Explore publications.

The formulation of student leadership development has been a focal point and a product of shaping student leaders who occupy positions of leadership in the higher education sector. The persisting challenges of the society find a discomfort in wasted opportunity for any leadership initiative which is not aligned with the policy narrative of African development and nation building. This notion led to a situational response in student leadership development that missed an opportunity to fashion student leadership development that addresses the complex challenges of society. This study intends to pen down the experience of transitioning student leadership towards activating agency for social transformation. It also intends to address how student development must be perceived as an integral part of social innovation and a catalyst for reimagining the future of South Africa for the attainment of a sustainable future. One of the key shortfalls of the transactional approach to student leadership development is how the notion of leadership development in higher education is mismatched from the quadruple helix framework model which demonstrates failure for being futuristic in nature tends to be problematic. In this instance, the study used a quadruple helix framework to justify the transition that map the intention of Nelson Mandela University’s establishment of Madibaz YouthLab. The study is a qualitative conceptual framework using a literature review to argue this important transition. The study conclusion and recommendation are postured to add to the discourse on the reformulation of student leadership development in higher education shifting towards adding value to sustainable development.

The South African municipalities have continued to demonstrate weaknesses or inadequacies in monitoring and evaluation (M&E). A possible barrier in South African municipalities is a lack of M&E expertise. While M&E can provide valuable insights into the effectiveness and efficiency of a programme, some potential pitfalls and gaps were discovered during coronavirus disease 2019 (COVID-19). A case study design was employed to conduct in-depth and detailed examination within two metropolitan municipalities in the Eastern Cape. A mixed methods approach was adopted in a convergent manner for data collection and analysis. In-depth interviews were utilised to collect data from 13 senior municipal managers at the Nelson Mandela Bay Municipality (NMBM) and the Buffalo City Metropolitan Municipality (BCMM). A total of 191 questionnaires were despatched to municipal employees and 186 were returned, giving a 97% response rate. The findings reflect the weaknesses of M&E policies in the municipalities and paints a picture of M&E not being prioritised in the municipality.  The findings also reflect the current situation at the municipalities concerned, which is that there are pitfalls and gaps when it comes to evaluation measures. Thus, the study concludes that accountability for financial and performance management is non-existent. This study attempts to make a valuable contribution by providing technical assistance, capacity building to ensure that municipalities have effective M&E systems in place to monitor and evaluate service delivery and improve the lives of communities.