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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

MBA Programme - Question And Answer Sheet - 27 May 2004
2004-05-27

1. WHAT MUST THE UNIVERSITY OF THE FREE STATE (UFS) DO TO GET FULL ACCREDITATION FOR THE MBA PROGRAMMES?

According to the Council on Higher Education’s (CHE) evaluation, the three MBA programmes of the UFS clearly and significantly contribute to students’ knowledge and skills, are relevant for the workplace, are appropriately resourced and have an appropriate internal and external programme environment. These programmes are the MBA General, the MBA in Health Care Management and the MBA in Entrepreneurship.

What the Council on Higher Education did find, was a few technical and administrative issues that need to be addressed.

This is why the three MBA programmes of the UFS received conditional accreditation – which in itself is a major achievement for the UFS’s School of Management, which was only four years old at the time of the evaluation.

The following breakdown gives one a sense of the mostly administrative nature of the conditions that have to be met before full accreditation is granted by the CHE:

a. A formal forum of stakeholders: The UFS is required to establish a more structured, inclusive process of review of its MBA programmes. This is an administrative formality already in process.

b. A work allocation model: According to the CHE this is required to regulate the workload of the teaching staff, particularly as student numbers grow, rather than via standard management processes as currently done.

c. Contractual agreements with part-time staff: The UFS is required to enter into formal agreements with part-time and contractual staff as all agreements are currently done on an informal and claim-basis. This is an administrative formality already in process.

d. A formal curriculum committee: According to the CHE, the School of Management had realised the need for a structure – other than the current Faculty Board - where all MBA lecturers can deliberate on the MBA programmes, and serve as a channel for faculty input, consultation and decision-making.

e. A system of external moderators: This need was already identified by the UFS and the system is to be implemented as early as July 2004.

f. A compulsory research component: The UFS is required to introduce a research component which will include the development of research skills for the business environment. The UFS management identified this need and has approved such a component - it is to take effect from January 2005. This is an insufficient element lacking in virtually all MBA programmes in South Africa.

g. Support programmes for learners having problems with numeracy: The UFS identified this as a need for academic support among some learners and has already developed such a programme which will be implemented from January 2005.

The majority of these conditions have been satisfied already and few remaining steps will take effect soon. It is for this reason that the UFS is confident that its three MBA programmes will soon receive full accreditation.

2. WHAT ACCREDITATION DOES THE UFS HAVE FOR ITS MBA PROGRAMME?

The UFS’s School of Management received conditional accreditation for its three MBA programmes.

Two levels of accreditation are awarded to tertiary institutions for their MBA programmes, namely full accreditation and conditional accreditation. When a programme does not comply with the minimum requirements regarding a small number of criteria, conditional accreditation is given. This can be rectified during the short or medium term.

3. IS THERE ANYTHING WRONG WITH THE ACADEMIC CORE OF THE UFS’s MBA PROGRAMMES?

No. The UFS is proud of its three MBA programmes’ reputation in the market and the positive feedback it receives from graduandi and their employers.

The MBA programmes of the UFS meet most of the minimum requirements of the evaluation process.

In particular, the key element of ‘teaching and learning’, which relates to the curriculum and content of the MBA programmes, is beyond question. In other words, the core of what is being taught in our MBA programmes is sound.

4. IS THE UFS’s MBA A WORTHWHILE QUALIFICATION?

Yes. Earlier this year, the School of Management – young as it is - was rated by employers as the best smaller business school in South Africa. This was based on a survey conducted by the Professional Management Review and reported in the Sunday Times Business Times, of 25 January 2004.

The UFS is committed to maintaining these high standards of quality, not only through compliance with the requirements of the CHE, but also through implementing its own quality assurance measures.

Another way in which we benchmark the quality of our MBA programmes is through the partnerships we have formed with institutions such as the DePaul University in Chicago and Kansas State University, both in the US, as well as the Robert Schuman University in France.

For this reason the UFS appreciates and supports the work of the CHE and welcomes its specific findings regarding the three MBA programmes.

It is understandable that the MBA review has caused some nervousness – not least among current MBA students throughout the country.

However, one principle that the UFS management is committed to is this: preparing all our students for a world of challenge and change. Without any doubt the MBA programme of the UFS is a solid preparation.

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