Partnerships and silos in municipal development : a study of Buffalo City Metropolitan Municipality (BCMM)
- Authors: Siqoko, Kolisa
- Date: 2018
- Subjects: Public-private sector cooperation Local government Municipal services
- Language: English
- Type: Thesis , Masters , Rural Development
- Identifier: http://hdl.handle.net/10353/16124 , vital:40668
- Description: Infrastructural deficit-non-existent or derelict- especially at municipal level is a major challenge in post 1994 South Africa. The inability of municipalities to develop new infrastructure or maintain existing ones, such as roads, portable water facilities, drainage and refuse collection facilities, has often resulted to social unrest and associated economic hardship for citizens. While the municipal governments have usually blamed budgetary constraints for their infrastructural dilemma, there is yet no clear sustainable plan towards a multi-actor approach as a way of leveraging stakeholder resources to solve this nagging problem. In Buffalo City Metropolitan Municipality (BCMM), the local government seems to maintain a ‘hierachist’ and exclusivist role in infrastructural provisioning even though the Metro boasts of a pool of vibrant stakeholders – private sector, universities and non-governmental organisations. This study, therefore, examines the development model adopted by BCMM in its infrastructural development program, and also explores the extent to which this model has included or excluded other stakeholders in the city. The main aim of the study is to explore the resource capacity of different actors in the manucipality, and how these resources intersect with the infrastructural development program of the Metro Municipality. An insight into the findings reveals a ‘dis-configured relationship’ among the stakeholders which manifests in lack of stakeholder engagement among actors in project implementation, while at the same time maintaining a level of engagement in policy design for the purposes of validation. The study adopts a qualitative research design. It also draws on cultural theory of plural rationality.
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- Date Issued: 2018
An investigation of knowledge management practices in the Old Mutual, Buffalo City Metropole branch
- Authors: Siqoko, Kolisa
- Date: 2003
- Subjects: Knowledge management , Insurance companies -- South Africa -- East London
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10879 , http://hdl.handle.net/10948/252 , Knowledge management , Insurance companies -- South Africa -- East London
- Description: The study has sought to examine knowledge management practice in the Old Mutual, Buffalo City Metropole. The study has been conducted against the backdrop of measuring how far South African companies are in applying Knowledge Management (KM) tools and techniques to improve their competitive advantage. The study was conducted based on the assumption that insurance companies in South Africa are at the forefront in the use and application of technology. Various concepts are defined throughout the study. In reviewing literature for example, the study introduces the reader to various theories, views and approaches to KM. The most significant of these are the cultural and social systems approach on one hand and the product or process approach on the other. The study relied on the use of a variety of data collection methods such as questionnaires, interviews and participant observation for the purposes of collecting primary data. From the primary data collected, it was discovered that the largest number of responses came from marketing, sales and customer services departments. The employees have limited flexibility in terms of decision making and team work, due to the rigidity of tasks. The findings revealed that the company has a loosely structured infrastructure, where each strategic business unit (SBU) manages its own IT tools and documents. All these underlying aspects are not conducive to the promotion of and growth of KM in any company. The final chapter concludes with a model for KM implementation and the procedures to be followed to ensure that the practice adds value to the company.
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- Date Issued: 2003