Michael Watkins, the Canadian-born author of books on leadership and negotiation, arises out of failures of recognition, says the writer.
Dr Harlan Cloete
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, the 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 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”.
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.
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 and the Department of Co-operative Governance and Department of Traditional Affairs 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.
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.
If we are to turn around the fortunes of local government then we must act on the recommendations.
Phantsi (down with) politics and laziness! No more predictable surprises.
* Dr Cloete is a research fellow at the University of the Free State in the Centre for Gender and Africa Studies, focusing on local governance. He is the founder of the Great Governance ZA Podcast and founder member of community radio KC107.7. This is a shortened version of his text.
Cape Times
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