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Ezulwini is situated along the Mbabane-Manzini corridor in the back drop of Mbabane, Manzini and the Matsapha industrial town. Ezulwini was declared a town in November 1995 through Legal notice no.117 of 1995. The population of Ezulwini was estimated to be 8, 841 in 1998 and projected to be 10, 936 in 1999.  Ezulwini can be best described as a residential town. It has limited economic activity; as a result most of its residents work in neighboring towns. The town is host to a complex of hotels and restaurants a characteristic which makes Ezulwini a natural tourist center of the country. The town also has a reputation of being an entertainment hub of the country. Ezulwini has only one primary school. This situation forces most children to attend school in neighboring towns. Similarly, the town has one health facility, which is privately operated forcing residents of low socio-economic status to seek health services from outside of the town.  For security, Ezulwini Town Board enjoys the partnership it has with the Lobamba police station. Negotiations are underway with the Prime Minister’s office to establish a police post. 

  • Legislative

The board is governed by the Urban Government Act of 1969.  The board derives some of its powers from legislation like the financial legislation, the Rating Act, The Building Act, Standing Orders and Council Procedures.

  • Service Delivery

Service Delivery in Urban Government is one of the most debated issues in recent years.  It is a fundamental for any local authority to provide basic services to the communities.  These depending on the locality, include the following:

1.  Housing
2.  Transport & Mobility
3.  Education & Learning
4.   Health & Safety
5.   Social Inclusion & Poverty
6.   Waste Management
7.   Information & Communication
8.   Participation & Civic engagement

  • Planning: - Advance Strategic Planning

The approach facilitates social learning from interaction between stakeholders, relation-building, Social capital and institutional capital.

1.        Ownership of the strategic vision and plan since all stakeholders are engaged in the process.
2.        A shared vision direction and focus that can be used to attract investment.
3.        Redirection of resources to priority areas that deliver the strategy.
4         Enhance public and private partnership between all actors in the development process.

Financial Management in Administration of Local Authorities

 Key elements of good financial management.

1.       Ambition

2.       Focus

3.       Prioritisation

4.       Capacity

5.       Performance Management

6.       Investment

7        Auditing

8        Achievement

  • Governance Arrangements

Good governance arrangements are critical to the ability of an authority to secure sustained improvements in performance.  These arrangements are set out in the local authority’s constitution.  This details the structures and process by which that local authority will do business and will engage with key players, both within the council and beyond.  The constitution governs internal relationships; those with the executive, where the authority has one, with the council as a whole, and those committees charged with scrutiny decisions the council makes.  How key players make use of these structures in practice will be key to a council’s response to poor performance.  Improved performance management put in place as a result of the successful implementation of a recovery plan-with or without the use of intervention powers-needs to be matched by strong and effective governance.  In those authorities that are performing poorly, governance arrangements are almost always weak.  Recovery planning and associated support arrangements should include a significant element of support for elected members and the way in which they interact with the senior management.