Initial analysis reveals that different institutional structures promote different environmental management activities within the study. In oKhombe (Mazizini Tribal Authority Area), most environmental management activities are based on the Landcare project, which is the responsibility of the National Ministry of Agriculture.
Research Hypothesis
It involved people who were not part of the sampling frame, but those who were identified as key respondents because of their specialized knowledge of the subject under investigation. This also involved a careful evaluation of the current status of the natural environment, including the general vegetation cover, and the status of some wetland resources.
Definitions
Institutional Effectiveness
Mr. Stuart Armor (Assistant Director, Soil Conservation, Department of Agriculture and Environmental Affairs. Directorate General of Agricultural Affairs); '.'>. Mr. Ross Hoole and Mrs. Rosslen Wheatley (Planner, Department of Traditional and Local Government Affairs. Inland Region, KwaZulu-Natal Provincial Government).
Environmental Management
The institutional inability to respond effectively to policy demands has the potential to undermine the transformation process, including reforms related to environmental management. For this work, two types of institutions with different approaches to environmental management and service delivery are considered.
Conclusion
Chapter Two
A New Environmental Discourse
- Sustainable Development
- Cooperative Governance
- Community Participation
- Other Basic Characteristics of the New Approach
- Contribution by other policy documents
- National Rural Development Framework
- Reconstruction and Development Programme (RDP)
- GEAR
- Provincial Growth and Development Strategy for KwaZulu-Natal
The concept of 'sustainable development' has become a buzzword in much of the environmental planning and management literature these days. It is felt that the socio-economic needs of the country can be met at the expense of environmental conservation.
Conclusion
We attribute this weakness in part to the weak political will to preserve the environment, which is also reflected in the insufficient and decreasing allocation of funds for this governmental function. Therefore, in the absence of political will to effectively transform the way South Africa's environment is managed, elements of the old apartheid bureaucracy posing as transformed institutions may resist change.
Chapter Three
Institutional Structures
- pre 1994 institutional structures
- The post 1994 Government Institutional Structures
- Provincial Level
- Local Government level
Board Resources/ KwaZulu Division of the Department of Natal Provincial Department of Department of Nature Conservation Administration (NPA) Economic Affairs Agriculture and. At least four of the six departments mentioned have a particularly significant role to play in influencing the future direction of environmental management in South Africa. Through the promulgation of the National Environmental Management Act, the department promotes a strong, shared vision and direction for effective environmental management.
The Department of Land Affairs has a particularly crucial role to play as it is a member of the Development Facilitation Act (DFA). One of the main requirements of this department is the development and support of local government as a sphere of government. Essentially, through the promulgation of the above legislation and policy documents, the department has transformed the landscape of local government in South Africa.
The DTI is responsible for the evolution of the South African economy towards market economies. This is a provincial nature conservation body established in terms of the KwaZulu-Natal Nature Conservation Management, Act 9 of 1997. A number of practical challenges exist in relation to the implementation of the principles discussed in the preceding chapter.
The ordinance only provides for towns within the jurisdiction of the former Natal Provincial administration.
Non-Governmental Approaches: Creating a Niche for Environmental Management
- Participatory methods to rural development
- Limitations to participatory approaches
This ultimately means that there is an acute shortage of qualified people to carry out environmental management functions. The institutional transformation and overall change in approach to environmental management has affected a number of non-governmental organizations (NGOs) involved in environmental management activities in rural KwaZulu-Natal. While most of these institutions supported the dominant view of environmental management in the past, most of them seem to adopt the 'brown' environmental agenda which became dominant after 1994.
This enables them to build their own, often unique negotiating positions with other, often independent actors in rural development processes. This approach emphasizes organization, decision-making and self-reliance at the grassroots for rural development in general and environmental management projects in particular. The main purpose of this section is to highlight a potential niche that NGOs create for themselves and the influence they build on environmental management activities, especially where the state's presence is not felt.
Important environmental management NGOs in the province of KwaZulu-Natal include environmental groups such as the Wildlife Society of Southern Africa, Earthlife Africa, Environmental Justice Network Forum; Research bodies, including those associated with higher education institutions such as the University of Natal's Institute of Natural Resources and the Farmer Support Group, among others; development agencies, civil organizations and local communities. It has often been found that in practice NGO approaches to rural development have many weaknesses.
Conceptual Framework: A Synthesis
Even if the project is individually successful, it is therefore unlikely to have a total impact. The partnership trend has already started whereby non-governmental institutions and the government organizations have started to modify their positions towards each other. In most cases, the state can also provide support that will address threats by powerful local forces to favor themselves in local projects.
At the same time, an increasing number of government departments are realizing the value of bottom-up approaches to both development and environmental strategies. If properly managed, increased collaboration between government institutions and NGOs can lead to more efficient and cost-effective service delivery, without the state simply shifting responsibility for the welfare of the poor onto the informal economy. Nevertheless, it seems that the cooperation between the governmental institutions and non-governmental organizations is often a difficult process.
Creating closer and more formal links between these organizations requires a reconciliation of sometimes radical organizational approaches to development, as well as the negotiation of clear areas of jurisdiction. Given these methodological difficulties, whether the relationship between state institutions and non-governmental organizations can be institutionalized in an effective and mutually acceptable way remains an open question not only in the South African situation but also elsewhere.
Conclusion
On the one hand, NGOs have realized that effective environmental management is unlikely without adequate state institutional support. If it does, it will have to take specific forms according to the individual circumstances of each country, but it must also contain the broad principles envisaged for effective environmental management.
Chapter Four The Upper Tugela Context
- Background
- Upper Tugela Area: A Microcosm
- Ukhahlamba Sub-regional Context
- Existing Local Institutions
- Regional Council
- UKhahlamba Municipality (KZ235)
- Traditional Authorities
- Mnweni Valley ward (lPS. 1998)
- OKhombe Communities
- Conclusion
It is this balance between the unique and the common that makes an interesting case study from the Upper Tugela area. Although there is less agreement on the total population, there is consensus on the population structure of the area. While South Africa is not richly blessed with natural resources such as water (Smith, 1997), the Upper Tugela area is considered one of the most important water catchment areas in the country.
Three important tributaries of the Uthukela River have their sources in the Upper Tugela area. Inkosi Miya is the Chief of the tribal area and therefore takes on the administration of the area. Consequently, soil erosion is a leading indicator of the extent of physical environmental degradation, and the lack of appropriate action in the area.
It is surrounded by a "horseshoe" of ridges in the foothills of the Drakensberg Mountains. For example, as part of the Drakensberg Mountains, the area is blessed with biological resources whose importance has been recognized internationally.
Chapter Five
- Introduction
- Socio-Economic Characteristics
- Type of Environmental Degradation at Mnweni Valley
- Environmental Management Practices; A Survey
- Donga Rehabilitation, at Mnweni Valley
- Cross-Visit T.raining Session on Path & Donga Rehabilitation Methods
- Conclusion
Observations of the area show that there are grazing camps that are largely unused, especially at oKhombe. Participants were asked to identify characteristics of the environmental management initiatives that apply or have implications for the case study. The majority of the local people (65%) of the respondents felt that their priority was the provision of jobs and services.
The analysis of the response shows that different ministries and authorities have different environmental priorities for the area. There is no evidence of active community participation in other initiatives, with the exception of the Landcare and RandWater Mnweni Valley initiative. Full or comprehensive community participation in environmental management practices is also consistent with the requirements of the National Environmental Management Act.
With the exception of the Landcare project and the RandWater Mnweni Trust initiatives, all other environmental projects are still at the 'drawing board' stage. The above discussion has revealed that most environmental practices by most government departments are still in a planning stage.
Chapter Six Conclusion and Recommendations
Introduction
Hypothesis and Research Question, revisited
Recommendations
For example, any intervention aimed at promoting effective environmental management in the Zgornja Tugela area must be designed in such a way that it can easily adapt to the way of thinking of the local population, so that it can develop strong roots in their culture. This suggests that environmental management projects can only be considered sustainable if beneficiaries are allowed to internalize the logic underpinning the project through a process of informed participation. Finally, it is recommended that for the Upper Tugela area to achieve effective environmental management status, a broad framework based on the principles of South African environmental management policy and legislation is required.
Mclntosh Xaba and Associates (1998) The Role of Traditional Authorities in the Land Redistribution Program in the KwaZulu-Natal Province, Mclntosh Xaba and. Republic of South Africa (1998) National Environmental Management Act, No 107 Department of Environmental Affairs and Tourism, Pretoria. Republic of South Africa (1997) Environmental Management Policy White Paper, Department of Environmental Affairs and Tourism, Pretoria.
F (1997) Some Factors to Consider in the Conservation of the Drakensberg Water Catchment Area of KwaZulu-Natal, South African Journal of Environmental Law and Policy 4, p. The questionnaire is part of an academic research project related to the changing nature of government institutional arrangements and the effect this has on environmental management in the Upper Tugela area.
