View/Open - University of Zululand Institutional Repository
View/Open - University of Zululand Institutional Repository View/Open - University of Zululand Institutional Repository
debt for general rates; Section A owes RI,2 million, B South R475000 and B North R300oo0; Section C, R3,8 million and Section D R5,2 million (Mhlongo, Pers. Comm., Tuesday, 24-12-2007). However, the Zululand District Municipality has taken over the provision ofwater in the entire district. There has been an improvement in payment of water and sewerage from 78% in 2005 to 89"10 in 2006 in Ulundi (Dladla, Pers. Comm., Tuesday, 24-12-2007). Meanwhile, the financial services division is responsible for information technology systems and financial management. Even though the financial division advocates for an integrated billing and financially sound system, the insufficient funds for operational and capital programmes places a demand for alternative sustainable source of funding for the municipality (Buthelezi, Per. Comm., Wednesday, 04-01-2006b). In an attempt to pursue the levels offinancial management in Ulundi, respondents were asked to indicate their views pertaining to personnel or human resource efficiency in the study area. As shown in Table 6.26 the perception level of efficiency of human resources are varied. A significant majority of the respondents (63%) indicated that there was inefficient human resource practice in the Ulundi Local Municipality area. Whereas on the other hand, a minority of 19% ofthe respondents affirmed that the level of efficiency and effectiveness of the existing human resources in the local municipality was relatively and positively perceived to be in good order. Table 6.26: Responses of interviewees about human resource efficiency of Ulundi Local Municipality in 2007 Human resource Cumulative I Frequency Percentage , ij efficiency i percentage Yes 4.8 i 19 ! 19 No i I 15.8 , 63 82 N/A 4.4 Total ! 25 ! 100 , , 184 18 • 100
Interestingly, a significant 18% of the respondents expressed their ignorance about the matter of human resources efficiency in the study area. It may be concluded that the respondents perceive the existing institutional structures of the Ulundi Local Municipality and decision making machinery to be less efficient and effective in the study area than expected. These findings do support Cooper et al., (1999:458), who argued that human resource challenges for LED can 'only be met successfully by a well-educated, well-trained, bright, energetic, multilingual and entrepreneurial workforce that understands the nature of tourism and has had professional training'. In addition to the above analysis ofdecision-makers, the purposively sampled 25 respondents in the Ulundi Local Municipality were asked to reveal their viewpoints on human resources efficiency levels in the study area. In this regard, Figure 6.12 depicts the level ofefficiency of human capacity in the municipality. The outcomes reveal that a majority of the respondents (72%) indicated that the efficiency index of the human resource was low in the local municipal area. This outcome is associated with general and prevalent perception in the Ulundi municipal area, that the administrative services to the public in local offices are not efficient or customer friendly. On the other hand, only 14% of the household respondents indicated that there was a high index of human resource efficiency. An equal number of respondents (14%) revealed that they were not sure about the level of efficiency of human resource capacity in the study area In some way, the notion of being unsure, may be regarded as being negatively inclined than being positive. 14% III High Leve o Low Level IONot Sure Figure 6.12: Perceived efficiency by household heads of the level of municipal human capacity ofUlundi in 2007 185
- Page 150 and 151: 5.7.2 Role Section 35(2) of the MSA
- Page 152 and 153: Municipalities respectively) have b
- Page 154 and 155: Mkhazane, Mabedlane, Mbangayiya, Mt
- Page 156 and 157: 60 50 Gl 40 Cl S c: 30 Gl U.. Gl 20
- Page 159 and 160: Table 6.4: The relationship between
- Page 163 and 164: above children per household. The h
- Page 165 and 166: 6.4.1 Objective One: Existing lands
- Page 168: • Opathe Emakhosini Heritage Park
- Page 171 and 172: (e) White Umjolozi river andAloepla
- Page 173: (i) Accommodation andhospitalityfac
- Page 180 and 181: majority of the households appear t
- Page 182 and 183: interviewed (31 %) were within the
- Page 184 and 185: The community services division of
- Page 187: Table 6.19 describes the trend ofa
- Page 190 and 191: Table 6.21: The strategies for impr
- Page 192 and 193: attlefields and the broad coastal a
- Page 194: The ZDM (planning division) indicat
- Page 199: Table 6.24: Community projects in U
- Page 206: that undermined the economic sustai
- Page 209 and 210: and credit control policy in the 20
- Page 211: The nature and levels of performanc
- Page 215 and 216: 7.1 INTRODUCTION CHAPTER SEVEN FIND
- Page 218 and 219: Zululand, yet most residents do not
- Page 220: threat to the situational and local
- Page 223 and 224: Stages 2 and 3: Environmental analy
- Page 225 and 226: The merging of the externalities (S
- Page 227 and 228: would undergo market development pe
- Page 230 and 231: Pietennaritzburg, limited residenti
- Page 232 and 233: Ulundi. When the models of developm
- Page 234 and 235: Municipality (ZDM), the spatial dev
- Page 236 and 237: To determine the various landscape
- Page 238 and 239: (Agricultural extension support ser
- Page 240 and 241: had been created. The findings of t
- Page 242 and 243: eans to Amajuba from places like Ul
- Page 244 and 245: participation andto recommend a dev
- Page 246 and 247: According to the municipal council,
- Page 248 and 249: Systems Act (Act 32 of 2000). The D
debt for general rates; Section A owes RI,2 million, B South R475000 and B North<br />
R300oo0; Section C, R3,8 million and Section D R5,2 million (Mhlongo, Pers. Comm.,<br />
Tuesday, 24-12-2007). However, the <strong>Zululand</strong> District Municipality has taken over the<br />
provision <strong>of</strong>water in the entire district. There has been an improvement in payment <strong>of</strong> water<br />
and sewerage from 78% in 2005 to 89"10 in 2006 in Ulundi (Dladla, Pers. Comm., Tuesday,<br />
24-12-2007).<br />
Meanwhile, the financial services division is responsible for information technology systems<br />
and financial management. Even though the financial division advocates for an integrated<br />
billing and financially sound system, the insufficient funds for operational and capital<br />
programmes places a demand for alternative sustainable source <strong>of</strong> funding for the<br />
municipality (Buthelezi, Per. Comm., Wednesday, 04-01-2006b).<br />
In an attempt to pursue the levels <strong>of</strong>financial management in Ulundi, respondents were asked<br />
to indicate their views pertaining to personnel or human resource efficiency in the study area.<br />
As shown in Table 6.26 the perception level <strong>of</strong> efficiency <strong>of</strong> human resources are varied. A<br />
significant majority <strong>of</strong> the respondents (63%) indicated that there was inefficient human<br />
resource practice in the Ulundi Local Municipality area. Whereas on the other hand, a<br />
minority <strong>of</strong> 19% <strong>of</strong>the respondents affirmed that the level <strong>of</strong> efficiency and effectiveness <strong>of</strong><br />
the existing human resources in the local municipality was relatively and positively perceived<br />
to be in good order.<br />
Table 6.26: Responses <strong>of</strong> interviewees about human resource efficiency <strong>of</strong> Ulundi Local<br />
Municipality in 2007<br />
Human resource Cumulative I<br />
Frequency Percentage , ij<br />
efficiency i percentage<br />
Yes 4.8 i 19 ! 19<br />
No i I 15.8 , 63 82<br />
N/A 4.4<br />
Total ! 25 ! 100<br />
,<br />
,<br />
184<br />
18<br />
•<br />
100
Change language