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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

UFS teams up with Department of Agriculture and donates latest farming technology to Oppermans
2009-03-09

 
Attending the recent launch of the latest technology that measures the salinity of soil – the EM38 system – during an information day held in Jacobsdal were, from the left, back: Mr Robert Dlomo, a farmer from Pietermaritzburg in KwaZulu-Natal, Prof. Leon van Rensburg, Department of Soil, Crop and Climate Sciences at the UFS, Mr Sugar Ramakarane, head of the Department of Agriculture in the Free State, Dr Motseki Hlatshwayo, national Department of Agriculture, and Prof. Herman van Schalkwyk, Dean of the Faculty of Natural and Agricultural Sciences at the UFS; front: Mr Robert Smith and Mr Fagan Scheepers from Oppermansgronde, who will be working with the EM38 system in the area.
Photo: Landbouweekblad
UFS teams up with Department of Agriculture and donates latest farming technology to Oppermans

Emerging and commercial farmers of the Oppermans Community in the Northern Cape will now be able to monitor the salinity levels on their farms effectively for the first time.

This is as a result of a donation of the latest technology that measures the salinity of soil – the EM38 system – which the University of the Free State (UFS) is donating to the community.

The unique project was launched by the Department of Soil, Crop and Climate Sciences at the UFS and the Department of Agriculture in the Free State during an information day held at Jacobsdal recently.

The day was attended by members of the Oppermans Community and representatives of the UFS as well as the Department of Agriculture. Mr Sugar Ramakarane, Head of the Department of Agriculture in the Free State, did the welcoming and several academics from the UFS held discussions about various topics related to the salinity levels in soil.

Since the establishment of the Oppermans Community emerging farmers are now for the first time able to accurately monitor the salinity levels on their farms as well as that of irrigation schemes of commercial farms in the area.

“In a region such as the Northern Cape it is very important that the salinity level of soil is monitored properly. As water is administered to crops, salts accumulate in the soil because the roots leave most of the salts in the soil when it transpires. When the salinity of soil increases, the osmotic potential thereof can also increase, which can seriously damage the water intake of crops and can create loss in yield and income,” said Prof. Leon van Rensburg from the Department of Soil, Crop and Climate Sciences at the UFS and leader of the Oppermans Project.

To assist the farming community of Oppermans to apply precision farming and to measure the salinity level of soil more accurately the latest technology that measures salinity in soil – the EM38 – will be donated to the community. Although the system is used throughout the world, the UFS is the only tertiary institution in the country that owns the latest version of this system.

“We are also training two persons from the Oppermans Community as technicians that will monitor the use of the system. The advantage of the donation of the system for the university is that we can gather data that can be used for research purposes by our Master’s and Doctoral students. We also want to see if water-table heights can be measured with this system,” said Prof. Van Rensburg.

According to him the system has several advantages for the community’s emerging farmers. “For the first time the salinity level of soil can now be measured accurately, salt maps can be drawn up, we can advise farmers about the corrections that need to be made and salinity management plans can be compiled,” he said.

The system is very accurate as it takes measurements every 200 mm while it is pulled by a four-wheel motorbike. The readings provide the distribution of salts up to a soil depth of 1 500 mm. “In the past the measuring of salinity levels was time-consuming and the cost thereof was R90 for one sample. The new system is more cost-effective,” stated Prof. Van Rensburg.

The instruments will be handed over to the African Spirit Group of the Oppermans Community, who will then become the owners. The service to farmers will then be managed by an operational group consisting of people from the Oppermans Community, a postgraduate student who can compile salinity maps and Prof. Van Rensburg, who will act as project leader and advisor.

The system will also be made available to farmers at the Riet River and Vaalharts Schemes.

Media Release
Issued by: Lacea Loader
Assistant Director: Media Liaison
Tel: 051 401 2584
Cell: 083 645 2454
E-mail: loaderl.stg@ufs.ac.za  
9 March 2009
 

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