The role of traditional leadership in disaster management and disaster risk governance: A case of Ugu District Municipality by-laws

Abstract

Section 151(2) of the Constitution empowers municipalities in South Africa to pass disaster management-related by-laws. Such by-laws should be specific on the role of traditional leaders, owing to their authority and proximity to the people coupled with their constitutional mandate to preserve customs and traditions. However, their role is often not maximised because of vague and inadequate policies. There has been little or no scholarly attention to the role of traditional leadership and the policy and legal framework that guide their participation in disaster risk management. Employing a comprehensive content analysis of Ugu District Municipality Disaster Management By-law, this article assesses the adequacy of these by-laws on disaster risk governance in the context of collaboration disaster risk reduction. While the Ugu District Municipality Disaster Management By-law provides for the participation of traditional leadership, this study reveals that it is fraught with ambiguities and seemingly vague clauses. For instance, although in Article 5.1.1 the word ‘authorities’ is used, it is not clear whether this refers to traditional leadership or other entities at the local level. In addition, the composition of the Disaster Management Advisory Forum in Ugu does not explicitly include AmaKhosi. While these results add to the rapidly expanding field of disaster risk management, they also suggest several courses of action for policymakers at local government. Such actions might include, but not limited to, a review of the by-laws to address the lack of collaborative essence relative to traditional leaders for optimal disaster risk reduction initiatives targeting traditional communities.

The dynamics of traditional leaders’ relationship with municipal councillors and service delivery

“…Traditional leaders make decisions on behalf of the people they represent, and they also ensure that the interests of the people are equitably represented (Enwereji & Uwizeyimana 2020). Consequently, according to history, traditional leadership was the earliest form of government in communal regions before the colonial invasion (Zamisa & Mutereko 2019). In the Republic of South Africa, the institution of traditional leadership served as an administrative and political hub for rural communities (Madumo 2015).…”

Exploring strategies for management of disasters associated with illegal gold mining in abandoned mines: A case study of Ekurhuleni Metropolitan Municipality

“…While communication has been recognised as one of the major challenges for disaster management, it is generally acknowledged that the most effective emergency communications system is one that is used for routine communication (Le Roux 2013;NRCIM 2007;Zamisa & Mutereko 2019). Therefore, the development of effective communications systems that would withstand the damaging effects of mine disasters is recommended (NRCIM 2007;Zamisa & Mutereko 2019). While no amount of good communication can make up for poor emergency planning, communication can prevent misunderstandings and build credibility (EPA 2000).…”

Peran Dan Kontestasi Patron Agama Dalam Penguatan Resiliensi Komunitas Rawan Bencana Ganda (Double Disaster) Di Tengah Pandemi Covid-19

“…Kenyataan di atas serupa dengan penelitian Zamisa (2019) di wilayah Ugu, bahwa peran ketua adat memberikan kontribusi positif bagi proses mitigasi, respons dan recovery bencana di wilayahnya. Terlebih ketika peran kepemimpinan lokal tersebut diperkuat dengan jalinan pada pengakuan legitimasi sosial, adat, budaya, politik, agama dan spiritualitas yang sama (Weber, 1978;Foucault, 2002), dengan pembuktian keteladanan yang baik, dan penyesuaian intruksi atau pesan-pesan yang sesuai dengan tingkat kemampuan dan pengetahuan masyarakat di wilayah rawan bencananya.…”

“…Penelitian yang dilakukan Humaedi, Zamisa dan Rembeth telah berusaha memposisikan peran kepemimpinan lokal sebagai bagian penting dari aktor terlibat dalam kerangka kerja strategis pentahelix (lima hubungan para pihak) pada siklus manajemen penanggulangan bencana (Humaedi, 2015;Zamisa, 2019;Rembeth, 2020). Peran yang dikembangkan oleh para patron tersebut merupakan bagian tidak terpisahkan dari apa yang dinyatakan Foucault tentang penguasaan atas seluruh simbol sosial untuk kepentingan aksi sosial.…”