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02 September 2024 Photo Supplied
Dr Harlan Cloete
Dr Harlan Cloete is an academic and research fellow in the Centre for Gender and Africa Studies at the University of the Free State. He is the founder of the Great Governance ZA podcast and a founder member of community radio KC107.7 in Paarl in 1996.


Opinion article by Dr Harlan Cloete, Centre for Gender and Africa Studies, University of the Free State.

In the 2022-2023 Local Government Audit, the Auditor-General (AG) notes inadequate skills and capacity, a culture of no accountability and consequence, together with governance failures, as the main weaknesses impeding progress in municipalities. But this is not new, we have heard this before. A predictable surprise, argues Michael Watkins, Canadian-born author of books on leadership and negotiation, arises out of failures of recognition, prioritisation, or mobilisation – when leaders inevitably had all the information about an imminent disaster but failed to act.

In April 2024 the University of the Free State (UFS) handed over a report commissioned by the Local Government Sector Education and Training Authority (LGSeta) titled: “An evidence based human resource development (HRD) assessment to measure and manage its implementation in South African municipalities”.

HRD not effectively measured and managed

This was not smooth sailing, and it was a mission to convince municipalities to participate, as expressed by one official. “Good morning Dr Cloete. I am glad that you are finding a breakthrough elsewhere. Unfortunately, where I am, politics and laziness have been the biggest stumbling blocks. I have even tried to convince them to invite you to our next steering committee meeting and I was told to wait. It just shows these people do not care about improving and changing the status quo through this collaboration. I am just sad.”

Drawing from the responses of a research sample of 572 participants (managers, non-managers and HRD professionals) in 17 municipalities across five provinces, the report concluded that HRD is not being effectively measured and managed, despite a 26-year-old enabling policy framework (Skills Development Act, 1998 and the Employment Equity Act, 1998). The evidence points to a lack of understanding, application and integration of evidenced-based HRD, which if addressed, would increase municipal capability.

Ethical values are poorly practised, evident in the lack of managerial commitment to equal opportunities for the development of people. People development is not a priority and performance management is not taken seriously. The competencies and contributions of staff to service delivery are not fully recognised. The implementation of HRD policies is poor and employees lack insight into these policies. They stand in isolation and fail to connect with the Integrated Development Plan (strategy) and internal transformation (employment equity and performance management).

Because skills development audits are poorly conducted, HRD interventions are not undertaken in line with employee development plans. The municipalities do not apply a variety of approaches, such as formal and informal development, and employees are not presented with sufficient opportunities to practise new competencies and post-skills development interventions. Recognition of prior learning is poorly implemented.

HRD in municipalities 

The organisation of HRD in municipalities is problematic and line managers are not equipped to manage the implementation of projects. HRD outputs are not included in the key performance areas for line managers and interventions are not monitored by the department managers. Line managers, HRD professionals and non-managers are also not collaborating effectively to achieve the objectives.

Councillors and shop stewards (key internal stakeholders) do not understand their roles and responsibilities and senior managers are not supportive of HRD programmes for employees. This, despite people management being identified as a key competency for senior managers. The LGSeta, the South African Local Government Association (Salga) and the Department of Cooperative Governance (DCoG) and Department of Traditional Affairs (DTA) (Cogta) could be collaborating better, as the evidence suggests, but are not doing it.

Employees are not aware of the potential impact of the municipal staff regulations on municipalities. The Municipal Staff Regulations (2021) place municipalities on a new trajectory with a renewed emphasis on increasing organisational capabilities through linking organisational structure and strategy and focusing on performance and development. In the process potential new organisational capabilities and knowledge that could benefit the municipalities are developed but not applied. There is also a glaring absence or awareness of change-management plans.

Recommendations

From the research findings it is further concluded that key indicators in support of knowledge management are not implemented effectively. More than half the participants indicated that they do not know about knowledge management, indicating a clear lack of communication. The performance and development system is not being implemented effectively and data analytics are not used to inform HRD decisions. It is also not known among the research participants whether HRD systems integrate with existing municipal ICT systems. What is more worrying is that the work skills plan evaluation report is the only tool used by the LGSeta to evaluate municipal HRD performance (capability) and is not applied consistently across the provinces.

Our report made a number of recommendations. One being that the LGSeta, as the authority on HRD, should align with the office of the AG through auditing the management performance of HRD in municipalities. Evidenced-based HRD practices provide municipalities with an institutional model to ensure that the performance of managers is included as part of material irregularities reporting (Public Audit Act). An increase in HRD management controls will ensure solutions to the many challenges (financial and human resources) facing local government. Human resources (people) are the most important strategic resources in municipalities and their effective management will foster trust and increase municipal implementation capabilities. This will place local government on a completely new trajectory with effective and efficient management of human resource development and knowledge at the centre of the transformation efforts of local government. This will contribute to Sustainable Development Goal 16 (strong institutions) and hasten the professionalisation of local government as advocated by Salga and the office of the AG. The AG concludes that municipalities should strive for a culture of performance, accountability, transparency and institutional integrity, which will ultimately result in a better life for our people. We agree with the AG. The UFS, as a knowledge partner to local government, is committed to not just produce knowledge for understanding, but for action. If we are to turn around the fortunes of local government then we must act on the recommendations. Phantsi politics and laziness! No more predictable surprises.

News Archive

Science is diversifying the uses of traditional medicines
2017-07-17

Description: Dr Motlalepula Matsabisa  Tags: traditional medicines, Indigenous Knowledge Systems, Dr Motlalepula Matsabisa, Malaria, priority disease  

Dr Motlalepula Matsabisa.
Photo: Anja Aucamp

According to the World Health Organisation, a large majority of the African population are making use of traditional medicines for health, socio-cultural, and economic purposes. In Africa, up to 80% of the population uses traditional medicines for primary healthcare.

The Indigenous Knowledge Systems (IKS) was identified as a lead programme under the directorship of Dr Motlalepula Matsabisa. Research undertaken by the IKS Lead Programme focuses on some key priority diseases of the country and region – including malaria, HIV, cancer, and diabetes.
 
Not just a plant or tree

Malaria is a priority disease and is prevalent in rural and poor areas, resulting in many traditional health practitioners claiming to treat and cure the disease. There may well be substance to these claims, since as much as 30% of the most effective current prescription medicines are derived from plants.  For instance, chloroquine, artemisinin for malaria, Metformin for diabetes, Vincristine and Vinblastine for cancer, are plant-derived drugs.  

Dr Matsabisa’s current research is investigating a South African medicinal plant that has been shown to have in vitro antiplasmodial activity, with subsequent isolation and characterisation of novel non-symmetrical sesquiterpene lactone compounds offering antimalarial activity. These novel compounds are now patented in South Africa and worldwide. This research is part of the UFS and South Africa’s strive to contribute to the regional and continental malaria problem. The UFS are thus far the only university that has been granted a permit by the Medicines Control Council to undertake research on cannabis and its potential health benefits.

“All of these projects are aimed
at adding value through the scientific
research of medicinal plants, which
can be used for treating illnesses,
diseases, and ailments.”

Recognition well deservedThrough Dr Matsabisa’s research input and contributions to the development of the pharmacology of traditional medicines, he recently became the first recipient of the International Prof Tuhinadrin Sen Award from the International Society of Ethnopharmacology (ISE) and the Society of Ethnopharmacology in India. ISE recognises outstanding contributions by researchers, scientists, and technologists in the area of medicinal plant research and ethnopharmacology internationally.

More recently, Dr Matsabisa undertook research projects funded by the National Research Foundation, as well as the Department of Science and Technology, on cancer, gangrene, and diabetes. He is also involved in a community project to develop indigenous teas with the community. He says, “All of these projects are aimed at adding value through the scientific research of medicinal plants, which can be used for treating illnesses, diseases, and ailments”.

Dr Matsabisa has worked with many local and international scientists on a number of research endeavours. He is grateful to his colleagues from the Department of Pharmacology in the Faculty of Health Sciences, who are dedicated to science research and the research of traditional medicines. The IKS unit also received immense support from the Directorate of Research Development.

 

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