Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2018. / Organisations in both private and public sector have embraced Project Management as the ideal means of managing projects with the hopes of ensuring that they deliver their intended benefit. Projects have therefore become particularly prominent within the public sector including Municipalities, as a means of fulfilling developmental goals and delivering services. This has resulted in organisations investing considerable resources to ensure that they build the capacity needed to effectively manage projects. This investment usually takes the form of training and development of project managers or adopting and implementing project management methodologies with clear processes that guide how projects are managed. Within academia there has also been a broad spectrum of research devoted to the field of project management. A major focus area of project management research has been to determine the value of Project Management by measuring aspects of an organization’s project management performance and how best they can improve it to ensure project success. However, despite the advances in Project research and the practice of project management, organisations continue to face low project success rates. Findings from previous research has found that project management is very context specific and that there is not a ‘one size fits all’ when it comes to implementing project management practices. Therefore, organisations should be tailoring their project management approach to best suit their unique needs. This study has therefore chosen to evaluate project management performance within Municipalities in the Western Cape Province, South Africa. The aim of which was to find how best municipalities can improve their current performance and ensure project success. The rationale for this research is further supported by evidence which indicates that project management within the public sector is generally less developed than in the private sector. In this study a construct was developed to define project management performance consisting of Project Management Maturity, the impact of project teams and effective project partnerships. Project management maturity was analysed adapting a project management maturity model developed by Labuschagne and Marnewick (2008). Project success was defined by five project success criteria that were identified through literature reviews. The success criteria consisted of the completion of a project within time, budget, quality requirements, satisfaction of the public’s needs and ensuring organizational success. A survey questionnaire was developed and distributed to 108 project managers working within a selected municipal department in South Africa. The results of this research has provided evidence of the link between project management performance and project success within municipalities. These findings provide insights on which aspects of their project management practice a municipality should focus on and develop to maximise project success. In addition, the research also contributes to a deeper insight into the application, benefits and pitfalls of project management maturity models.

published_or_final_version / Public Administration / Master / Master of Public Administration

Thesis (MEng)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: The enactment of the new Constitution of South Africa, 1996, gave prominence to the trans-formation of local government in South Africa. Rooted in the Constitution, the Municipal Systems Act, 2000, and the Municipal Structures Act, 1998, guide municipalities towards establishing structured performance management practices. As part of a comprehensive legislative framework for local government, these acts moreover state the functions of mu-nicipalities that include the delivery of basic municipal services. These services include amongst other, water provision, refuse removal, sanitation, electricity provision, municipal roads as well as stormwater management. Despite a range of statutory provisions, policy instruments and capacity improvement initiatives with a view to provide a democratic, participative, responsive, effective and efficient local sphere of government, South African municipalities, in general, continue to fail in eradicating service delivery backlogs. This is, at least partially, the result of the policies and practices of the apartheid era. Apart from eradicating backlogs, non-sustaining service delivery to communities has become a noticeable phenomenon. As a result, in 2012 the highest number of service delivery protests over the past decade occurred. The underperformance of municipalities can be linked to insufficient organisational capacity. This multidimensional concept consists of individual, institutional and environmental capacity. This study views capacity building as a key enabler for municipal performance improvement. Relating to this, capacity assessment is the first and foremost component of capacity building. Hence, it can be assumed that a correlation exists between municipalities’ service delivery performance and the degree to which municipalities are aware of its capacity to fulfil its service delivery mandate. Municipalities are mandated by the Municipal Systems Act, 2000 to perform internal capacity assessments when a new or reviewed Integrated Development Plan (IDP) is considered, and also when outsourcing of municipal services is considered. Besides this the Municipal Demarcation Board (MDB) is mandated by the Municipal Structures Act, 1998, to perform annual municipal capacity assessments. Though criticised for its untimeliness, narrow approach and inconsistency, the MDB municipal capacity assessment generates valuable insight. This is widely used by provincial governments, municipalities and private parties for policy formulation, strategic decision-making and capacity building initiatives. This exemplifies that if accurate municipal capacity data can frequently be attained, the effects on service delivery improvement initiatives can be profound. This research study aims to make a contribution in formulating solutions for needs that currently exist in this regard in South Africa. The focus of this study is the development of both a municipal capacity assessment frame-work and a subjective municipal capacity self-assessment model (SMCSAM), a software tool built in Microsoft’s Visual Basic for Applications (VBA) for engineering services at municipalities. The framework for municipal capacity assessment comprises of fifteen elements of capacity and eighteen service delivery phases. A third dimension of the framework exists in recognition of the six basic municipal services. This framework accordingly implements the matrix-method. SMCSAM implements the consolidated framework based on statements to be rated by the municipality according to their reality. SMCSAM allows the municipality to allocate weights to each of the fifteen elements of overall organisational capacity through the use of a Fuzzy Logic Hierarchical Analytical Process. Consequently, ratings of the statements are weighed and illustrated through two interactive user-interfaces which allow the municipality to instantly identify capacity strengths and weaknesses. To achieve this, assessment results are illustrated using colour-coding and related spider-diagrams. SMCSAM was implemented at Drakenstein Municipality and demonstrated to academics as well as experts in the public and private sector for validation purposes. Its results proved to be accurate and applicably related to the performance of this municipality. Through its implementation and validation, SMCSAM proved to be a valuable, understandable and practical solution to a noteworthy problem at municipalities in South Africa. In doing so, SMCSAM significantly contribute to research in the field of engineering management. / AFRIKAANSE OPSOMMING: Die aanvaarding van die nuwe Grondwet van Suid-Afrika, 1996 het grootliks aanleiding gegee tot die transformasie van plaaslike regering in Suid-Afrika. Munisipaliteite word deur die Wet op Munisipale Stelsels, 2000, en die Wet op Munisipale Strukture, 1998, begelei in die implementering van gestruktureerde prestasiebestuur praktyke. As deel van 'n omvattende wetgewende raamwerk, definieer hierdie twee wette ook die funksies van munisipaliteite, wat die lewering van basiese dienste insluit. Basiese dienste sluit onder andere watervoorsiening, vullisverwydering, sanitasie, elektrisiteitsvoorsiening, munisipale paaie en stormwaterbestuur in. Ten spyte van dié statutêre voorsienings, gepaardgaande beleidmaatreëls en inisiatiewe vir kapasiteitsverbetering met die doel om ʼn demokratiese, deelnemende, responsiewe, effektiewe en doeltreffende plaaslike sfeer van regering daar te stel, misluk baie munisipaliteite in Suid-Afrika in hul pogings om jarelange diensleweringsagterstande uit te wis. Hierdie agterstande is gedeeltelike die gevolg van die beleide en praktyke van die apartheidsera. Afgesien van die vertraagde uitwissing van agterstande, word munisipaliteite se onvermoë om effektiewe dienslewering aan gemeenskappe vol te hou, ook geïdentifiseer as ʼn probleemarea. As ʼn gevolg hiervan, het die jaarlikse hoeveelheid diensleweringproteste in 2012 ʼn nuwe hoogtepunt bereik. Die onvermoë van munisipaliteite om hul diensleweringsmandaat uit te voer kan grootliks toegeskryf word aan onvoldoende organisatoriese kapasiteit. Dié multidimensionele konsep bestaan uit individuele-, institusionele- en omgewingskapasiteit. Hierdie studie beskou kapasiteitsontwikkeling as ʼn fundamentele dryfkrag vir beter munisipale dienslewering, terwyl die assessering van munisipale kapasiteit die eerste en belangrikste fase van kapasiteitsontwikkeling is. Dit kan dus aanvaar word dat daar ʼn korrelasie bestaan tussen ʼn munisipaliteit se diensleweringsprestasie en die mate waartoe die munisipaliteit bewus is van sy kapasiteit om sy diensleweringsmandate na te kom. Munisipaliteite word deur die Wet op Munisipale Stelsels, 2000, verplig om ʼn interne kapasiteits-assessering te doen wanneer ʼn nuwe of hersiende Geïntegreerde Ontwikkelingsplan (GOP) oorweeg word of wanneer daar besluit moet word oor die uitkontraktering van munisipale dienslewering. Terselfdertyd word die Munisipale Afbakeningsraad (MAR) deur die Wet op Munisipale Strukture, 1998, verplig om jaarlikse munisipale kapasiteits-assesserings uit te voer. Alhoewel die MAR se munisipale kapasiteits-assessering gekritiseer word vir die ontydigheid, inkonsekwentheid en beperkte aanslag daarvan, word die resultate van hierdie assessering aangewend deur provinsiale regerings, munisipaliteite asook ander rolspelers in die publieke- en privaatsektor vir die doel om beleid te formuleer, strategiese besluite te neem en kapasiteit te bou. Dit dui daarop dat wanneer akkurate data van munisipale kapasiteit gereeld versamel word, dit grootliks dienslewering verbeteringsinisiatiewe kan aanhelp. Die studie ondersoek ʼn innoverende metode vir die selfassessering van munisipale kapasiteit. Die fokus van die studie is die ontwikkeling van ʼn gekonsolideerde munisipale kapasiteits-assesseringsraamwerk en ʼn geassosieerde subjektiewe munisipale kapasiteit selfassesseringsmodel (SMCSAM), ʼn sagtewarepakket wat geprogrammeer is in Microsoft se Visual Basic for Applications (VBA). Die raamwerk bestaan uit vyftien elemente van kapasiteit en agtien diensleweringsfases. ʼn Derde dimensie van die raamwerk bestaan in die erkenning van die voorgenoemde ses basiese dienste. Hierdie raamwerk implementeer die matriksmetode dienooreenkomstig. SMCSAM implementeer die gekonsolideerde raamwerk gebaseer op stellings wat gegradeer moet word deur munisipaliteite binne die konteks van hul eie realiteit. SMCSAM laat munisipaliteite toe om gewigte te koppel aan elkeen van die vyftien elemente van kapasiteit deur middel van ʼn Fuzzy Logic Hiërargiese Ontledingsproses. Dit gebruik twee interaktiewe gebruikerskoppelvlakke wat munisipaliteite toelaat om vinnig die sterk- en swakpunte van hul organisatoriese kapasiteit te identifiseer. Hierdie resultate word aangedui deur middel van grafieke en kleur-kodering. SMCSAM is getoets by die Drakenstein Munisipaliteit en gedemonstreer aan akademici en deskundiges in die privaat en publieke sektor. Die resultate van die assessering dui op ʼn realistiese verwantskap tussen die munisipaliteit se organisatoriese kapasiteit en diensleweringsprestasie. Deur die implementering en validasie van SMCSAM, is dit bewys dat dié model ʼn waardevolle, verstaanbare en ʼn praktiese oplossing bied vir ʼn werklike probleem by munisipaliteite in Suid-Afrika. Sodoende, maak die model ʼn betekenisvolle bydra tot die navorsingsveld van ingenieursbestuur.

In South Africa the economic gaps imposed by the previous apartheid government aggravated economic inequalities and caused considerable disparities, which has resulted in high unemployment rates. Inequalities were also manifest in the neglect of infrastructural and service provision as well in the effective absence of independent governance among some race groups. This led to a call for pro-active initiatives by the post-1994 democratic government to remedy the living condition of the previously disadvantage people. As part of this poverty relief drive the South African government has embarked on a series of developmental initiatives in bringing infrastructure related service to the poor and to reduce the enormous prevailing backlog, with the aim of increasing community participation, improving service delivery and promoting the upliftment of the lives of poor people through the medium of local governance. This study investigated the integrated Development Planning, which has been undertaken in Cookhouse in Blue Crane Route Municipality in the Eastern Cape to respond to the prevailing poverty and underdevelopment among the poor communities.

This study undertook a critical analysis of the role of public participation in local governance and service delivery, with specific reference to the Buffalo City Municipality. The main aims of the study were to identify possible deficiencies in public participation processes, the development of strategies to enhance public participation, the development of mechanisms to ensure coordinated, integrated and focused public participation initiatives and the development of a normative model for improved public participation. The triangulation research methodology was employed with emphasis on the quantitative and qualitative methodologies. The sample comprised of councillors, officials and ward committee members. Questionnaires, with open and closed questions, were employed for the councillors and focus group interviews were conducted with ward committee members. Statistical procedures were utilised to interpret and analyse the quantitative data to determine the results using the Statistica package for data analysis. The qualitative data analysis involved thematic content analysis. Findings suggest that the current public participation strategies are inadequate. The correlation of results further reveals that a significant negative relationship exists between the councillors, officials and ward committee members. Despite various legislative prescriptions pertaining to public participation requirements in local government, the results imply that the Buffalo City Municipality has not fully complied with such prescriptions and national policy directives. The thesis proposes specific recommendations on how the Buffalo City Municipality can address the current short comings in terms of its public participation programmes and strategies. Recommendations include the establishment of a centralised Public Participation Unit, the empowerment of ward committee members and ward councillors, adequate resource allocation for ward committees, enhanced coordination between the various community structures, improved interaction with local communities, enhanced public participation initiatives and the need for additional anti-fraud and anti-corruption strategies within the municipality. A normative model, for enhanced public participation in local government, is also proposed in the thesis.

In terms of the South African Government Structure, Local Government is entrusted with the service delivery mandate. Furthermore, Local Government, being the closest sphere of government to the people, is expected to enhance service delivery to the communities within its jurisdiction. Local Government has for the past four years, undergone numerous transformation processes, ranging from Local Authorities, to Transitional Local Councils and to Municipalities. Having mentioned that, Buffalo City Metropolitan Municipality, in particular, has recently acquired metropolitan status, which requires another transformation protocol. At the same time this automatically raises the bar on the service delivery expectations by the communities. In general, Local Government has been extensively supported by the National and Provincial Governments to deliver superior services to communities. This has happened through numerous pieces of legislations such as the Municipal Structures Act 117 of 1998, the Municipal Systems Act 32 of 2000, the Municipal Finance Management Act 56 of 2003 and the Constitution of the Republic of South Africa, act 108 of 1996. In 1997, the South African Government introduced a White Paper on the Transformation of the Public Service. This was to re-emphasis on the performance enhancing role of both the political and administrative leadership in the implementation of service delivery mandates. The need was identified that communities require an assurance that their needs are taken care of by the leadership of the municipalities. It is therefore the role of leadership to ensure effective implementation of service delivery initiatives and to promote a culture of performance among the administrative officials of the municipality. The aim of this study is to critically investigate the role of leadership: A case study of Buffalo City Metropolitan Municipality (BCMM), with the view that BCMM is considered one of the high capacity municipalities within the Eastern Cape Province. During the literature review, it became evident that different people and scholars, dating back in the early 90’s, view leadership in different forms. In sourcing the information for this research, structured interviews were conducted with five Directors, five Executive Mayoral Councillors and five Ward Councillors. The interviews were an extensive consultation process which resulted in over 30 hours of engagement with research participants, with an average of 2 hours per structured interview. A four week period was allocated and effectively utilised for this exercise. The research provides recommendations for further research on other related components of the subject such as the intended role as compared to the current role fulfilled by both administrative and political leadership, and suggested solutions to the current problems in Municipalities, in order to ensure their sustainability within Local Government. The research findings identified the need for the leadership to take the leading role in service delivery initiatives in order to address the service delivery challenges in local government. Political leadership need to enhance the public participation process to ensure the community is on board regarding the progress of their respective projects and planning processes.