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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

Famelab, the Pop Idols of science communication
2017-03-09

Description: Famelab Tags: UFS, CUT, Science, Competition, research, British Council, Famelab, NRF

Oluwasegun Kuloyo and Zanele Matsane proved to be
Bloemfontein’s young and wittiest science researchers.
They will represent the Free State at the Famelab
national semifinals in Johannesburg.
Photo: Oteng Mpete

Imagine sharks with laser beams attached to their heads and enzymes that wear coats, and yeasts that stage a coup d’état in your body when agitated. This was all explored at the FameLab Science Communication Competition. 

Hosting the FameLab regional competition was a collaborative effort between Dr Mikateko Hoppener, from the University of the Free State’s (UFS), the Centre for Research on Higher Education and Development (CRHED), and Edith Sempe from the Central University of Technology (CUT), Research and Development Unit. Taking place for the first time in the Free State, the event was held at the UFS Centenary Complex on 2 March 2017.

Witty minds make science fun

FameLab is a competition that promotes science and technology by creating a space for scientists to find their voices and reach public audiences. The Free State regional competition had 18 contestants and two emerged victorious on the day. Contestants had to ensure their three-minute talks were fun, charismatic, clear and entertaining.

The two regional winners were Oluwasegun Kuloyo, a PhD student with the department of Microbial Biochemical and Food Biotechnology at UFS, and Zanele Matsane, a Construction Management PhD student at CUT. 

Kuloyo's research deals with the management of the candida yeast which exists in most people’s bodies and which, with a healthy immune system can be kept under control, but when an immune system is compromised, the yeast reacts volatilely and can potentially lead to death in HIV/AIDS patients. 

Matsane’s research is centred on collaborative construction management inspired by the Toyota manufacturing process. She hopes to resolve the silos of construction and bring about a more harmonious and fluid process to construction projects, thus ensuring their successful completion. 

The panel of judges consisted of Oteng Mpete UFS Media Liaison Officer, Dr Elizabeth Conradie from the CUT Innovation Hub, and Prof Willie du Preez from the CUT Centre for Rapid Prototyping and Manufacturing, as well as Robert Inglis from JiveMedia Africa.

Local scientists become jet-setters 
The two regional winners will head to Johannesburg to compete at the FameLab national semifinals, and the South African winner will go on to compete against winners from over 30 countries on an international stage, at the Cheltenham Science Festival in the UK.

FameLab is a programme of the Cheltenham Science Festival and is implemented locally by the South African Agency for Science and Technology Advancement (SAASTA), the British Council, and JiveMedia Africa. The competition has been running in South Africa for the past five years.

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