The role of traditional leadership in integrated development planning: a case study of uMhlathuze municipality, KwaZulu-Natal province.

Abstract

Despite the existing legislative guidelines and policies on the role of traditional leadership, the literature reveals that challenges such as disputes and complaints of unfair treatment of traditional leaders still exist. Briefly, the study explored the extent to which traditional leadership plays its role in the integrated development processes in uMhlathuze Municipality in Kwa-Zulu Natal. The approach was to define, analyse and describe the role of traditional Leaders within uMhlathuze Local Municipality as they are one of the critical stakeholders in the Integrated Development Plan (IDP) process (Republic of South Africa, 2000:16). The researcher studied the role of Amakhosi in two traditional communities within the traditional areas of uMhlathuze Municipality. The areas are Kwa Somopho Traditional Authority and Kwa Mkhwanazi Traditional Authority representing, about thirty percent of the tribal communities within uMhlathuze Municipality. The research evaluates the legislative framework on traditional leaders' positions and local government, with a focus on their participation. A descriptive and exploratory case study design also interrogated the co-op-operation between traditional leadership and the municipal council at uMhlathuze Municipality. A qualitative research methodology was employed, which enabled the researcher to acquire first-hand knowledge concerning the involvement of traditional leaders in integrated development planning processes. Different data collection methods consisting of inter alia participant observations and interviews, were held for the duration of the study. Furthermore, a non-probability sampling method was utilised to select participants using the purposive sampling technique. In addition, the study employed content analysis for data examination, which allowed an opportunity for descriptions and magnitudes of data. Gatekeeping and politics, lack of coordination, communication and community mobilization for public consultations and participation, disputes over land ownership, the ambiguity of roles and responsibilities are some of the limitations identified as major hindrances towards traditional leaders' effective participation in the integrated development planning process at UMhlathuze Local Municipality. The study further pointed out that the government has not succeeded in empowering the institution of traditional leadership. The lack of budget, poor infrastructure resources, and minimal VI skills development are some of the failures by the government in developing traditional leadership institutions. The study concludes that traditional leadership is one critical stakeholder for effective service delivery to the Municipality. Traditional leaders have an understanding of their role in the integrated development planning process. However, due to various limitations as cited in the paragraph above, the execution of their role is limited. The study recommended that the uMhlathuze Local Municipality effectively organises and publishes all engagements concerning the integrated development planning processes meaningfully and consistently. The Department of Cooperative Governance and Traditional affairs need to intervene to ensure traditional leaders' safety over power and land disputes. Finally, skills development is a critical element that should be undertaken and rolled out by COGTA to capacitate traditional leaders in executing their roles and responsibilities effectively.