Dissertations / Theses on the topic 'Traditional local leadership'

This study is about the place of traditional authorities in local level land administration and rural governance in contemporary Mozambique. It came about as a result of the publication of the Decree 15/2000 that recognised traditional authorities after their abolition more than 20 years earlier. This study seeks to examine four inter-related themes: the role of traditional authorities in local level land administration in Mozambique
why the government recognised traditional authorities in the year 2000 after having abolished them more than 20 years earlier
whether the recognition of hereditary traditional authorities is consistent with principles of democracy
and lastly to investigate whether the practices taking place on the ground are an expression of democracy as envisaged by the country&rsquo
s constitution.

The study is based on documental research on the subject, as well as on fieldwork in the community of Chirindzene, Gaza Province in Southern Mozambique. It argues that generalisations about the role of traditional authorities in local level land administration may be misleading. Drawing from the case study in Chirindzene, it shows that it was only the lowest level of the traditional authority structure (the lineage level) that continued having influence in land allocation and distribution after independence in this area. With regard to the recognition of traditional authorities, the study argues that an appreciation of the changing global context is important to understand this dramatic shift. The study argues that the Decree 15/2000 and its regulations are weakening the democratic experience initiated in 1970s by allowing rural populations be ruled by hereditary rulers who are not elected. For this reason, the rural population does not enjoy full citizenship rights because they are ruled by both elected structures and appointed ones.

Thesis ( M. Tech. (Public Management )) - Central University of Technology, Free State, 2013
Traditional Leaders (Chiefs) historically served as “governors” of their communities with authority over all aspects of life, ranging from social welfare to judicial functions. The Basotho generally hold Chiefs in high esteem, continue to turn to them for assistance when conflict arises, depend on them for services, such as birth and death registration and regard them as integral and relevant role-players in local governance. Although many countries in Africa maintain a system of Traditional Leadership and many have incorporated Traditional Leaders into democratic forms of government, a concern exists in some quarters that Chieftainship in Lesotho may present a challenge to democratic governance and development. Similarly, local government structures created by the current decentralisation processes are perceived by many as deteriorating the authority of Chiefs. According to the Constitution of Lesotho, 1993 (Act 5 of 1993), the co- existence of the Chiefs and local Councils are legitimised. Under the legislation governing this process (the Local Government Act, 1997 (Act 6 of 1997), some of their powers and functions have been transferred to local government structures. The major sources of conflict between Chiefs and Councillors appear to be uncertainty and confusion around roles and functions of the various role-players created by the legislative and institutional framework and the loss of power and status that many Chiefs feel. Some of this confusion may be a deliberate form of resistance to the changes, but it is apparent that legislative clarity is required and that the roles and functions of all role- players need to be clearly defined and understood if development is to take place in a coordinated way. The inclusion of two Chiefs in each Community Council as well as two in District Municipalities would seem a genuine attempt to ensure that Chiefs are not marginalised in this modern system of local governance in Lesotho. The high proportion of Traditional Leaders (Principal Chiefs) in the Senate is a clear indication of the pre-eminence of the institution of Chieftaincy (Traditional Leadership) in Lesotho. On the other hand, the National Assembly is completely elected and consists of 120 members, elected through the so-called Mixed–Member-Proportional representation model. Although Chieftaincy is part of this organ of the state, it has limited powers in the legislative process and general decision-making processes outside Parliament. These powers are instead a jurisdiction of the elected representatives in the National Assembly. A similar set up exists at the local government level where Councillors enjoy decision-making powers with Chieftainship structures, such as the village, area and ward Chiefs role being ambiguously defined. It is very clear that the co-existence of the two institutions is a very crucial and challenging one. This co-existence has raised a number of political, developmental and conceptual problems and problems and challenges that have not been adequately addressed, let alone resolved. One of the problems is the anomalous situation in which people are simultaneously citizens of the state and subjects of the Chiefs. Other challenges include, amongst others, contradicting legislation, revenue constraints, a lack of human resource capacity, poor stakeholder management, the increasing rate of HIV/Aids in Lesotho, and so forth. Possible causes of these challenges had been investigated as well as how they can be managed or minimised in order to enable Chiefs to play an effective role in a modern democracy. With this research study an attempt was made to explore the role of Traditional Leaders in the current system of local government in Lesotho and how to improve Chieftainship as a strategy to complement governance at the grassroots level. The term “Chiefs” is used in this research study as synonymous to Traditional Leaders, because it is the term used in all legislation dealing with Traditional Leaders in Lesotho and it includes Principal Chiefs, Area Chiefs, Chiefs and Headmen, unless the context clearly indicates otherwise.

This study examines how well the Mgwalana Traditional Authority (MTA) is performing its role of governing and developing its area and the municipal area of Nkonkobe in the Province of the Eastern Cape. The Chief of the MTA is one of the 2400 traditional leaders in South Africa who are responsible for giving leadership and development services to approximately 16 million people living in the rural areas. This study tries to find answers to two research questions: 1) What role does the Mgwalana traditional council play in governance and development? 2) Has the South African government managed to add traditional leadership to the local government structures? The study shows that the MTA is finding it difficult to do much socio-economic development because the Nkonkobe Local Municipality considers governance and development as its own role, and the traditional leadership is supposed to join only in customary and cultural activities. The research concludes that these two bodies could move out of the cross-road if they were to follow the Traditional Leadership and Governance Framework Act, 2003 (Act 41 of 2003), and if the municipality were to work with local stakeholders, including the MTA, to achieve the goals for local government laid down in section 152 of the Constitution of the Republic of South Africa, 1996.

Masters in Public Administration - MPA
Integration of indigenous leaders into modem political structures and process of local government has been a source of contention for several decades on the African continent. This study describes, analyses and assesses efforts made by postcolonial, apartheid and the liberal democratic government to incorporate indigenous leaders in their governmental structures and processes. Based on this examination, the study presents elements of a model on how a democratic South Africa could in grate indigenous leaders into the current liberal democratic structures, especially in rural municipal authorities of the Northern Province. Data used for the study was collected from government documents, articles, law books and anthropological sources. In the discussion and analysis, attempts were made, wherever appropriate to cite experiences of other African countries. Such experiences were designed to inform certain aspects of this study, especially in the manner in which traditional leaders were integrated into local government. Further, data regarding current attitudes among stakeholders were collected from questionnaires administered to women, youth, traditional leaders, national, provincial and local government officials and legislators The study revealed several aspects of leadership such as the system employed by French and British colonizers (i.e. 'direct' and 'indirect' rule system). These colonial powers both identified traditional rulers as a link between their governments and indigenous communities. To confirm this, both appointed puppet traditional rulers and deposed authentic traditional rulers who were opposed to colonial rule. Since traditional leaders form part of indigenous people's background, colonial powers subjected indigenous rulers stances at different places. If traditional rulers were conquered, their powers were drastically reduced, suppressed, their power-base was weakened and authority on land and matters of justice were usurped. On the other hand, those traditional rulers who signed treaties with the colonial government received favours such as sending their family members abroad to further their education and the traditional ruler retained the status of 'King'. The British government introduced a policy of indirect rule. This rule had echoed even in South Africa after the British rule through to the days of apartheid. This rule prescribed that each tribe was to be supervised by a Paramount chief for centralized authority with sub-chiefs who were in charge of regions. This system continued through the apartheid era. The current democratic government has entrenched in the constitution a provision for the recognition of the institution of traditional rulers, but it lacks clarity on the role and function of traditional leaders at local government level. Thus, chiefs ought to be genuinely engaged in modem governance and face realities of change and adapt to the new order for their future existence and continue serving their communities in the northern province in particular and South Africa in general.

Aim of the study: The main aim of the study is to examine and pursue research regarding the history and role of law in the disintegration of the institutions of traditional leadership in South Africa, Botswana and Lesotho in order to make recommendations regarding the challenges and opportunities facing traditional authorities in these countries. The traditional systems, roles and functions of these institutions are traced from the pre-colonial era up to the period of democratic regimes in these countries. This study is based on the premises that the jurisprudence of the institution of traditional leadership is as old as mankind and that this institution is rooted in the rural soil of African communities. Research Methodology: This study is based on legal comparative research with reference to South Africa, Botswana and Lesotho. A literature survey of the most important sources dealing with history, legislation and policy documents was undertaken. Conclusion and Recommendations: The institution of traditional leadership is one of the oldest traditional institutions of governance in South Africa, Botswana and Lesotho. During the pre-colonial era traditional authorities constituted an important component in the traditional system of the administration of the traditional community. Traditions placed a great amount of responsibility on traditional leaders to look after the best interests of their communities. When the colonial government took over the reigns of these three countries, they changed the pre-colonial form and nature of traditional authorities. These colonial governments exercised control over traditional leaders and allowed minimum independence in their traditional rule. The post-colonial governments of South Africa, Botswana and Lesotho retained the institution of traditional leadership. The Constitutions of these countries provide the legal framework for the recognition and functioning of the office of traditional leaders. However, it has been noted in this study that the relationship between the traditional leaders and the governments of these countries has been a mixture of conflict and cordiality. One of the reasons for this uneasy relationship between the traditional leaders and the central governments of these countries is that the status, authority, power and functions of traditional leaders have been reduced considerably when new institutions such as Local Governments, Land Boards, District Councils and Village District Councils were given powers and functions previously exercised by traditional leaders. The post-colonial transformation of traditional leadership in these three countries has led to a steep decline in the authority of traditional leaders. In order to encourage active participation of the traditional leaders in the new democratic structures and bodies, the institution of traditional leadership must be adapted to the changing political, social and economic environments. Rural local government bodies and the national governments of these countries should not view the institutions of traditional leadership as competitors for political power. The post-colonial governments of South Africa, Botswana and Lesotho should introduce traditional leaders as equal partners in the development and advancement of rural communities. In order to achieve this goal the governments of these countries should empower and capacitate traditional leaders so that they do not become misfits in the new constitutional and democratic settlements.
Thesis (LL.D. (Indigenous Law))--North-West University, Potchefstroom Campus, 2007.

Thesis (MPA. (Public Administration)) -- University of Limpopo, 2015
The purpose of this study was to gain a deeper understanding of the role of traditional leaders in supporting service delivery in the communities of Polokwane Municipality as a third sphere of government. Moreover, not much research has been conducted in this field especially in Limpopo Province. The latest policy document on Transforming Public Service Delivery stipulates that public services are not a privilege in a civilised and democratic society, they are a legitimate expectation. Hence, meeting the basic needs of all citizens is one of the five key programmes of the government’s Reconstruction and Development Programme (RDP). From the literature review, it was evident that service delivery is essential in the communities and traditional leaders and the municipality have a critical role to play. Therefore this study also aimed at examining the problems and challenges the community is confronted with during the provision of services and also reflects on the strategic importance of the municipality in service delivery. This information may be used as a point of departure in showing the municipalities and traditional leaders the perception of communities and their level of satisfaction and serves as a yardstick in terms of their effectiveness in delivering services to the community. The study used data collection instruments such as interview schedule, questionnaires and supporting documents, such as the Polokwane Integrated Development Plan and relevant scientific articles to collect data in the four selected villages. The participants ranged from the youth, adults, to people with disabilities and the elderly. The main patterns of concern that emerged from the data related to the low levels of satisfaction among the community in terms of service delivery in general. From the analysis of data it was realised that the lack of proper service delivery impacts negatively on members of the community. It is advisable for the Municipality to take note of these findings and concerns. In an effort to improve and ensure effectiveness in this sphere as stipulated in the White Paper on Transforming Public Service Delivery and the Reconstruction and Development Programme documents. Therefore, it can be concluded that the provision of service delivery in the municipality is of a substandard quality, and that the provision of quality services in the municipality is required. This can be achieved through the participation of traditional leaders, municipalities and community members.

Traditional leadership is a contested field in social and political environments. The new, democratic government has created an environment that accommodates the existence of traditional leadership by introducing policies that guide their functioning. The White Paper on Traditional Leadership of 2003 spells out the roles and responsibilities of traditional leaders. This document when used with the Municipal Structures Act 117 of 2003 may minimise the existing tensions between the traditional leaders and the democratically elected councillors. The White Paper on Traditional Leadership of 2003 has been designed accordingly with the Bill of Rights. Equality and prevention of unfair discrimination, has been entrenched in the Bill of Rights of the Republic of South Africa. Traditional leaders, therefore, do have a space in the governance of South Africa. They are expected to participate in development programmes and in promoting service delivery. This study used the method of a case study. It is a qualitative study. Questionnaires and interviews are tools used to collect data. Various observations and findings were made with proposed recommendations. Most important to note is that, the traditional leaders are aware of the White Paper on Traditional Leadership but do not know what to do about it. This reveals that there is a gap between practice and policy. is the recommendation of the study that, the officials from Local Government and Traditional Affairs and those from the municipalities workshop and mentor the traditional leaders as well as the democratically elected councillors. Such a practice could minimise if not eliminate the tensions that result in poor service delivery.

This thesis is about the political implications of the constitutional recognition of the hereditary institution of traditional leadership in post-1994 South Africa for the democratization process in the rural areas of the former Bantustans. The thesis is organized around three related conceptual, historical and political questions. The conceptual question deals with the meaning of democracy in rural areas under the jurisdiction of traditional authorities. The historical question traces how the institution and traditional authorities have survived to the present post-colonial period. Lastly, this study investigates the political issue of why an ANC-led government came to recognize the institution. The focus of the thesis is the sphere of rural local government in the Xhalanga district, where these issues are best illustrated. The thesis argues that the institution of traditional leadership and its officials survived precisely because they were incorporated into the colonial and apartheid administrative structures in the project of indirect rule. Traditional authorities were central to the apartheid policy of retribalisation, which was essentially a form of control of Africans in the Bantustans. Rural residents engaged in fierce struggles against the imposition of rural local government structures such as the District Council and Tribal Authorities. In so far as traditional authorities were part of government structures, they could not avoid being targets in these struggles. In explaining the recognition of the institution of traditional leadership, the thesis focuses on the policies of the ANC, the majority party in the Government of National Unity, towards traditional authorities. Organisationally weak on the rural grounds, the ANC operated through what they considered to be “good/progressive/comrade chiefs”. The ANC had hoped that these traditional authorities would accept a non-political ceremonial role. However, traditional authorities have rejected this ceremonial role. Their refusal, coupled with the ANC’s ambivalence in resolving the tension imply, the study concludes, that the (political) citizenship rights of rural people are partial: they are neither citizens nor subjects.

The local level of government plays a pivotal role in the delivering of service in Bor county of Jonglei State in South Sudan. As the world‟s newest nation attained independence in July 2011, the republic of South Sudan face a huge mountain to climb in terms of service delivery for socio – economic transformation. A country which has ransacked by civil wars and economic exclusion of its people in the past, South Sudan needs to pool resources together for the sustainable betterment of its citizens. Service is solely dependent on leadership and effective and efficient service rendering, requires a people – centred, accountable and professional leadership. Traditional leaders have played a key role in the welfare of their subjects in South Sudan beginning long back, they have led, counselled, mediated disputes, allocated and managed land as well as preservation of customs and cultures. The study sought to assess shifting roles of traditional leaders in local government services delivery. It comprises of six chapters which are chronologically arranged. The main objectives of the study were to establish role which were played by Bor traditional leadership to promote service delivery at the local government level before independence, after independence, the extent to which the roles shifted, challenges they face currently and ways of solving them. The research question which guided the sought to find the answers to what roles traditional leaders played before and after independence, the shifting of roles, challenges and ways of addressing them. The paradigm used in the study is the qualitative research approach where empirical data was collected from a representative sample of 9 respondents. Data was collected using the non-random sampling techniques of purposely sampling. The researcher observed strict ethical guideline which includes informed consent, privacy and confidentiality. The study found out that traditional leaders played various roles under various governments. There were shifts in traditional leadership roles leaders can play and did not completely divert the roles leaders can play in service delivery. The study further established that Bor traditional leaders were willing service at the local government level but that they faced challenges particularly that of insecurity and war – related problems. The study therefore, recommended that government should pay attention to security in Bor County and the county at large. It was also recommended that government should train traditional leadership roles such as those applied in Ghana, Uganda, South Africa and Zimbabwe. Despite the said shift in roles, traditional leaders remain a key asset to the development of South Sudan.

The aim of the study was to assess the impact of traditional leaders and ward councillors‟ roles on service delivery in Mnquma Local Municipality. Not much research has been conducted in this field. The researcher wanted to ascertain the extent of conflict between traditional leaders and ward councillors in providing services to the communities and provide mechanisms to harness these. In this study relevant literature and legislative frameworks were reviewed. From the literature review, it was evident that service delivery is essential to the communities, and as such, municipalities have a critical role to play. The data collection instruments used, were questionnaires and interviews. In order to achieve the objectives, questionnaires were distributed to the participants and interviews were conducted. After analysing the data, the researcher formulated conclusions and from those conclusions, some recommendations were made.

This study was researched at Mnquma Local Municipality of Amathole District Municipality in Eastern Cape Province, in the Republic of South Africa. The study is about: The assessment of relationship between the traditional leaders and ward Councillors and its impact on service delivery: A case of Mnquma Local Municipality. This municipality consists of 61 wards and 41 ward Councillors. The purpose of this study was to investigate what causes tensions in the relationship between traditional leaders and ward Councillors and also how can it be managed and or be improved as it affects production in service delivery and development. Furthermore, the study seeks to find ways through which the relationship between traditional leaders and ward Councillors could be managed to harmonize the relationship between them in order to improve service delivery in Mnquma Local Municipality. Most municipalities which are based in rural areas in South Africa are faced with a lot of challenges which has left development staggering and thus in long run inefficiency in service delivery is caused. As a result of poor service delivery Mnquma Municipality is faced with the challenge of instability towards its management, whereby several Mayors have been chased away through protests, as result service delivery has been hampered and delayed. These challenges are the results of the poor relationship between traditional leaders and ward Councillors over land ownership, control and authority of resources for development. The legislations that govern traditional leaders are ambiguous or rather vague when it comes to their roles and functions in development and service delivery in the new democratic government of South Africa and thus cause the traditional leaders to feel that they are undermined by the ward Councillors whom according to traditional leaders feel they that ward Councillors are more recognized than them. It is in this context that this study seeks to investigate the causes of conflict between the traditional leaders and ward Councillors and how the conflict impacts on service delivery and development and also can it resolved to harmonize the situation. The researcher used a qualitative method to collect data, the questionnaires and interviews were conducted to Municipalities, Traditional Leaders, Municipal Managers, Ward Councillors, Ward Committees and the community. Data was collected and analysed using descriptive method. The researcher came out with the following summary of the findings: The management of relationship between traditional leaders and ward Councillors over ownership of projects, control, land distribution and authority is very poor. Traditional leaders felt that the present democratic government has given too much power to the ward Councillors for most development programs. There is no absolute proper consultation of traditional leaders by neither local government officials, municipalities and ward Councillors before any development is done in their areas. Poor recognition of traditional leaders by ward Councillors and other politicians. There is allegation by the community members and traditional leaders that ward Councillors are bias in delivering services, preference is given to the group that belongs to their party of interest. When there is development projects employment opportunity is not given to the local communities of that area. Traditional leaders are not allowed to actively participate in council meetings.

A research report submitted to the Faculty of Commerce, Law and Management, University of Witwatersrand in partial fulfilment of the requirement for the Master of Management in the Field of Public Management and Development degree January 2016
The study explores the role of traditional leaders in the Greater Taung Local Municipality (GTLM) situated in the Dr Ruth Segomotsi Mompati District Municipality, North West Province. The purpose of the study is to investigate the role and the participation of the traditional leadership in the Greater Taung Local Municipal affairs, as well as to establish the factors leading to the tension between the traditional leaders and the municipal councillors in the municipality. Furthermore, the study proposed leadership strategies aimed at harmonising the relations between the Greater Taung municipal councillors and the traditional leaders, with the aim of ensuring sound collaboration and partnership between the two important stakeholders in provision of service delivery and development, a partnership that is more likely to improve good governance and service delivery in the area of jurisdiction of Greater Taung Local Municipality.
MT 2018

M.A.
The study deals with the nature and problems of traditional leadership and the variables that influence the interface between traditional leadership in shared rural local governance within the context of an interactive government framework. Due to South Africa’s specific history and the power that the Apartheid regime instilled on traditional leaders, the country has somewhat of a unique situation. Therefore, the emphasis falls on the South African context. The general aim of the study is, therefore, to analyse the concepts and legislative requirements related to traditional leadership. Furthermore, it aims to determine how traditional leaders could help Government in its rural development effort to deliver more effective services to rural people. This enquiry is premised on the view that the institutionalisation of traditional leaders has been constitutionally and statutorily recognised and can make an important contribution to shared rural local governance on a political, economic, social and cultural level. It remains an important link between the local government and rural communities. As such, traditional leaders play a vital role in the development process. Furthermore, traditional leaders are important with regard to resource mobilisation, political stability and policy implementation in shared rural governance. In general, the study reveals that, despite modernisation, traditional leaders are still influential actors in the rural life of communities in South Africa. Furthermore, attempts to strip them of their formal powers, such as the allocation of land and jurisdiction in criminal cases, have not reduced their influence. In the light of the above argument, the institution of traditional leaders remains influential because it has been able and continues to adapt itself to the changing modern environment.

Inequality in South Africa in terms of access to education, finance, food security, and public amenities is worse in rural areas under traditional leadership than in urban areas not under the control of traditional leaders. In most of these areas, people live in abject poverty and underdevelopment is rife with no access to economic opportunities, basic services and economic and social infrastructure. This study attempts to ascertain the involvement of traditional leadership in the Local Economic Development (LED) of these areas. It also explores the mandate given to traditional leadership through government legislation, policies and programmes in LED. The study further seeks to suggest through a model how traditional leadership could be involved in LED. This study focuses on the following questions:  What are the fundamental causes of the exclusion of traditional leadership in LED?  What government policies and programmes are in places that explicitly spell out the role of traditional leadership in LED? and  What are the perceptions of traditional leadership implicit in the government’s LED initiatives? The scope of the study covers the uMgungundlovu District which has 24 traditional councils that form the local House of Traditional Leaders. These traditional councils spread across the seven local municipalities that form part of the District. The data was collected using a qualitative research methodology which focused on interviews with government officials and traditional leaders, to get their perceptions on the role of traditional leadership in LED. Government legislation, policies and programmes have also been reviewed to check the official government position on the role of traditional leadership in LED. Engagement with government officials, traditional leaders and government publications reveals that traditional leadership is not playing a role in LED. There are no LED programmes directed to traditional communities that are led by traditional leaders. There is then a justifiable perception that traditional leaders are being deliberately excluded from government LED initiatives. A review of the government legislation, policies and programmes indicates that they do not bar the traditional leaders from playing a role in LED. The constitution of the Republic of South Africa provides a broad framework with regard to the role of traditional leaders by stating that the national government may provide for a role of traditional leadership in matters affecting their communities. The White Paper on Traditional Leadership and Governance recognizes traditional leadership as an institution located in rural areas that has a role to play in the fight against poverty. The Traditional Leadership Governance and Framework Act states that government may provide a role for traditional leaders in respect of economic development. This study provides a model through which traditional leadership could be involved in LED. The model provides for a role to be played by the provincial House of Traditional Leaders, as part of LED policy formulation; a role for the local House of Traditional Leaders as part of LED strategy development; and for a Traditional Council, as part of LED implementation monitoring. Traditional ward’s headmen are envisaged as assisting in coordination and a ward committee, in which traditional leadership is represented, is envisaged as contributing towards evaluation. The study finally recommends that the Provincial Department of Economic Development and Tourism in collaboration with the Department of Cooperative Governance and Traditional Affairs should establish a fund for a LED programme for traditional communities. The study further recommends that the conceptualization of LED programmes should be done in consultation with traditional leadership, and that traditional leadership should lead the implementation of the programme in their respective areas.
Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2012.

The purpose of this study was to examine aspects of rural local governance within the democratic local government system in the Umgungundlovu, Umzinyathi, Uthukela and Amajuba districts of KwaZulu-Natal. This study could feed into the management and policy making systems of the Department of Local Government and Traditional Affairs of the Province. It would also inform a practical traditional administration centre model. It also intends to provoke a debate on issues of rural local governance in particular within the democratic local government system in South Africa. The study looked at the evolution of the institution of traditional leadership over the years. Policy issues with regard to the functioning and structuring of traditional leadership institutions in local governance were used as a basis for this discussion. Different items of legislation relating to local government and traditional leadership in South Africa generally and in KwaZulu-Natal in particular were analysed to give insight into the issues of rural local governance. It was found that traditional leaders have always worked hand in hand with government and that the government has and still is making deliberate efforts to keep traditional leadership under its control by paying their salaries and controlling all processes and systems in the functioning of traditional authorities. National and Provincial policies were found to be giving government (both National and Provincial) too much discretionary powers regarding the roles and functions of traditional leaders. The KwaZulu-Natal Department of Local Government and Traditional Affairs (DLGTA) had transformed tribal courts into Traditional Administration Centres (TACs) in line with the government's call to bring government services closer to the people. There are sixty four TACs in the Umgungundlovu, Umzinyathi, Uthukela and Amajuba districts of KwaZulu-Natal. This study reviews the level of functionality of these TACs over a period of 6 months. The activities of all TACs were monitored and recorded daily for the duration of the study. The study revealed that the TACs were generally not being used to their full potential. A combination of well equipped centres coupled with motivated and committed support staff is crucial for the effective functioning of TACs. The study also looked at different community centre models and compared them with the traditional administration centre model to help develop a practical traditional administration centre model. The study further recommends that TACs be linked to the Multipurpose Community Centres (MPCCs) either as extensions or satellites thereof. In terms of ownership, it is recommended that TACs be handed over to the local municipalities in order to ensure proper maintenance and sustainability thereof. As part of rural local governance, the study also investigated synergistic partnerships between the institution of traditional leadership and municipalities. This was done through focus group discussions with government officials, traditional councils, municipal councillors and community members. The focus group discussions also revealed the level of understanding on the roles of traditional councils and municipal councillors by different groupings i.e. government officials, traditional councils, municipal councillors and community members. The study concludes that conflict between traditional leaders and municipal councillors is inevitable and that it is difficult but not impossible to form functional linkages between the two. South Africa has seen remarkable improvements in the transformation of the institution of traditional leadership in terms of composition, functions and legal manifestations. There is a reasonable understanding on the roles of municipal councillors but traditional councils seemed not to be clear about their roles and policy issues in general. Many subjects believed that direct intervention by National and Provincial governments was desirable if sound local governance was to be attained. The study also recommends that agency agreements be entered into between traditional councils and municipalities and between traditional councils and provincial governments to allow traditional councils to perform certain functions on behalf of government departments and municipalities.
Thesis (Ph.D.)-University of KwaZulu-Natal, Pietermaritzburg, 2008.

MPM
OR Institute for Governance and Policy Studies
The study was carried out at Thulamela Local Municipality within Vhembe District Municipality in Limpopo Province in the Republic of South Africa. The study is about an investigation into the role of traditional leadership in community development: A case of Thulamela Local Municipality. In South Africa, municipalities, especially those which are found in rural areas, are faced with challenges that sometimes hamper development and thus service delivery to clients. These challenges are sometimes as a result of the way traditional leaders execute their role in service delivery in their areas. It is in this context that this study attempts to investigate the role of traditional leadership in community development and how this impacts on service delivery. Only quantitative method was used to collect data. Questionnaires were formulated and conducted to traditional leaders in Thulamela Local Municipality. Questionnaires were designed and administered to traditional leaders in Thulamela Local Municipality. The study seeks to investigate the role that traditional leaders play and how they can be capacitated to improve service delivery. The study seeks to find ways through which traditional leaders can be capacitated to perform their roles effectively in their communities. This study established clearly that traditional leaders play a role in maintaining law and order in their communities. It also became evident with this study that communication between traditional leaders and ward councillors leaves much to be desired. It revealed a trend that traditional leaders are needed, especially when communities embark on protests.
NRF

PhDRDV
Institute for Rural Development
In other parts of sub-Saharan Africa, Traditional Councils (TCs) have always been central to the governance of rural communities. In South Africa, they were restructured in 2003 in order to promote effective leadership and good governance. According to the Traditional Leadership and Governance Framework Act 41 of 2003, TCs are responsible for land administration, promotion of peace and stability, facilitating service delivery and building sustainable social cohesion in rural communities, among others. In Vhembe District, for example, land disputes, violent protests and xenophobic attacks are experienced. This situation raises the question whether TCs are really functional. Multi stage stratified random sampling was used to select six out of the 43 TCs in the Vhembe District for the purpose of the current study. Age, gender and degree of rurality were considered when selecting respondents. Using the exploratory sequential mixed methods design, a series of studies were conducted to suggest a functionality index for TCs. The first study was conducted to clarify the meaning of rural development as perceived by grassroots communities. Focus group discussions, observation and preference ranking were used to collect data in the six TCs. Using Atlas Ti version 7.5 software, standard of living, service provision, empowerment, agricultural practice, economic development, shopping malls, indigenous culture and traditions, competent human resource and spatial planning were identified as key elements of rural development. The Friedman test of the IBM Statistical Package for Social Sciences (SPSS) version 25 was used to calculate the mean ranks of the identified themes. Most respondents (mean rank 7.57) defined rural development in terms of service delivery with construction of shopping centres (mean rank 3.90) and promotion of culture ( mean rank 3.65) being the least popular views. Wilcoxon signed-rank test (P < 0. 01) confirmed service delivery and standard of life to be the most preferred indicators of rural development. The second study was to explain the roles of TCS in developing rural communities. In addition to reviewing previous literature and legislations, focus group discussions, observations and preference ranking techniques were used to explain the roles of TCs in rural development. Service delivery, land administration, management of resources, social welfare, administration of justice, economic development, records keeping, recruitment of investors, moral regeneration, culture and tradition, and communication were identified as key roles of TC in developing rural communities. The Friedman test was performed to calculate the mean ranks of each of the identified roles. The results indicated that provisioning of service delivery (mean rank 7.34) was the most preferred role TCs are expected to perform in developing rural communities with communication (mean rank 4.75) being the least preferred. Wilcoxon signedrank test (P=0.00) indicated that there was a remarkable significance difference between the most recognised role of TC (service delivery) and the other three (communication, culture and moral regeneration) which were identified as less important in the current study. It was evident in the study that various government policies that defines the roles of TCs did not provide specific duties traditional councillors should perform within the listed fields of functional domains. The third study was carried out to determine the major attributes of functional TCs in the Vhembe District of South Africa. Leadership and governance, resources, organisational structure, development programmes and social cohesion were the main five attributes of functional TCs identified in the study. Friedman test was computed to establish the mean ranks of each of the identified attributes. The study revealed that effective leadership and good governance (mean rank 3.71) was the most attribute contributing to the functionality of TCs in Vhembe rural communities with social cohesion (mean rank 2.03) being the least identified. The results of Wilcoxon signed-rank test (P < 0.01) indicated a significance difference only to those pairs of variables including social cohesion. Therefore, the study concluded that social cohesion was the least preferred attribute of functional TCs. The results of the study were used to develop an index for measuring the functionality of TCs in rural development. The equation is in the form: 􀜻􀯜 􀵌 􀟤 􀵅 􀟚􀬵􀜴 􀵅 􀟚􀬶􀜵 􀵅 􀟚􀬷􀜦􀜲 􀵅 􀟚􀬸􀜵􀜥 􀵅 􀟚􀬹􀜮􀜩 􀵅 􀟳 To become functional, traditional councillors should be equipped with leadership and governance skills for rural development. Based on the findings of the current study, it is further recommended that provisioning of basic services such as water, sanitation and electricity in Vhembe rural communities be prioritized over other programmes for development discussed in the study. Furthermore, the study recommends for establishment of guidelines explaining the roles of TCs and to be translated in local languages.
NRF

MPM
OR Tambo Institute of Governance and Policy Studies
There is a problem with the involvement of women on governance within traditional communities in South Africa. Consequently, the socio-political and cultural constraints narrow the potential of women and the otherwise untapped women contribution to the growing economy. This study investigates the involvement of women in governance within traditional communities in South Africa using the Ga- Machaka Village in Molemole Local Municipality as a case in point. Using the mixed method research approach, the study indicates that women in traditional communities are looked down upon and are disadvantaged from being part of governance and public administration based on gender terms. The study indicates that traditional communities in South Africa implicate negatively on women’s independent rights such as direct and equal opportunity to job offers. This is exacerbated by the customary inclination of women as house wives. The involvement of women in governance and public administration is somehow stifled within traditional communities as discussed in this study.
NRF

Chiefs in Malawi have traditionally been part of the government machinery since colonial days and continue to play a crucial role in development administration even more so in decentralized structures. They are able upon to mobilize communities in rural areas to initiate and implement community development projects with minimal supervision. Malawi Social Action Fund 1 (MASAF 1) project management approach, which centered on community ownership of projects and registered enormous successes, is a case in proof of this. However, distribution of power and roles between chiefs and local government authorities in view of decentralization demand more research and policy debate if chiefs are to be effectively utilized and for the decentralization process to work effectively. Whilst the local authorities derive their power from the control of 5% of revenue collected in the districts, which they are allocated, chiefs derive theirs from the legitimacy they have over their subjects for being in constant touch with the community.
Development Studies
M.A. Social Science (Development Studies)

L'Organisme de développement local (ODL) étudié est une concertation intersectorielle menée par une coalition d’acteurs locaux à Verdun. Il a été créé pour revitaliser le territoire de Verdun touché par les conséquences de la désindustrialisation de Montréal et par la crise économique des années 1980. C’est une étude de cas qui s’inscrit dans le cadre d’un projet de recherche plus vaste intitulé « Économie sociale et inclusion socioterritoriale », qui, sous la direction de Juan-Luis Klein, vise à étudier les effets structurants des initiatives locales de développement qui se sont appuyées sur les ressources de l’économie sociale à Montréal pour revitaliser ou reconvertir des territoires fragiles ou fragilisés suite aux conséquences de la crise des années 1980. L’analyse des effets structurants dans notre étude de cas s’est penchée sur un facteur important dans la réussite de ce type d’initiatives, à savoir le leadership (Klein et Champagne, 2011). Notre hypothèse de départ postule que plus la coalition qui soutient un leadership est large, plus celui-ci est capable de mettre en place une gouvernance plurielle et inclusive et plus le milieu devient créatif et réussit à contrer les tendances à l’appauvrissement de la collectivité. Or, nous montrerons que le leadership de l'ODL à Verdun, soutenu par l’élite locale traditionnelle, a opté pour une démarche de concertation institutionnelle pour mener la revitalisation du territoire. Tout en s’appuyant sur les ressources de l’économie sociale et montrant une grande capacité de mobilisation de ressources diverses et diversifiées, l'ODL est demeuré incapable d’intégrer les acteurs du milieu communautaire comme partenaires de ladite concertation et n’a pu, de ce fait, mettre en place une gouvernance plurielle et inclusive. La démarche adoptée a privilégié l’observation participante et s’est basée sur la documentation et des entrevues semi-dirigées avec divers acteurs. L’analyse du cas de l'ODL a porté sur l’examen des différents aspects qui rentrent dans la légitimation et l’institutionnalisation du leadership pour expliquer les raisons qui ont limité la construction d’un leadership partagé. ______________________________________________________________________________ MOTS-CLÉS DE L’AUTEUR : Initiative locale, leadership, développement local, économie sociale, gouvernance locale, coalition, Verdun, Montréal.

Le Forum économique de Verdun est une concertation intersectorielle menée par une coalition d'acteurs locaux à Verdun. Il a été créé pour revitaliser le territoire de Verdun touché par les conséquences de la désindustrialisation de Montréal et par la crise économique des années 1980. C'est une étude de cas qui s'inscrit dans le cadre d'un projet de recherche plus vaste intitulé « Économie sociale et inclusion socioterritoriale », qui, sous la direction de Juan-Luis Klein, vise à étudier les effets structurants des initiatives locales de développement qui se sont appuyées sur les ressources de l'économie sociale à Montréal pour revitaliser ou reconvertir des territoires fragiles ou fragilisés suite aux conséquences de la crise des années 1980. L'analyse des effets structurants dans notre étude de cas s'est penchée sur un facteur important dans la réussite de ce type d'initiatives, à savoir le leadership (Klein et Champagne, 2011). Notre hypothèse de départ postule que plus la coalition qui soutient un leadership est large, plus celui-ci est capable de mettre en place une gouvernance plurielle et inclusive et plus le milieu devient créatif et réussit à contrer les tendances à l'appauvrissement de la collectivité. Or, nous montrerons que le leadership du FEV à Verdun, soutenu par l'élite locale traditionnelle, a opté pour une démarche de concertation institutionnelle pour mener la revitalisation du territoire. Tout en s'appuyant sur les ressources de l'économie sociale et montrant une grande capacité de mobilisation de ressources diverses et diversifiées, le FEV est demeuré incapable d'intégrer les acteurs du milieu communautaire comme partenaires de ladite concertation et n'a pu, de ce fait, mettre en place une gouvernance plurielle et inclusive. La démarche adoptée a privilégié l'observation participante et s'est basée sur la documentation et des entrevues semi-dirigées avec divers acteurs. L'analyse du cas du FEV a porté sur l'examen des différents aspects qui rentrent dans la légitimation et l'institutionnalisation du leadership pour expliquer les raisons qui ont limité la construction d'un leadership partagé. ______________________________________________________________________________ MOTS-CLÉS DE L’AUTEUR : Initiative locale, leadership, développement local, économie sociale, gouvernance locale, coalition, Verdun, Montréal.

Text in English with abstracts in English, Afrikaans and Tswana with keywords in English and Tswana
Displacement in the South African context is a complex and diverse phenomenon which is under-researched, particularly from the point of view of post-resettlement stress. The Meetse-a-tala community from Groenwater, Northern Cape, was resettled in 1964 and returned in 1999 to their ancestral land after a 25 year struggle to do so. The community anticipated that the land would present all the natural resources they had in 1964, but unfortunately, when they returned, the outlook seemed a lot different.
Verskuiwing in die Suid-Afrikaanse konteks is ‘n diverse en komplekse verskynsel wat nog nie voldoende nagevors is, veral vanuit die oogpunt van post-hervestigingsstres nie. Die Meetse-a-tala-gemeenskap van Groenwater in Noord-Kaap is in 1964 hervestig en het in 1999 teruggekeer na die land van hul voorouers na ‘n 25 jaarlange stryd om dit te bewerkstellig. Die gemeenskap het verwag dat die gebied weer al die natuurlike hulpbronne sou aanbied wat hulle in 1964 gehad het, maar ongelukkig, met hul terugkeer, het die vooruitsigte heel anders gelyk.
Tiragalo ya go fudusiwa ka dikgoka mo bokaong jwa Aforikaborwa e tlhagisa marara a a farologaneng ka ntlha ya dipatlisiso tse di lekanyeditsweng malebana le kgatelelo ya maikutlo e e amanang le morago ga go fudusiwa. Baagi ba Meetse-a-tala go tswa kwa Groenwater, kwa Kapabokone, ba itemogetse tiragalo ya go fudusiwa ka 1964 mme morago ga go kgaratlha dingwaga tse 25 go boela kwa lefatsheng la badimo ba bona, ba boetse ka 1999. Baagi ba ne ba solofetse gore lefatshe le tlaa ba neela ditlamelo tsotlhe tsa tlholego tse ba neng ba na natso fa ba tsamaya ka 1964, mme ka bomadimabe, e rile fa ba bowa, ba fitlhela le lebega le farologane thata.
Anthropology and Archaeology
M.A. (Anthropology)