Ngubeni, Steven Piet (2013-03)
ENGLISH ABSTRACT: Like in many developing countries, youth development in South Africa is advancing towards becoming the central focus of government. The population figures illustrate a demographic dividend, or youth bulge as others would want to call it. A more pragmatic and aggressive approach to youth development for South Africa has never been more urgent than now. Municipalities by design are at the grassroots and the gateway for providing direct development interventions to the masses of the peoples of South Africa. Most of the municipalities in the country have started to take up this responsibility. There is, however, evidence that success in implementing youth development programmes is limited, owing mainly to the lack of performance management application at the local government level. This study is intended to explore a research problem defined as follows: “The absence of a tailor-made performance management for youth development leads to limited or no achievement of the set targets for youth development.” The study is started by exploring the literature on both the underlying areas of the study: youth development and performance management. Though youth development is a fairly new area, there has been progress in defining and conceptualizing both performance management and youth development in South Africa. Youth and youth development are defined respectively as young people between 14 and 35 years of age, and deliberate interventions to enable the youth to participate in the socio-economic wellbeing of the country and the world. Performance management is further defined as the process towards ensuring there is a concerted effort in the implementation of the predetermined plans. The researcher opted for the case study approach, using Nkangala District Municipality (NDM) as the case to explore the extent to which municipalities apply the prescripts and principles of performance management to the youth development programmes. The study sought to establish whether municipalities have performance management frameworks and systems, whether youth development matters are included and whether there are specific youth development performance measures in place. The literature shows that there is extensive work done on the area of performance management in local government in South Africa. The legislation compels all municipalities to have performance management systems and frameworks in place and adopted by the councils. The document review shows that in Nkangala District Municipality there is still a need to trickle down the application of the systems and framework. There is a need to ensure that youth development is included in the performance management process. Evidence from the study shows that there are still gaps to be addressed in as far as the district is concerned. Their application of the performance management framework and systems still needs to be cascaded to all staff members; the application must still be applied to youth development programme and youth development units. There is a need to align municipal planning with youth development. Youth participation still remains a challenge throughout the process of planning, implementation and reporting. Municipalities are suffering from attitudes that suggest that youths are simply recipients of hand-out products and services. Finally, the study suggest a Youth Development Performance Management Framework which will also integrate youth participation, monitoring and evaluation.
AFRIKAANSE OPSOMMING: Soos in baie ontwikkelende lande neig jeugontwikkeling in Suid-Afrika daarna om die sentrale fokus van die regering te word. Die bevolkingsyfers illustreer 'n demografiese dividend of jeug uitstulping (“youth bulge”), soos wat daarna verwys word. `n Meer pragmatiese en aggresiewe benadering tot jeugontwikkeling was nog nooit meer dringend vir Suid-Afrika as juis tans nie. Munisipaliteite, deur ontwerp, is op voetsoolvlak en die poort vir die verskaffing van direkte ontwikkelingsingrypings vir die meerderheid van mense in Suid-Afrika. Meeste van die munisipaliteite in die land het begin om hierdie verantwoordelikheid op te neem. Daar is egter bewyse dat sukses in die implementering van jeugontwikkelingsprogramme beperk is, veral as gevolg van die gebrek aan die aanwending van prestasiebestuur op die vlak van plaaslike regering. Hierdie studie is bedoel om die navorsingsprobleem gedefinieer as: “die afwesigheid van 'n pasgemaakte prestasiebestuurstelsel vir jeugontwikkeling lei tot beperkte of gebrekkige bereiking van die gestelde teikens vir jeugontwikkeling” Te verken. Die studie begin deur die literatuur te ondersoek op beide die onderliggende gebiede van die studie, jeugontwikkeling en prestasiebestuur. Hoewel jeugontwikkeling `n redelik nuwe gebied is, is daar vordering in die definiëring en konseptualisering van beide prestasiebestuur en jeugontwikkeling in Suid-Afrika. Jeug en jeugontwikkeling word gedefinieer as jong mense tussen 14 en 35 jaar oud en doelbewuste intervensies om die jeug in staat te stel om deel te neem aan die sosio-ekonomiese welstand van die land en die wêreld. Prestasiebestuur word gedefinieer as die proses om te verseker dat daar `n gesamentlike poging is vir die implementering van die voorafbepaalde planne. Die navorser het besluit op `n gevallestudie benadering, deur gebruik te maak van die Nkangala Distriksmunisipaliteit (NDM) om die mate waarin munisipaliteite die voorskrifte en beginsels van prestasiebestuur op die jeugontwikkelingsprogramme toepas te verken. Die studie poog om vas te stel of munisipaliteite prestasiebestuursraamwerke en stelsels het, of jeugontwikkelingsaangeleenthede ingesluit is en of daar spesifieke jeugontwikkeling prestasiemaatreëls in plek is. Literatuur toon dat daar uitgebreide werk gedoen is op die gebied van prestasiebestuur in plaaslike regering in Suid-Afrika. Die wetgewing verplig alle munisipaliteite om prestasiebestuurstelsels en raamwerke in plek te hê en goedgekeur deur die rade. Die dokumentêre hersiening toon dat daar in die Nkangala Distriksmunisipaliteit steeds `n behoefte daaraan is om die toepassing van die stelsels en raamwerk te laat deursyfer. Daar is `n behoefte om te verseker dat jeugontwikkeling ingesluit word in die prestasiebestuursproses. Bewyse uit die studie toon dat daar steeds gapings is om aan te spreek met betrekking tot die distrik. Die aanwending van die prestasiebestuursraamwerk en stelsels moet nog afgewentel word na alle personeellede. Die aanwending moet nog van toepassing gemaak word op jeugontwikkeling en jeugontwikkelingseenhede. Daar is 'n behoefte om munisipale beplanning in lyn te bring met jeugontwikkeling. Jeug deelname dwarsdeur die proses van beplanning, implementering en rapportering bly steeds 'n uitdaging. Munisipaliteite ly onder gesindhede wat daarop dui dat die jeug eenvoudig ontvangers is van produkte en dienste. Die studie stel ten slotte `n jeugontwikkeling prestasiebestuursraamwerk voor wat ook jeug deelname, monitering en evaluering sal integreer.
Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/80327
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