properly compiled with correct targets or were they rather wrongly implemented

Properly compiled with correct targets or were they

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properly compiled with correct targets or were they rather wrongly implemented due to lack of capacity? Is the leadership in local government a contributory factor to the failures or is it the political system currently pursued as others would argue that the direct election of public office bearers is preferred than party political election as it evades accountability of elected office bearers. Loyalty is more to the political party than the people that elected them. It is in this context that an investigation through this research study is to be conducted. 2.2 Challenges of implementing and managing local government turnaround strategies in Mpumalanga Province; Symptoms, root-causes and consequences This Section will be unpacking the challenges and bottlenecks encountered by various municipalities in implementing and managing local government turnaround strategies. This is discussed in three parts. The first part discusses key symptoms that are manifesting during implementation and management of the strategies that impedes on service delivery. The second part discusses the root causes for some of these failures identified that manifest as symptoms of service delivery deficiencies and the third part discusses consequences linked to these root causes and symptoms. Numerous reports, journal articles, books, newspapers, minutes and public address speeches that show the existence of the research problem within the research setting or context shall be analysed. (Wotela, 2017;p72). 2.2.1 Discussion of the symptoms of local government failures According to the State of Local Government Assessment Report of 2009 (COGTA, 2009) inadequate human resources capacity has 14
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been identified as one of the aspects negatively affecting the performance of local government, and this lack of capacity is due to ongoing high vacancy rates (COGTA 2009:4; Koma 2010, Deloitte 2012:3). This was further confirmed by the Municipal Demarcation Board (2012:15) that an average of 32.5% of the funded key strategic posts for municipal mangers, chief financial officers, technical directors and supply chain managers within the sphere of local government remained unfilled nationally by end of 2010/11 financial year. The Auditor-General reported by the end of the 2016/17 financial year that the failure to fill key personnel positions is also a problem, as is the fact that there’s clearly a lack of political will to ensure accountability (AGSA, 2015). The inadequate human resource to carry the delivery functions in local governments emerged as one of the key problematic symptoms of the untreated delivery failures over the years. The Auditor-General further revealed over the past few years that the annual performance reports are not aligned with IDPs and Service Delivery Budget Implementation Plans (SDBIPs) which as a result contributed to huge failures of delivery resulting in numerous protest actions by disgruntled communities (AGSA 2013a:55; AGSA 2014:41; AGSA 2015:68). Most past media reports on local governments have been on violent service delivery
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  • Summer '19
  • Maria Yvonne Dy

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