A reconfigured Local Economic Development Strategy for Local Government : the case of JB Marks Local Municipality

Abstract

The study topic was on a reconfigured LED strategy at local government: a case of JBMLM. JBMLM was used as a case study with focus on describing, analysing and interpreting a particular phenomenon. This was critical because societal challenges such as unemployment, poverty and inequality negatively affect the local context in South Africa. Therefore, the problem this study aimed to address the current LED strategy not being adequately focused on prioritising issues related to livelihoods of people and the economy. For this study, a qualitative design was followed utilising a case study (the JBMLM) with LED officials as units of analysis. This involved a non-probability sampling technique, which made use of purposive or judgemental sampling. In addition, data collection methods involved interviews, document analysis and literature review. The literature review analysed the theoretical framework on the origins, nature, theories, approaches and models applicable to LED. This analysis revealed that the LED is broad in nature and necessitates that communities are involved in its process through understanding LED procedures within an environment that is competitive and constantly evolving. The findings revealed that the current LED strategy lacks practicality and as a result does not reflect the current trends. In this regard, the problem statement indicated in Chapter 1 is authentic and reinforces the need for a reconfigured LED strategy with a more integrated and inclusive approach promoting job creation and economic growth. The findings cannot be generalised to all municipalities in South Africa but serves as a benchmark for other Category B municipalities in South Africa by setting the policy and strategy parameters for a redesigned model for LED strategies. This is vital for the South African context because the exploring of the LED strategy requires acknowledging broader socio-political realities in a developing country like South Africa. That consists of statutory and regulatory frameworks, which are universally applicable to all South African municipalities because it provides a legal mandate and obligations to promote local development. In relation to the above reasons, social change requires a strategic readjustment, can be reflected in a reconfigured LED strategy that clearly accommodate roles and

responsibilities within the three layers of management comprising of strategic, tactical and operational or else societal challenges will persist.