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Local Governance and democratic decentralisation
Part of the problem in Africa, argues Dele Olowu (1995), is that efforts to construct strong and enduring systems of governance have concentrated at the national level. Local institutions of governance have received limited attention or consideration. The democratisation process at the national level, it is argued, will turn out to be irrelevant to the majority of people without constructing a democratic tradition at the local level, because the new elites in Africa are likely to be self-serving and unresponsive to popular needs and aspirations. The view is gaining currency that strong institutions of governance at the local level are required not only because of the need to improve the livelihoods of local communities, but also because effective local governance is a necessary condition for strong and viable institutions of governance to emerge at the national level. According to the above view, real democracy has to begin at the local level. It could be said that local government is of vital importance for promoting democracy and development in the African context. It can create barriers against authoritarian regimes, which have become a marked feature of governance in the African continent in recent years (Reddy, P.S. 1999:21-24; Turner, M. & Hulme, D. 2002:151-154).
The term decentralisation does not necessarily signify a democratic dispensation; however, the concept ‘democratic decentralisation’ implies a more desirable and democratic system and is likely to be the most efficient method for the realisation of the objectives of decentralisation. The process is democratic in the sense that the source from which power is decentralised has its democratic base and the body to which power flows is also democratically organised. In this context democratic decentralisation is a political ideal and local self-government is its institutional form. Democratic local government can prevent the emergence of alternative power centres that are not subject to the influence and authority of the central government. In addition, it provides an opportunity for a government to communicate with members of society, to influence them and to get feedback from them (Reddy, P.S. 1999:18-21).
Local government, representing decentralised political decision-making, is closest to the people and allows the local community to actively participate in affairs which affect them directly. Local governments can regulate matters that pertain to the local citizenry (within the framework set by the law) using local knowledge and expertise and consulting a democratically elected, local and representative body. Consequently, at the local level, democracy is experienced and practiced more directly and immediately than any other level of government (Hilliard, 1996: 6-7 & Hanekom 1988:17).
Therefore, democratic decentralisation is inseparable from the fundamental principles of good governance. The commitment to democratic principles and good governance is ideally expressed in the constitution. The values enshrined in the constitution inform the system of public administration including local government administration in the country.
Building effective and efficient local governance is increasingly seen as crucial components of the democratic project in Africa and as a way to establish a wellfunctioning economic and political system. The relevance of local governance for socio-economic progress stems from the need for local economic development, improved service delivery, increased popular participation in governance, and the desire to bring government closer to the people. Good governance must be rooted in the effective participation of the people in decision-making, and functioning local self-governance institutions (African Development Bank, 2001).
External environment
Local governments are semi-autonomous bodies, which is to say that, they enjoy a degree of autonomy from central government. The autonomy is political, administrative and financial. Thus, local government has powers to elect representatives (councillors) who must formulate policies, employ staff (personnel) whose responsibility is to assist in carrying out the policies, and levy taxes (raise income) in order to finance their operations.
Since all organisations exist in and relate to environments that affect their operations, local government too is no exception. Local government no doubt has links with the external environment. The organisational environment is a vital element in influencing the nature of policy. The links that are of vital importance for local government are those that it has with the centre through the ministry responsible for local government. In different countries, various types of relationships emerge between the centre and local authorities. The relationship is not an easy one especially because of the need for local government to be given autonomy and yet it is dependent on central government for resources due to lack of local capacity. This is particularly true for those countries where local government relies to a large extent on the national government for resources. Autonomy, therefore, is a relative concept.
CHAPTER 1
1.0 INTRODUCTION, NATURE OF THE PROBLEM AND METHODOLOGY
1.1 Introduction
1.2 Motivation for the study
1.3 Problem statement
1.4 Research question
1.5 Research aims and objectives
1.6 Significance of the study
1.7 Local government in public administration
1.8 Research approach & methodology
1.9 Limitations of the study
1.10 Clarification of terminology
1.11 Organization of the study
CHAPTER 2
2.0 LOCAL GOVERNMENT: COUNTRY CONTEXT AND THEORETICAL CONSIDERATIONS
2.1 Introduction
2.2 Nature of the government system in Swaziland
2.3 System of local government in Swaziland
2.4 Overview of the pre-independence developments
2.5 Urbanization in Swaziland
2.6 Decentralisation: conceptual framework
2.7 Decentralisation: Swaziland experience
2.8 New developments
2.9 Profile of the research sites
2.10 Functions and responsibilities of local councils
2.11 Conclusion
CHAPTER 3
3.0 MANAGING FOR SERVICE EXCELLENCE IN LOCAL GOVERNMENT
3.1 Introduction
3.2 Justification for the performance – based approach
3.3 Service excellence as the aim of performance management
3.4 Performance management: international experiences
3.5 Performance management: Swaziland experience
3.6 Performance management: frameworks and techniques
3.7 Performance management in Swaziland: The 4E framework
3.8 Conclusion
CHAPTER 4
4.0 LOCAL GOVERNMENT AND ITS ENVIRONMENT
4.1 Introduction
4.2 Environmental factors in local government
4.3 Historical factors
4.4 Geographical factors
4.5 Social factors
4.6 Political factors
4.7 Economic factors
4.8 Conclusion
CHAPTER 5
5.0 IMPROVING LOCAL GOVERNANCE
5.1 Introduction
5.2 Good governance
5.3 Accountability and Transparency
5.4 Representativeness
5.5 Responsiveness
5.6 Participation
5.7 Leadership
5.8 Conclusion
CHAPTER 6
6.0 CONCLUSIONS AND RECOMMENDATIONS
6.1 Introduction
6.2 Summary of the research design and procedure
6.3 General Conclusion
6.4 Recommendations
6.5 Conclusion
6.6 Implications for future research
