Intergovernmental Relations in Kwazulu Natal District Municipalities

This paper advocates on the understanding the challenges of Intergovernmental Relations (IGR) in KwaZulu Natal district municipalities owing to non-functionality of IGR.

The theoretical viewpoint of this study connects organisational contextual issues that affect IGR functionality with contingency theory of the organisational theories. The contingency theory provides for culture, goals and environment as dimensions which inform the conceptual framework that connects closely to the aim of this study, which is to understand challenges affecting the functionality of IGR in KZN District municipalities.

The study involves Uthungulu, Ugu and Harry Gwala District municipalities. In the study that was conducted by the Deaprtment of Cooperative Government and traditional affairs, the three district municipalities were found to have challenges on the functionality of their IGR. Data collection methods include focus groups, interviews and document analysis and have contributed to research objectives. Participants comprised of Municipal Managers, IGR Officials, and Mayors within the identified municipalities. Findings suggest that multiple cultures, uncertain environment and inability to implement IGR decisions and goals affect IGR functionality within the district municipalities.

The study reinforces and expands on the existing theory realm of the contingency theory, which its main argument is on organisations as social entities that are goal directed, linked to the external environment and characterised by size, culture, environment, technology and goals. The thesis main argument as it relates to environmental uncertainty, view this as an overarching and central theme consisting of physical and social factors that influence organisational achievement of goals and culture relative to IGR. Environmental uncertainty requires proper management through planning and forecasting. The second argument relates to goal setting and implementation as determinants of organisational effectiveness. It’s my view that discussions within IGR institutions should lead to decisions being taken and implemented and this is invariable in relation to goal setting. The third and last aspect relates to multiple cultures and dominant culture. IGR institutions are formed by different role players with diverse norms, values and standards which counter or support the dominant culture and affect the achievement of organisational goals. In my view, cultural management is necessary to mitigate the effects of counter cultures and improve achievement of organisational goals.

Given the above, further study is recommended on how an interface could be improved on IGR issues between political and administrative leadership. 

Keywords: Intergovernmental relations, district municipality, goals, culture, environment.