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07 March 2024 Photo SUPPLIED
Gcina Mtengwane teaches in the Community Development Programme at the Centre for Gender and Africa Studies, University of the Free State, Qwaqwa Campus.

Opinion article by Gcina Mtengwane, Centre for Gender and Africa Studies, University of the Free State.


The notion that 2024 could echo the transformative spirit of 1994 holds weight. South Africans find themselves in a pressing need for positive social, economic, and political change. Yet, the avenue through which this change will manifest - a reformed African National Congress (ANC), an opposition party or a coalition government - remains unchartered territory. South Africa is on a downward trajectory. As various international indexes project corruption and poor governance, noting also that those indexes may not at times be accurate, the lived experiences of South Africans echo despair, disillusionment, and a betrayal of promises for a better life, particularly among the working class and the poor. 

The first democratic election in 1994 heralded an era where a new government had the opportunity to represent the interests and aspirations of all citizens, countering the discriminatory policies of apartheid. It fostered optimism for equal access to opportunities and life chances regardless of race, religion, gender, class, or ethnicity.

However, the transition to democracy, like any new venture, brought forth both opportunities and challenges. Actualising the vision of a ‘rainbow nation’ necessitated tangible legislative reforms and macroeconomic strategies beyond mere rhetoric. Consequently, initiatives such as the Reconstruction and Development Programme (RDP) in 1994, the Growth, Employment and Redistribution (GEAR) strategy in 1996, The Accelerated and Shared Growth Initiative for South Africa (ASGISA) in 2005, the new Growth Path in 2010, and the National Development Plan vision 2030 were implemented. While the efficacy of these macroeconomic frameworks remains contested, there is a consensus that more can be done and perhaps differently.

Parallels between 2024 and 1994? 

South Africa grapples with high unemployment, alarming crime rates, and an education system ranked among the world’s worst. South Africa is among the most unsafe countries in the world with an estimate of 27 494 murders recorded in 2022-2023. Ranked at 50th out of 63 countries, its education system is rated among the worst performing in the world. The education system fails to equip matriculants with practical skills for sustainable livelihoods. Additionally, funding exclusions and high dropout rates plague higher education, exacerbating the crisis. NSFAS has proposed defunding certain qualifications from its budget and half of those who do make it to universities drop out in their first year.  Moreover, South Africa measures the highest income inequality in the world, with a Gini coefficient of around 0.67, race being a key factor in a society where 10 per cent of the population owns more than 80 per cent of the wealth.

Persistent income inequality and deeply entrenched racial disparities are hindering the opportunities for upward social and economic mobility for the majority, notably the youth. The unemployment rate among youth, which includes persons between 15 and 35 years old, is around 60%. There is low support for and a high failure rate of start-up small to medium enterprises (SMMEs) with between 70% to 80% failing in the first five years of operations. There is a high rate of youth neither in employment nor in education or training (NEETs).  Data shows that 32.6% of graduates struggle to find work within the first two years of graduation, implying that for some, regardless of educational attainment, there is no optimism regarding the prospects for a better future.

The issues highlighted above are just some of the issues facing South Africa. These challenges underscore the urgent need for well-conceived and actionable solutions. A governing party must demonstrate clear policy direction and effective implementation mechanisms to uplift the most vulnerable while safeguarding the rights of all citizens, irrespective of race. However, certain radical policy proposals, like affirmative action and land expropriation without compensation, pose significant ideological divides.

Opportunity to nurture democracy

South Africa boasts over 30 years of democratic experience, providing invaluable lessons from past elections. There is a unique opportunity to nurture democracy and freedom, as is enshrined in the constitution, ensuring the well-being of current and future generations. The prospect of a coalition government looms large, potentially marking a historic shift. While unprecedented at the national level, coalition governance has been trialled in various municipalities including Johannesburg, Nelson Mandela Bay, and Ekurhuleni. However, these experiments often resulted in governance failures, characterised by instability and policy dissonance, rather than cohesive leadership. Political rivalry among the parties undermined service delivery and good governance, leading to the failure of coalition governance at the local government level.

Policy misalignment emerges as the key impediment to coalition success. The recent formation of the ‘Moon-shot pact’ underscores the necessity for aligned policy positions among coalition partners to avert governance crises.

Voter implications

Voting entails entrusting a political party with the responsibility to serve the interests of millions. It demands an informed understanding of the party’s policies as outlined in its manifesto. While individual charisma may sway voter preferences, informed decisions are imperative amidst South Africa’s challenges and opportunities. 

News Archive

UFS Council appoints agency to assist with its residence integration policy
2008-06-06

The Council of the University of the Free State (UFS) has appointed the Cape Town based iGubu Leadership Agency to assist with its residence integration policy.

“The agency will assist management in understanding and identifying the current obstacles related to the implementation of the residence integration policy, draw up proposals to enhance and successfully implement this integration policy, and implement these proposals to ensure successful integration within the 21 residences on the Main Campus in Bloemfontein,” says Prof. Teuns Verschoor, Acting Rector of the UFS.

The agency was appointed after an intensive advertising, screening and interviewing process was conducted by the university’s management. A recommendation on the successful candidate was subsequently made to the Council and the iGubu Leadership Agency was informed of its appointment this past week,” says Prof. Verschoor.

“Some of the projects that we have been involved in include the development and management of student leadership at among others the universities of Stellenbosch and Cape Town as well as the Huguenot College, and leadership initiatives such as the Beeld Youth Summit and last year’s Brightest Young Minds conference,” says Mr Rudi Buys, Chief Executive Officer. He will be working with Mr Yeki Mosomothane, Strategy Manager of the agency and a diverse team of facilitators.

Their main focus will be on investigating the trust relationships between stakeholders, establishing healthy relationships between students and the development of the skills of student leaders to establish conversations on values and meaningful change in residences and the student community.

“In the first phase of the project we will be conducting research and talk to students and other role players regarding ways of building unity on campus. After that the kind of programmes that may be implemented to further integration in residences will be determined together with stakeholders and the most suitable ones will be implemented. We will emphasise ownership and participation of processes by students and other stakeholders to ensure sustainability,” says Mr Buys.

The contract is for two and a half years and the agency must regularly report to Council via management on its progress. “We see this appointment as an investment in the integration of our residences and look forward to the interventions iGubu Leadership Agency can bring to the table,” says Prof. Verschoor.

The agency specialises in mentoring individuals and teams and in facilitating the participation of communities in transformation and reconciliation initiatives in specifically an African context, and does so from a leadership development perspective. The agency has extensive experience in facilitating programmes for diversity and integration.

iGubu Leadership Agency’s appointment goes hand in hand with the appointment of other agencies who will support management and make recommendations on how to accelerate transformation and position the UFS as an engaged and responsive university.

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
6 June 2008

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