The Administrative Challenges of Implementing Climate Change Mitigation Actions at a Municipal Level

• Pages: 44-60
• Date: 01 December 2021
• Published date: 01 December 2021
• Author: Mashamaite, Martha M.
• Subject Matter: Derecho Público y Administrativo

Special Issue

December, 2021

European Journal of Economics, Law and Social Sciences

IIPCCL Publishing, Graz-Austria

ISSN 2519-1284

Acces online at www.iipccl.org

44

The Administrative Challenges of Implementing Climate Change Mitigation

Actions at a Municipal Level

Mashamaite, Martha M.

University of South Africa

Abstract

The increase in temperatures associated with industrial activity and in particular, greenhouse

inuence can be depicted as climate change. Thus, the “anthropogenic source” is often referred

to as global warming, which is fuelled by human action rather than natural actions. Using

the mixed-methods approach, this study interprets data collected to draw conclusions and

address the administrative challenges faced by the City of Tshwane Metropolitan Municipality

(CTMM) in managing the impacts of climate change on road infrastructure. The research

detects the possibility of disputes arising from integrating various methodologies, which

should be overseen by carefully advancing choice, emphasizing knowledgeable methods and

limiting negatively. In this research, the data gathered revealed that there were few CTMM

programs for climate change and climate change mitigation activities for road transport

infrastructure in its municipal area. Climate considerations must be included in transport,

planning, and development strategies to control the implications of climate change impacts on

the road transport infrastructure of climate change. The Statistical Package of Social Sciences

(SPSS) Statistics Version 20 software tool analysed the data collected through questionnaires.

For a meaningful interpretation and analysis of the information acquired via questionnaires,

ocial documents such as the municipality’s integrated transport plans and annual reports

were studied.

Keywords: Climate change, adaptation, mitigation, road transport and sustainable

development

Introduction

The City of Tshwane Metropolitan Municipality (CTMM) is a democratic metropolitan

administration that is people-centered and prioritizes the needs of the most

vulnerable. On the other hand, it recognizes anthropogenic climate change as a major

global concern that is presently aecting, and will increasingly aect, all aspects of

human life from an economic, social, and environmental standpoint. Municipalities

of South Africa are responsible for developing methods for managing the impact of

climate change on the road infrastructure. This research gathered data to analyze

and interpret administrative challenges faced by the CTMM in managing the impacts

of climate change on road infrastructure. The data determined the degree to which

the questions raised during the investigation were answered. To provide scientif‌ic

conclusions, data analysis comprises analyzing, assessing, and integrating data

gathered during a project (Mertens et al. 2016).

According to a Draft Climate Strategy, South Africa plans to reduce emissions by

about a third by 2030. South Africa’s yearly greenhouse gas emissions will be limited

to 398-440 million tonnes of CO2 equivalent by 2030, according to the draft plan.

European Journal of Economics, Law and Social Sciences

IIPCCL Publishing, Graz-Austria

Special Issue

December, 2021

ISSN 2519-1284

Acces online at www.iipccl.org

45

When compared to predicted domestic pathways, South Africa’s amended 2030

emissions reduction target is rated “Almost sucient,” but “Insucient” when

compared to its fair-share commitment to climate action. South Africa’s aims and

actions are insucient to keep global warming to 1.5 degrees Celsius. The City of

Tshwane Metropolitan Municipality joined the Compact of Mayors, which is now

known as the Covenant of Mayors on Energy and Climate Change. The City has

laid all of the necessary groundwork for a strong and well-informed climate change

response. A climate risk and vulnerability assessment has been conducted, as well

as a greenhouse gas emissions inventory (GHGEI) that complies with the Global

Protocol for Community.

This paper began by introducing the study and then conceptualizing climate

change, which was traced back to the theoretical underpinning for this research.

Data acquired through questionnaires were described and graphical information

was utilized for formulation to display the data that were gathered for presentation,

and the contextual interpretation of the data obtained was followed by face-to-face

interviews. Privacy and conf‌identiality were guaranteed to the respondents.

Theoretical Framework

Fayol’s (1949: 45) administrative management theory was used in this research to

develop a logical way to establish an institution. In general, the idea recommends

a formalized management structure with a clear vision of labour and the transfer

of power and authority to authorities with appropriate responsibilities. The theory

was applicable for this research because it focused on an institution, CTMM, and

every institution relies on management to ourish. Management is the process of

directing and creating an atmosphere in which people can collaborate eciently and

eectively to achieve a set of goals and objectives (Mohaghar, Jafarnejad, Ghodsipoor,

& Maleki, 2013: 1834). Various management studies were undertaken by many

scholars, including Max Weber (1905), Frederick Taylor (1911), Elton Mayo (1923),

Henri Fayol (1949), and Abraham Maslow (1998), who are regarded as the founders of

management theory today. Their studies have led to establishing other management

principles referred to as theories, such as the problem management theory.

The administrative theory was developed by Henri Fayol (1911), and it consists of 14

management principles:

1. Division of work: This principle is about the division of labor among the

employees.

2. Authority: The manager must be able to give the order. Authority gives the

manager this right to the subordinates.

3. Discipline: Employees must obey and respect the rules and regulations that

govern the organization.

4. Unity of command: Every employee should receive an order or direction from

only one upward or superior.

5. Unity of direction: Each group of the organization should be directed by one

manager using one plan.

6. Subordination of individual interests to the general interest: Management