not been able to retire or retrench the excess manpower in order to remain with

Not been able to retire or retrench the excess

This preview shows page 34 - 36 out of 141 pages.

not been able to retire or retrench the excess manpower in order to remain with lean and well paid manpower. Even the few that have been either retired or retrenched have not been cleared. For example, in March 2002, the general Secretary of Zambia United Local Authorities Workers Union said that about 3,000 retirees from local authorities throughout the country had not yet been paid ( Times of Zambia , 23 March 2000). He further points out that poor service delivery is also caused by the problem of unqualified manpower. Because of the low salaries, they are not able to attract qualified manpower. In 1999, the Ndola City Council Town Clerk admitted that the council was not able to attract qualified accounting personnel in the Finance Department because of poor salaries and poor conditions of service and the council was subsequently forced to employ semi-qualified accounting staff. This, therefore, has been another major problem that councils face in their delivery of public services since qualified personnel are a key in the efficient running of any institution. The problem of poor service delivery by councils has led to the development of very negative attitude by the general population towards the local authorities. The residents generally have very low regard for the councils. This is reflected in their contemptuous attitude towards their councilors, the mayor and council operations in general. The poor turn up in the local government elections is one of the major indications of the low opinion that the councils have among the residents. An important observation, however, is that whether the residents are not availing themselves to these rights on account of ignorance of these rights or lack of interest, there is general lack of interest in council matters.
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35 The survey by Momba (2002) was not intensified as it involved studying a number of councils within a limited time-frame. This study, on the contrary, changed the methodology, from survey to case study. The researcher conducted an in-depth analysis of LCC to intensify the investigation of fiscal issues. However, the study benefited greatly from Momba’s work in that not only did he enrich understanding of issues pertaining to fiscal decentralization (local revenue generation), service delivery, central government control and intergovernmental transfers in Zambia’s local government system, but also provided a cause/effect analysis of some of these critical concepts to the research. Remarking on capacity-building and institutional decay in the Zambian local government system, Mukwena (2002) points out that capacity-building in the case of Zambian local government is of paramount importance in the Third Republic given the continuing institutional decay of local authorities. The process of institutional decline in Zambian local government began in earnest in the mid- 1970s and worsened in the 1980s. According to Mukwena, the introduction of the one-party state in Zambia in 1972 and the beginning of the country’s economic
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