View/Open - University of Zululand Institutional Repository
View/Open - University of Zululand Institutional Repository View/Open - University of Zululand Institutional Repository
The investigation has adapted this model from Robbins (Robbins, 200I) and applied it to the study area with the aim of advancing the developmental agenda based on the local SWOT analysis. The effective and efficient utilization of existing landscape and cultural attributes and their propensity to improve the socio-economic conditions comes under the spot-light in this case. This model is based on information gathered from the literature review as well as from empirical conclusions andjudgments made from analyses and discussions ofthis study. 7.3.1 The strategic management process The hypothetical model for municipal development with optimal use of local resources in Figure 7.1 can serve as an important tool for municipalities facing the challenge of underutilization of resources for the economic betterment of the people. This model is structured into nine phases. Stage 1: Identification ofvision, mission and objectives Lynch (2000) defines vision as a declaration or statement that answers the questions what do we want to create? Every organization has a mission statement that defines its purpose and answers the question 'what business or businesses are we in'. The process of defining the mission of organizations, forces management to identify the scope of its products or services carefully. For the purpose ofthis study, the objectives ofthis research as outlined in the first and sixth chapters would be points of reference in terms of shared vision and mission for the Ulundi Municipality. This study supports the adaptation of this model on the grounds that the study reveals numerous landscape and cultural features which have economic and development potential in improving the quality of life ofthe people if put into effective and maximum use. As part of the findings of the study, most household heads do not know much about the available landscape and cultural attributes and their developmental potentials in the economy of Ulundi. This model seeks to provide strategic direction in marketing these features both at the local and international fronts. 204
Stages 2 and 3: Environmental analysis - Opportunities and threats Once its mission and vision has been identified, the organization can now begin to look outside the institution to ensure that the strategy aligns well with the environment. Like all organizations, Ulundi Local Municipality needs to analyse its environment. This exercise is imperative since municipalities are able to identiJY opportunities worth exploring and also to identiJY threats outside the institution, which may hamper its set goals and objectives. The environment can be divided into three main segments namely the general environment, the operating environment and the internal environment (Robbins, 2001). The general environment refers to factors outside the municipality which directly or indirectly affect the municipality's operation and among them are economic factors, climatic factors, technological developments, politics and socio-cultural aspects ofthe society. Some ofthese factors do pose as threats to the development ofUlundi (Refer to Table 7.1). Political decisions beyond the jurisdiction of the local and district municipalities have exposed the non-diversified nature of the local economy. With over two-thirds of the working class being employed in the government sector, the decision to relocate the provincial capital and administrative functions from Ulundi to Pietermaritzburg becomes a significant environmental concern that is considered in this proposed model to remedy the situation. The research further found that Ulundi is the cultural heart ofZululand, yet most residents do not know much about the historical sites of the place. This remains an untapped environmental resource (opportunity) capable of advancing the developmental agenda of the study area The proposed model acknowledges the need for a marketing strategy to educate the community about these attributes. The ignorance undermines local and overseas tourism potential that the cultural and historical sites wield. Stages 4 and 5: Analysis of organization's resources - Strengths and weaknesses Unlike the general environment, the components of the operating environment have specific and immediate implications for the institution. Hence the institution needs to consistently monitor trends in this enviror.ment for opportunities and threats that might hamper 205
- 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 203: Interestingly, a significant 18% of
- 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 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
- Page 250 and 251: 7.5.2. Tourism The regIOn has a hig
- Page 253 and 254: land use propositions ID Ulundi. Th
- Page 255 and 256: in such a way that they lead to the
- Page 257: full (maximum) utilisation ofthe em
- Page 260 and 261: Briffault, R. (2000): Localism and
- Page 262 and 263: Helmsing, A.H.J. (2001a) Local Econ
- Page 264 and 265: Meintjes, C.J. (2001): Guidelines t
- Page 266 and 267: Scot!, G. and Pawson, E. (1999) Loc
- Page 268 and 269: Zhu J (1999) Local Growth Coalition
- Page 270: http://www.c-r.orglour-work/accord/
Stages 2 and 3: Environmental analysis - Opportunities and threats<br />
Once its mission and vision has been identified, the organization can now begin to look<br />
outside the institution to ensure that the strategy aligns well with the environment. Like all<br />
organizations, Ulundi Local Municipality needs to analyse its environment. This exercise is<br />
imperative since municipalities are able to identiJY opportunities worth exploring and also to<br />
identiJY threats outside the institution, which may hamper its set goals and objectives. The<br />
environment can be divided into three main segments namely the general environment, the<br />
operating environment and the internal environment (Robbins, 2001). The general<br />
environment refers to factors outside the municipality which directly or indirectly affect the<br />
municipality's operation and among them are economic factors, climatic factors,<br />
technological developments, politics and socio-cultural aspects <strong>of</strong>the society. Some <strong>of</strong>these<br />
factors do pose as threats to the development <strong>of</strong>Ulundi (Refer to Table 7.1).<br />
Political decisions beyond the jurisdiction <strong>of</strong> the local and district municipalities have<br />
exposed the non-diversified nature <strong>of</strong> the local economy. With over two-thirds <strong>of</strong> the<br />
working class being employed in the government sector, the decision to relocate the<br />
provincial capital and administrative functions from Ulundi to Pietermaritzburg becomes a<br />
significant environmental concern that is considered in this proposed model to remedy the<br />
situation.<br />
The research further found that Ulundi is the cultural heart <strong>of</strong><strong>Zululand</strong>, yet most residents do<br />
not know much about the historical sites <strong>of</strong> the place. This remains an untapped<br />
environmental resource (opportunity) capable <strong>of</strong> advancing the developmental agenda <strong>of</strong> the<br />
study area The proposed model acknowledges the need for a marketing strategy to educate<br />
the community about these attributes. The ignorance undermines local and overseas tourism<br />
potential that the cultural and historical sites wield.<br />
Stages 4 and 5: Analysis <strong>of</strong> organization's resources - Strengths and weaknesses<br />
Unlike the general environment, the components <strong>of</strong> the operating environment have specific<br />
and immediate implications for the institution. Hence the institution needs to consistently<br />
monitor trends in this enviror.ment for opportunities and threats that might hamper<br />
205
Change language