Policy networks can be informal or formal, depending on the nature of the stakeholders' policies. From a literature perspective, there are nine key roles that policy networks play in policy implementation.
ENVIRONMENTAL NETWORKS
Environmental networks attract as many people as possible because of the environmental importance of human life. As previously mentioned, the African continent has made significant progress in the creation of environmental networks.
Whyte (1995:xxi) study recommends the need for forums on Environment and Development, which can work as an advisory bodies at national, provincial, and
RESEARCH FINDINGS AND ANALYSIS Introduction
It is out of the need for environmental education that KPCA was born and given autonomy (Pascoe Cherie, Oral Interview. The following organizational structure shows the relationship between KPCA and the relevant section of the Municipality.
The research findings
BUSINESS SECONDARY PRIMARY PRE- PETROL ORGANISA-
- Businesses
- High Schools
- Primary Schools
- Community Organisations and NGO's
- The Map showing locations of interviewed institutions in Pietermaritzburg
Green Hill Primary School is located in Northdale. Newholmes Primary School is located in Northdale. Forest Hill Primary is located in Mountrise. Autobahn and Autoworld are two petrol stations owned by the same family and located in the Hayfields area.
- The motives for joining the environmental network a) Business
- The benefits of joining a network
- The challenges a) Businesses
- The experiences
- Challenges - Competition - Dangerous litter - Critics - Pressure to clean - Badly littered place - Lack
Second, they make use of different specialties in the network, which broadens the horizons of the organization. Mostly, the challenges of taking on a place in tens are felt from the pressure to keep the place clean.
KPCA
General Conclusion
The study used Keep Pietermaritzburg Clean Association (KPCA) to analyze different interactions a round environmental management policy. In order to understand dynamics that bring different actors together, the study investigated the motives, benefits and challenges of joining the policy network.
98 Morcom R 3201
I 476 Church S 3201
3423988Esigodini Public Primary school
3457738/ 34 3945019Forest Hill Primary School
I PO Box 667, 3200
PAFTA
3878005 Mr R Harkhu
Natal MrWP Buter
3933300Siyakhula Project
APPENDIX B
SCHOOL OF HUMAN AND SOCIAL STUDIES
In-depth Interviews
Identification
The motives for joining the environmental network Why have you decided to join the Adopt a Spot Programme?
The Benefits of joining a network?
The Challenges
The Experiences
PROGRAMME
Keep Pietermaritzburg Clean Association Private Bag 321, Pietermaritzburg 3200
Register your School on the EASY programme, you will then receive your
Arrange for a Keep Pietermaritzburg Clean Association member to address
The EASY program is an exciting approach to results-based education that has been linked to the national curriculum. In partnership with other Pietermaritzburg organizations involved in environmental education, the Environmental Award System for Youth provides schools with an environmental program designed with easy-to-use activities.
What is the
EASY Programme?
ADOPT A SPOT IS FOR EVERYBODYREPORT CLEAN-UPS TO KPCA
Adopt a Spot
Firstly, let all of your neighbours know that you have joined the programme and are taking
Devise a strategy as to how you will maintain your area, and note down Who is responsible
If the grass needs cutting, schools could try to arrange for parents to assist. Other groups
Plant trees and flowers (preferably indigenous)
If you have adopted a stream or river - look at removing alien vegetation and replanting new
If you have adopted a large open area, consider turning it into a park that the community can
Encourage other groups or schools around you to also adopt areas joining yours, so that the
Ask KPCA for a list of other "adoptees" and network with them to gain more ideas
ENCOURAGE OTHERS TO HELP SOLVE THE PROBLEM
THE MSUNDUZI MUNICIPALITY
REPORT BY THE ACTING CITY MANAGER FOR THE
AUDIT COMMITTEE
- Based on a report by the Strategic Executive Manager: Finance dated 10 th May 2004, the following organisations were singled out : Keep
- The point of departure for addressing the proposal as put forward by Mr Layman would be to state whether the above-mentioned organisations
- According to section 156(1 ) of the Constitution of Section 84(1) and (2) of the Municipal Structures Act, the pound function is a local municipality
- According to Section 156(1) of the Constitution and Section 84(1) and (2) of the Municipal Structures Act, the local tourism function is a shared
- According to Schedule 4 of the Constitution of the Republic of South Africa, housing is a concurrent function between the national and
- It would also be necessary to add the Safe City Project (SCP) to this list as they are also carrying out a Local Governll,lent function. According to
- The above points indicate that KPCA, MHA, SPCA,PMB Tourism and the SCP clearly, to a lesser I greater extent, carry out what would otherwise
- COMMENTS: ACTING SEM FINANCE
In relation to a local municipality, "local tourism" means the promotion, marketing and, if applicable, development of any tourist attraction within the municipal area with the aim of attracting tourists, providing access and municipal services to these attractions. and to regulate the structure and control of the tourism industry in municipal areas subject to any provincial and national legislation, and without prejudice to the powers of the national and provincial government in relation to "nature conservation". According to Article 156(1) of the Constitution, and Article 84 (1) and (2) of the Municipal Structure Act, public control. concerns is a function of Local Government. Where services are provided to the Council, the principle of payment for these services is supported, which are currently funded by grant-in-aid under the terms of a service contract.
RECOMMENDATION
RECOMMENDED
The Grant-in-Aid funding of the abovementioned organizations, that is,
Currently there seems to be no policy (document) th~t deals with Grant-in-:Aid
Furthermore, such a policy should contain a provision 'which clearly states that organizations which provide a Local govemment service and/or function that
Such a policy should also contain a provision that lists the names of such organizations and a provision that states that such list is subject to alteration from
ACTING CITY MANAGER MR T ZULU
Currently there seems to be no policy (docume~t) that deals with Grant-in-Aid
This White Paper on Local Government is unique, as it does not deal with a sectoral policy, but. Strong and capable development-oriented local government has a substantial contribution to make to the improvement of South African citizens' quality of life, and to the development of the nation. This White Paper outlines the systems that will make developmental local government a reality. This section provides a history of local government, an overview of the existing transitional system of local government, and an outline of settlement patterns and trends. It concludes by defining the challenge for local government.
A HISTORY OF LOCAL OOVERNMENT
The local forums collectively pushed for the creation of a national forum, the Local Government Negotiating Forum. The national debate on the future of local government took place at the Local Government Negotiating Forum, alongside the national negotiation process. The international stages, starting with the municipal elections, will last until a new local government system is drafted and legislated.
THE CURRENT STATE OF LOCAL OOVERNMENT
In general, District Councils are significant centers of municipal capacity, and consideration should be given to building on this capacity in the design of a new local government system. Significant support and investment is needed to build administrative capacity for the new local government system. There have been changes in the local government system since 1993. However, many of the laws and regulations that supported the old system remain in force (see Appendix A).
SETTLEMENT PATTERNS AND TRENDS 3 1 Introduction
It is essential for the successful implementation of a new local government system that programmatic support is provided to the municipalities to help them in the next phase of the transition process. 4, DEFINING THE CHALLENGES FOR LOCAL GOVERNMENT A new municipal system must build on the strengths of the current system. I .ervlce InfrlStruktur in historically underdeveloped areas that require municipal expenditures that far exceed the revenues currently available in the municipal system.
CONCLUDINO COMMENT
Local government has been democratized, but the local government system is still structured to meet the demands of the previous era. A fundamental transformation is required. This section examines the central development responsibility of municipalities to work with local communities to find sustainable ways to meet their needs and improve the quality of their lives. Local development governance is intended to have a major impact on the daily lives of South Africans.
CHARACTERISTICS OF DEVELOPMENTAL LOCAL OOVERNMENT Maximising social development and economic
While Paper on Local Government: SectionB Page 3 of 16 While Paper on Local Government: Section B I'age'tUI IU. While Paper on Local Government: Section B PageSof 16 White Paper on Local Government: Section B rnMc\JVI IV. Developmental local governance requires municipalities to become more strategic, visionary and unspeakably influential in the way they operate.
DEVELOPMENTAL OUTCOMES OF LOCAL GOVERNMENT 2 1. Provision of household infrastructure and services
Marketing and investment support can be provided In order to attract and secure potential Investors, it is important that such services are cost-selective. Procurement procedures·can be revised to maximize the impact of municipal purchases on Job Creation and the local economy. In particular, preference can be given to local suppliers and small businesses, especially those in the informal sector.
TOOLS AND APPROACHES FOR DEVELOPMENTAL LOCAL OOVERNMENT 1. Integrated development planning, budgeting and performance
Assessment of the current social, economic and environmental reality in the municipal space • current reality. The Act on Transition to Local Self-Government (second amendment to the Act) requires municipalities to prepare integrated development plans. The development of integrated development plans and financial plans gives municipalities and other authorities the opportunity to discuss preliminary public investments in the area.
THE FRAMEWORK OF INTERGOVERNMENTAL RELATIONS Cooperative relatIons between spheres
An oversight role: The provincial government plays a key role in overseeing local government to ensure that high standards of public service delivery and good governance are maintained. Currently, intervention powers are governed by Article 100(2) of the Transitional Local Government Act. The intervention must end unless approved within 14 days by the MEC responsible for local government affairs.
WORKING WITH LOCAL GOVERNMENT 1. National potlcles and programme
Local government should also work closely with the Department of Land Affairs to ensure that land reform and land restitution processes are included in municipalities' integrated development plans and that the benefits of land reform are consolidated within municipal areas. The Department of Water and Forest Affairs is committed to a systematic program of building institutions at the level of local government to ensure the inclusion of local government in the program. National and provincial governments can build the capacity of local governments through the way they execute their programs and increase the effectiveness of both.
HORIZONTAL COOPERATION BETWEEN MUNICIPALITIES
White Puper on Local Government: Section (' PAgeD of 15 White PAper on LOCAL (Jovernment: Scction ('I'ugc1401 I.) The delegation of functions from a national level to local government should be the result of a cabinet decision, and should facilitate consultation with both provincial and provincial governments. This approach will facilitate integrated decision-making by ensuring that decentralization initiatives from different line departments are considered in relation to each other and their combined impact on local government.
POLITICAL LEADERSHIP
This chapter looks at political systems. It discusses the importance of strong political leadership for developing local government and examines political and electoral systems for the new local government system.
POLITICAL SYSTEMS 2 1 The delegation of executive powers
The mayor would be the chairman of the executive committee. The municipal council would delegate executive powers to the executive committee. In this context1 it will be considered that a percentage of fuel duty is allocated to local authorities. The issue of local fuel tax should be dealt with in the framework1 of the national fuel duty.
LEVERAQINQ ADDITTIONAL INVESTMENT IN THE MUNICIPAL SECTOR
The vertical split will be decided through the national budget process (medium-term expenditure framework), taking into account the factors set out in Article 214(2) of the Constitution. The amount of the "equitable share" component of the national-local flows can only be properly determined if other transfers to municipalities are taken into account. As certain subsidies to municipalities are phased out, the fair share will have to be expanded. Within the RDP framework, public sector financial intermediaries should actively support financial markets and seek to involve the private sector in these markets.
CONCLUDING COMMENT
These skills – which could not be acquired through formal training – will be invaluable to the new congregations as they tackle the changes ahead. They will form the basis of the new local government system, and the ongoing engagement between councillors, officials, citizens and the community. groups will shape and support the new development role. 34. Accelerate" the establishment of the Municipal Delimitation Council, thereby enabling the redemarcation of municipal boundaries. On this basis, the provincial legislation will formally establish new municipalities in each of the nine provinces.
SUPPORT MECHANISM FOR MUNICIPAL TRANSFORMATION In addition to creating the enabling legal framework described above, national
Development of performance management systems These systems will be developed in collaboration with local authorities and will have the following objectives. This will be achieved through o The reorganization of the municipal education system o Targeted assistance for improved financial and budgeting processes o Collaboration with Salga to develop and implement councilor training. The development of the systems needed to support municipal transformation should be managed in partnership with local authorities, this will both build the capacity of local authorities and result in effective systems that municipalities can use to influence changes in their operations and in their approaches to meeting society's needs.
REPUBLIC OF SOUTH AFIUCA
GOVERNMENT GAZETTE
Bibliography
Managing Network Settings in Policy Studies Review University of Tennessee: Center for Energy, Environment and Resources. Managing Complex Networks: Strategies for the Public Sector Complex Networks: Strategies for the Public Sector Thousand Oaks: SAGE Publications.
Interviews
Rangrage Pre Primary School, 23 September 2004, Personal Interview 15) Sbongiseni, Executive Car Wash, 24 September 2004, Personal Interview· 15) Sbongiseni, Executive Car Wash, 24 September 2004, Personal Interview·.
Internet
