The DaVinci Institute’s alumnus, Mthokozisi Ntumba, investigated a persistent paradox in South Africa’s post-apartheid governance context. Despite official reports indicating satisfactory performance by the City of Tshwane’s Human Settlements Department, communities continue to experience inadequate service delivery and engage in frequent protests. The research aimed to determine whether a direct correlation exists between departmental performance and reported service delivery failures.
Research Aim and Question
The primary aim was to establish whether the performance of the Human Settlements Department correlates with inadequate service delivery in the City of Tshwane.
The central research question asked:
Is there a correlation between the department’s performance and inadequate service delivery experienced by communities?
Theoretical and Methodological Approach
- Paradigm: Post-positivist
- Approach: Quantitative, deductive
- Analytical Lens: Systems Thinking Model
- Data Collection: Structured questionnaire
Sample: 110 respondents drawn from approximately 125 officials across the Human Settlements Department and related municipal departments using stratified probability sampling
The Systems Thinking Model was used to analyse the department as an interconnected system, focusing on leadership, management systems, collaboration, and capacity building rather than isolated performance indicators.
Key Findings
The study found no direct correlation between the department’s reported performance and the inadequate service delivery experienced by communities. Official performance metrics and community service delivery outcomes were shown to be mutually exclusive. The null hypotheses were rejected in favour of alternative explanations.
Critical Issues Identified
While performance metrics appeared positive, the study identified several underlying systemic challenges that negatively affect service delivery:
- Weak or inconsistent leadership practices
- Insufficient training and capacity development for employees
- Misalignment between management systems and operational realities
- Limited interdepartmental collaboration
These factors undermine service delivery outcomes despite compliance with formal performance reporting requirements.
Conclusions
The research concludes that service delivery failures in the City of Tshwane cannot be explained solely by departmental performance scores. Instead, deeper systemic and leadership-related issues play a decisive role. Performance management systems measure outputs but fail to capture the lived realities of communities.
Recommendations
- Adoption of transformational leadership to improve accountability, vision, and organisational culture
- Implementation of Systems Thinking as a management approach to enhance coordination, learning, and long-term planning
- Increased investment in training and capacity building
- Strengthened interdepartmental collaboration to improve integrated human settlements delivery
Contribution of the Study
The study contributes to limited empirical research within municipal human settlements departments and provides a nuanced understanding of why performance compliance does not necessarily translate into improved service delivery. It offers practical insights for policymakers and municipal leaders seeking to bridge the gap between institutional performance and citizen experience.
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