjects: Economic development projects -- South Africa -- Eastern Cape -- Evaluation , Economic development projects -- South Africa -- Eastern Cape -- Management , Economic development projects -- South Africa -- Eastern Cape -- Planning , Strategic planning -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape -- Management
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8173 , http://hdl.handle.net/10948/1626 , Economic development projects -- South Africa -- Eastern Cape -- Evaluation , Economic development projects -- South Africa -- Eastern Cape -- Management , Economic development projects -- South Africa -- Eastern Cape -- Planning , Strategic planning -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape -- Management
- Description: The aim of the study was to evaluate the effectiveness of the Integrated Development Plan of Joe Gqabi District Municipality. The research instruments used in the study included the interview schedule and the questionnaire for both focus group and individual research participants. Research participants included the Community Development Workers (CDW's), Municipal officials, organised community structures, community representatives, ward councillors and ward committees, and interviews with representative groups. The research has revealed that there was non-involvement of the private sector and other social partners in the planning of the municipal programmes. There was also no practical integrated planning among the Local, Provincial and National spheres of government, as well as, a lack of alignment between the Integrated Development Plan, budget and Service Delivery and Implementation Plan. In conclusion, the IDP process needed to be as inclusive as possible to cater for the needs of all the communities and speed up service delivery.
- Full Text:
- Date Issued: 2011
- Authors: Danyela, Mawethu Sidwell
- Date: 2011
- Subjects: Economic development projects -- South Africa -- Eastern Cape -- Evaluation , Economic development projects -- South Africa -- Eastern Cape -- Management , Economic development projects -- South Africa -- Eastern Cape -- Planning , Strategic planning -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape -- Management
- Language: English
- Type: Thesis , Masters , MPA
- Identifier: vital:8173 , http://hdl.handle.net/10948/1626 , Economic development projects -- South Africa -- Eastern Cape -- Evaluation , Economic development projects -- South Africa -- Eastern Cape -- Management , Economic development projects -- South Africa -- Eastern Cape -- Planning , Strategic planning -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape -- Management
- Description: The aim of the study was to evaluate the effectiveness of the Integrated Development Plan of Joe Gqabi District Municipality. The research instruments used in the study included the interview schedule and the questionnaire for both focus group and individual research participants. Research participants included the Community Development Workers (CDW's), Municipal officials, organised community structures, community representatives, ward councillors and ward committees, and interviews with representative groups. The research has revealed that there was non-involvement of the private sector and other social partners in the planning of the municipal programmes. There was also no practical integrated planning among the Local, Provincial and National spheres of government, as well as, a lack of alignment between the Integrated Development Plan, budget and Service Delivery and Implementation Plan. In conclusion, the IDP process needed to be as inclusive as possible to cater for the needs of all the communities and speed up service delivery.
- Full Text:
- Date Issued: 2011
Improving indirect purchasing competitiveness in manufacturing firms through strategic purchasing
- Authors: Makubalo, Gcobisa
- Date: 2011
- Subjects: Industrial procurement -- Management -- South Africa -- Eastern Cape , Purchasing -- Management , Strategic planning -- South Africa -- Eastern Cape , Business logistics -- South Africa -- Eastern Cape -- Management , Organization -- Strategic aspects
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8535 , http://hdl.handle.net/10948/1653 , Industrial procurement -- Management -- South Africa -- Eastern Cape , Purchasing -- Management , Strategic planning -- South Africa -- Eastern Cape , Business logistics -- South Africa -- Eastern Cape -- Management , Organization -- Strategic aspects
- Description: The advent of the global financial recession, its impact on the economy with respect to market turbulence and the increase in customer demands have put organisations under intense pressure to increase the efficiency and effectiveness of their operations. By virtue of it not being business as usual in the business arena, organisations are forced to constantly devise strategies that are geared towards growth, transformation and continuous improvement. This cuts across all spheres of organisational structures, which means that every division has a role to play.
- Full Text:
- Date Issued: 2011
- Authors: Makubalo, Gcobisa
- Date: 2011
- Subjects: Industrial procurement -- Management -- South Africa -- Eastern Cape , Purchasing -- Management , Strategic planning -- South Africa -- Eastern Cape , Business logistics -- South Africa -- Eastern Cape -- Management , Organization -- Strategic aspects
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8535 , http://hdl.handle.net/10948/1653 , Industrial procurement -- Management -- South Africa -- Eastern Cape , Purchasing -- Management , Strategic planning -- South Africa -- Eastern Cape , Business logistics -- South Africa -- Eastern Cape -- Management , Organization -- Strategic aspects
- Description: The advent of the global financial recession, its impact on the economy with respect to market turbulence and the increase in customer demands have put organisations under intense pressure to increase the efficiency and effectiveness of their operations. By virtue of it not being business as usual in the business arena, organisations are forced to constantly devise strategies that are geared towards growth, transformation and continuous improvement. This cuts across all spheres of organisational structures, which means that every division has a role to play.
- Full Text:
- Date Issued: 2011
Performance management in state development agencies in South Africa: a framework
- Authors: Mashologu, Thukela Eustice
- Date: 2011
- Subjects: Performance standards -- South Africa -- Eastern Cape , Management science -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape , Government business enterprises -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8815 , http://hdl.handle.net/10948/d1018802
- Description: There are an estimated 300 state-owned enterprises in South Africa with nine reporting to the Department of Public Enterprises (Chabane, 2010). The remaining institutions report to various national ministries, provinces and municipalities. The problem faced by these institutions is related to performance management practices that do not assist these institutions to be effective, efficient, responsive and accountable service delivery arms as per the guiding principle of their establishment. The current performance management practices in these institutions prevent the institutions from achieving set goals and targets and being able to operate efficiently in a highly competitive environment. Performance management is a broad field and includes any activity that organisational leaders may undertake which is designed to ensure that personal and organisational goals are consistently achieved. In reality, most of the day-to-day activities of individual employees, teams, and business units make some contribution to the performance management effort. The objective of this study was to evaluate the use of performance management system in state development agencies in the Eastern Cape Province and recommend a framework for performance management that can be implemented to improve productivity. The empirical study was conducted, using a questionnaire with a semi-structured question design. The results of this study suggest that performance management is still a top down approach that results in sub-units and individual employees (not) taking ownership of the process. Another shortcoming in the implementation of performance management is related to the unavailability of easy-to-use technology for collecting performance information. Furthermore, a majority of the agencies do not use a strategy map which is an additional procedural framework through which the score card can be applied as a system to strengthen the management of the organisation’s strategy. State development agencies should find ways to improve their performance management systems to ensure that these are effective, efficient, responsive and accountable service delivery arms as per the guiding principle of their establishment. Despite all the shortcomings identified, the majority of the respondents agreed that performance management is a method of management designed to ensure that organisations and all its components work together in order to optimise the organisational goals. It is recommended that in order for the institutions to be effective and efficient delivery arms of government, a lot of work needs to be done to reengineer the implementation of performance management as a day-to-day management tool to drive the strategy of the organisations. This includes: Taking advantage of technology and adopt easy-to-use computer-based programmes to collect performance data. These systems can be linked to the company intranet and allow all employees to update performance information in an effective and efficient manner. Focus on their reward and recognition process. The reward and recognition should be linked directly to performance not a status, job grade or seniority. Reward and recognition should be given as soon as possible after outstanding performance. In doing so, institutions should move away from secrecy about performance evaluation results and remuneration, and towards an environment of more openness (transparency). Lastly, institutions should make strategic management a core competency. This new management discipline has been adopted by the local government sphere. This means organisations should look at creating a position of strategic manager at a senior management level in their organograms.
- Full Text:
- Date Issued: 2011
- Authors: Mashologu, Thukela Eustice
- Date: 2011
- Subjects: Performance standards -- South Africa -- Eastern Cape , Management science -- South Africa -- Eastern Cape , Strategic planning -- South Africa -- Eastern Cape , Government business enterprises -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8815 , http://hdl.handle.net/10948/d1018802
- Description: There are an estimated 300 state-owned enterprises in South Africa with nine reporting to the Department of Public Enterprises (Chabane, 2010). The remaining institutions report to various national ministries, provinces and municipalities. The problem faced by these institutions is related to performance management practices that do not assist these institutions to be effective, efficient, responsive and accountable service delivery arms as per the guiding principle of their establishment. The current performance management practices in these institutions prevent the institutions from achieving set goals and targets and being able to operate efficiently in a highly competitive environment. Performance management is a broad field and includes any activity that organisational leaders may undertake which is designed to ensure that personal and organisational goals are consistently achieved. In reality, most of the day-to-day activities of individual employees, teams, and business units make some contribution to the performance management effort. The objective of this study was to evaluate the use of performance management system in state development agencies in the Eastern Cape Province and recommend a framework for performance management that can be implemented to improve productivity. The empirical study was conducted, using a questionnaire with a semi-structured question design. The results of this study suggest that performance management is still a top down approach that results in sub-units and individual employees (not) taking ownership of the process. Another shortcoming in the implementation of performance management is related to the unavailability of easy-to-use technology for collecting performance information. Furthermore, a majority of the agencies do not use a strategy map which is an additional procedural framework through which the score card can be applied as a system to strengthen the management of the organisation’s strategy. State development agencies should find ways to improve their performance management systems to ensure that these are effective, efficient, responsive and accountable service delivery arms as per the guiding principle of their establishment. Despite all the shortcomings identified, the majority of the respondents agreed that performance management is a method of management designed to ensure that organisations and all its components work together in order to optimise the organisational goals. It is recommended that in order for the institutions to be effective and efficient delivery arms of government, a lot of work needs to be done to reengineer the implementation of performance management as a day-to-day management tool to drive the strategy of the organisations. This includes: Taking advantage of technology and adopt easy-to-use computer-based programmes to collect performance data. These systems can be linked to the company intranet and allow all employees to update performance information in an effective and efficient manner. Focus on their reward and recognition process. The reward and recognition should be linked directly to performance not a status, job grade or seniority. Reward and recognition should be given as soon as possible after outstanding performance. In doing so, institutions should move away from secrecy about performance evaluation results and remuneration, and towards an environment of more openness (transparency). Lastly, institutions should make strategic management a core competency. This new management discipline has been adopted by the local government sphere. This means organisations should look at creating a position of strategic manager at a senior management level in their organograms.
- Full Text:
- Date Issued: 2011
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