The determinants of service delivery success in local government: the case of Nelson Mandela Bay Municipality

Section 153 of the Constitution of South Africa (RSA, 1996) states that “a municipality must structure and manage its administration, budgeting and planning process to give priority to the needs of the community and to promote the social and economic development of the community”. Despite this mandate placed on local government, De Wet and Moseki (2015, p. 61) write that insurgent South Africans engage in violent protests against continued “municipal ineffectiveness in service delivery, poor responsiveness to citizens’ grievances, and a conspicuous consumption entailed by a culture of self-enrichment on the part of councillors and staff”. The Department of Corporate Governance and Traditional Affairs (COGTA ) (2014) identify huge service delivery backlogs, poor communication and accountability relationships with communities, corruption and fraud, poor financial management and insufficient municipal capacity as a result of lack of scarce skills as some of the priority areas impacting hardest on the municipality’s ability to function as a well-performing municipality. Mpofu and Hlatywayo (2015) report that poor performance by workers in local government has been established as one of the major issues affecting the efficient provision of municipal services by municipalities. It thus follows that the performance and conduct of municipal employees need to be improved in order to improve the delivery of basic services to the communities they are to serve. Hanyane and Naidoo (2015) hold the view that without proper service delivery, the achievement of good governance and the effective use of public resources will remain elusive. The primary objective of this study was to contribute to improving the levels of service delivery at a selected municipality by identifying which factors the employees of the municipality consider most effective in improving their levels of service delivery within the organisation. A questionnaire was structured and used to conduct a survey with 65 middle-level managers, senior-level supervisors, middle-level supervisors and operational staff.The study concluded that talent management and retention strategies were the only independent variable that proved to have a significant positive relationship with service delivery within the selected municipality