The purpose of this study is to gain an understanding of the key stakeholders in the MIDP process. Ultimately, the MIDP remains a strategic planning tool that links context, a process, and designed outcomes.
CHAPTER ONE: INTRODUCTION
- Introduction
- Background to the study .1 The research on strategy
- Learning in the strategic planning process
- The meaning of strategic learning at local government level
- Problem statement
- Purpose of the study
- Research questions
- Motivation for the study
- Methodological approach
- Outline of the remaining chapters
This is a challenge, as "the municipality will not have sufficient resources to address all issues identified by different segments of the community" (DPLG 2001a:15). The focus of the interviews was on current conditions and activities in the IDP process and the platforms for learning.
CHAPTER TWO: LITERATURE REVIEW
Introduction
Context of strategic planning
Thomas Plant (2006:5) states that the introduction of the strategic planning concepts to municipal authorities as organizations was in the early 1990s. It ensures that South Africa has integrated strategic planning and strategy formulation at local government level.
Meaning of strategic planning
This is true of the MIDP, a strategic plan at local government level in South Africa, which is seen as "a main strategic planning tool" (RSA 2000:44). The focus of the upcoming section is on the 'how' and it looks at the role of strategic planning in local government.
The role of strategic planning in government
Denhardt mentions that participation in strategic planning opens up the possibility of building new understanding with stakeholders in the organization. The involvement of stakeholders was a subject of investigation in the study by Poister and Streib (2005:48) on the use of strategic planning.
Benefits of strategic planning
It should be in the nature of the culture of the organization to be flexible in the approach. Because gathering knowledge and information about an organization is a crucial part of the strategic planning process, organizational learning is valuable to the organization.
Concepts of a learning organisation and learning in organisations
- A learning organisation
- Learning in organisations or organisational learning
Therefore, it is essential for this research that there is an understanding of the concepts of a learning organization and of learning in organizations. Wang and Ahmed (2003:9) mention how important it is for an organization to be a learning organization since "a learning organization evolves as a result of learning".
Systems thinking as a theoretical framework
- Wholeness and dynamism
- Emergence and interrelatedness
- Reflective thinking, measures and methods
This is because the dynamism of the system would remain unknown, as the focus would be on what is known and sometimes on the mental models held about the MIDP formulation process. It looks at various aspects of the system in the formulation of the MIDP and ascertains the perspective of various stakeholders in the process.
Concluding Remarks
Such an understanding is important for systems thinking, as the approach values knowledge about the dynamics of the system and the mental models that different stakeholders have in the process. Furthermore, the recognition of dynamics and wholeness within various factors results in a better understanding of the system itself. It also reflects on how the content of the MIDP, as a strategic development plan, reflects the sharing, learning and articulation of stakeholder requirements.
Literature and document reviews and interviews were used in the data collection process as tools or research instruments to gather knowledge and understanding of the MIDP process.
Research design
Furthermore, words are used to produce social reality, which here involves a description of the MIDP process. The theoretical nature of the approach allows for understanding the process through the writings of others. Key participants in the MIDP process (individuals) were interviewed to obtain their perceptions and thereby obtain a better understanding of the process in the actual situation.
Their perspectives and understanding of the process provided a frame of reference from a stakeholder perspective and a reflection on the key internal and external factors related to the MIDP process.
Research method
This was to build a better understanding of the process with the knowledge that participants have in a particular setting. First, a case study allows the researcher to conduct a detailed analytical and narrative description of the case and to understand the case as a unique functioning system. The above factors fit with Fouche's claim that "case study research and description is done through detailed, in-depth data collection methods that incorporate multiple sources of information that are rich in context".
The multiple sources of data in the case study method enable the dynamic and contextual nature of the MIDP process to be captured.
Data collection techniques
- Literature review
- Document review
- Interviews
Punch states that “the interview is the most prominent instrument for data collection in qualitative research”. Furthermore, as Greene (1998) cited by Qu and Dumay suggests, “the purpose of open-ended interviews is not to put things in someone's mind, but to access the perspective of the person being interviewed.” For example, 32 of 2000 (RSA 2000:18) identifies “the political structures, the governance of the municipality and the community of the municipality”.
The focus was on obtaining evidence about the process and understanding its meaning – the what, how and why questions.
Methods for data analysis
The analysis procedure was defined or determined for the research and is explained below. Using this perspective, the researcher considered how the process results in synthesis or integration. Double-loop learning results in understanding, constructing, and deepening meaning in the process.
Prior knowledge about the process was interpreted, tested, modified and changed during the research activities.
Concluding remarks
At all times we looked for connections or relationships between the data and the research questions. Data analysis began with specific data and identified perspectives or understandings of key stakeholders of the MIDP process based on the data. Thus, the transcriptions of the audio data were largely organized in relation to the research questions.
Stakeholder perspectives in response to the research questions were presented in relation to the offices and institutions each stakeholder represents.
National and Provincial Frameworks to guide Local Government
- White Paper on Local Government of 1998
- Local Government Municipal Systems Act 32 of 2000 (a) The aim of the MIDP process
It defines the objectives of local government and the functions of a municipality in Articles 152 and 153 (a-b) of the Act respectively. Former Minister of the Department of Provincial and Local Government, Mr. Sydney Mufamadi, defined “the IDP process [as a means] to arrive at decisions on issues [at the municipal level]… in a consultative, systematic and strategic manner” (DPLG 2001:2). The purpose of the IDP is “to provide vision, leadership and direction to all who have a role to play in the development of a municipal area” (DPLG 2001:5).
It is also defined as "a single, inclusive and strategic plan for the development of the municipality".
- eThekwini Municipality’s Long Term Development Framework
- eThekwini Municipality’s Integrated Development Plan (IDP)
Further, in section 8(1(h), it also gives the function of promoting "ideals of collaborative governance, integrated development planning, sustainable development and service delivery" to Traditional Councils (KZN 2005:13). Framework and the Vision was to ensure that the Municipality has Long Term Development objectives to guide its strategic plan, the MIDP Framework outlines the strategic vision and priorities of the eThekwini Municipal Area until 2030.
The IDP's strategic approach ensures that “the municipality is more responsive, efficient, effective and accountable” (eThekwini Municipality 2012a:8).
- eThekwini Municipality’s Community Participation Policy
- eThekwini Municipality’s Communications Policy
- eThekwini Municipality’s Communications Strategy
- International, National and Provincial Development Frameworks
- Concluding Remarks
This is required by the Municipality in accordance with the Act on Municipal Administration: Municipal Systems. This means that "eThekwini Municipality must encourage and create conditions for local communities to participate in negotiations on the affairs of the municipality". The development of the MIDP must therefore take into account what is contained in the national development plan.
The purpose of the assessment is for the municipality to draw up a plan that outlines where and when.
CHAPTER FIVE: RESULTS AND DISCUSSION
Results
- The Understanding of key stakeholders of the MIDP
- Definition of the MIDP
- The objectives of the IDP
- Stakeholders’ involvement in the IDP process
- MIDP as a learning process
- The concept of learning
- Learning in the MIDP Process
- Platforms as a means of sharing, learning, and relearning
- Platforms for Dialogue
- Existing or created Platforms in the IDP process
- The choice of platforms created or used
- Relevance and adequacy of platforms
- The values or principles underlying the design of the MIDP process
The questions were asked to gauge how stakeholders understand the "common purpose" of the IDP. Ultimately, the purpose of the IDP is to ensure that a municipality is well organized, focused and to accelerate development. They have to participate in the IDP because the community will ultimately judge the municipality, based on the effectiveness of the IDP.
The Municipality is obliged by law to ensure that discussions take place, and public participation is required as part of the IDP process.
Discussion
- How the process of a MIDP is a learning process
- Processes and /or measures used to engage stakeholders
- Relevance, appropriateness and adequacy of platforms
- Values of processes and/or measures
However, MIDP formulation is not limited to stakeholder engagement during the process. This is important as stakeholders' views of the MIDP process are based on their own mental models, their worldviews determine how they view the process. The focus of the MIDP process is process, structures and stakeholder consultation.
The point of non-inclusiveness of the process was raised in the interview with traditional leadership stakeholders.
Concluding remarks
What is clear is that there does not appear to be a clear understanding among the stakeholders interviewed of the principles that guide or inform the choice of processes, measures and mechanisms in the MIDP. Stakeholders have listed what they themselves consider to be the principles instead of the principles of a consultative, strategic implementation process set out in the IDP guidance package. Eadie advises that the successful application of strategic planning (the MIDP in this case), as a technique for planning better, relies on how the process is designed for "the unique circumstances of a particular public organisation".
The process must fit the organization, its environment and the intended outcome, which is to understand the requirements of the organization's stakeholders.
CHAPTER SIX: CONCLUSION AND RECOMMENDATIONS
- Conclusion
- Limitations to the research
- Recommendations
- Closing remarks
- LETTER OF REQUEST FOR INFORMED
The focus should be on the whole, not just the parts, of the planning process. If we want the IDP process to become a real and effective learning process, a period of stakeholder preparation for the process is recommended. In: van Donk M., Swilling M., Pieterse E. eds) Consolidating Developmental Local Government: Lessons from the South African Experience, Cape Town: UCT Press, p. 1991).
In: van Donk M., Swilling M., Pieterse E. eds) Consolidating Local Government Development: Lessons from the South African Experience, Cape Town: UCT Press, p. 2007).
Graduate School of Business & Leadership Master of Commerce in Leadership Studies Research Project
LETTER OF REQUEST FOR INFORMED
PERMISSION TO KWAZULU-NATAL DEPARTMENT OF COOPEATIVE GOVERNANCE AND TRAITIONAL
LETTER OF INFORMED CONSENT UNIVERSITY OF KWAZULU-NATAL UNIVERSITY OF KWAZULU-NATAL
The purpose of this study is to explore how MIDP is a learning process where key stakeholders are given platforms (mechanisms and measures) to articulate their demands from local authorities. The results of the interviews must contribute to the theoretical knowledge and understanding of the MIDP process as a learning process. The Graduate School of Business and Leadership, UKZN, will maintain the confidentiality and anonymity of records identifying you as a participant.
If you have any questions or concerns about conducting the interview or your participation in this study, please feel free to speak with me or contact my supervisor.
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GRADUATE SCHOOL OF BUSINESS & LEADERSHIP
Master of Commerce in Leadership Studies Research Project Researcher: Siphiwe Ngubane (0718500309)
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