Service delivery sits at the heart of South Africa’s post-1994 democratic project, which envisioned municipalities as developmental local governments tasked with driving economic growth, reducing poverty and inequality, and leading social transformation. Yet, despite strong constitutional and policy foundations, many municipalities remain distressed, dysfunctional, and unable to realise this vision.
The study by Dr Thabo Moses Ramodula, doctoral alumnus of The DaVinci Institute, interrogated one of the most pressing governance questions in South Africa’s democratic project: why does the vision of developmental local government remain largely unrealised despite extensive strategic planning and policy frameworks?
Situated within the intellectual tradition of The DaVinci Institute, an institution known for advancing systems thinking, innovation, and strategic leadership in complex environments, this doctoral study explores the critical nexus between strategy and vision in the South African local government system.
This study investigates a critical question:
What is the relationship between municipal strategy and the vision of developmental local government?
At its core, the research explored whether municipal strategies genuinely advance the developmental vision or whether a disconnect between vision and strategy undermines performance.
The Vision: Developmental Local Government
The White Paper on Local Government (1998) defines developmental local government as a municipality committed to:
- Maximising social development and economic growth
- Integrating and coordinating development efforts
- Democratising development through community participation
- Leading and learning as adaptive institutions
This vision moves municipalities beyond basic service delivery toward becoming drivers of local economic development, social inclusion, and long-term transformation.
However, the study finds that while this vision is clearly articulated in policy, its translation into practice remains inconsistent.
Strategy in Municipal Practice
In theory, strategy bridges the gap between a desired future (vision) and current reality. Drawing from military origins and corporate practice, strategy involves:
- Long-term orientation
- Clear resource allocation
- Organisational alignment
- Leadership direction
- Continuous evaluation
In South African municipalities, strategy is primarily operationalised through the Integrated Development Plan (IDP), a five-year planning instrument required by legislation.
While the IDP is comprehensive and procedurally compliant, the study argues that it often reflects a linear, compliance-driven planning exercise, rather than a holistic, long-term strategic approach anchored in the developmental vision.
Research Design and Case Studies
The study adopted a qualitative, multi-site case study approach across three municipalities:
- Rustenburg Local Municipality (RLM)
- Mangaung Metropolitan Municipality (MMM)
- Orania (independent local government)
Through interviews, document analysis, and thematic coding, the research examined how each municipality conceptualised and implemented a strategy in relation to its vision.
Key Findings
1. A Weak Strategy-Vision Nexus
The central finding is that the connection between municipal strategy and the developmental vision lacks consistency, particularly in traditional municipalities like RLM and MMM.
Frequent political turnover leads to:
- Shifting priorities
- Changing visions with new incumbents
- Fragmented long-term continuity
Strategy becomes tied to political cycles rather than intergenerational developmental objectives.
2. Dominance of Compliance Over Strategy
Municipal strategy is heavily influenced by:
- Legislative compliance requirements
- Budget cycles
- Reporting frameworks
- Audit pressures
This results in a focus on procedural correctness rather than transformative developmental outcomes. Strategy becomes administrative rather than visionary.
3. Political Tenure Undermines Continuity
The five-year electoral cycle creates structural instability:
- New mayors introduce new visions
- Long-term strategies are interrupted
- Institutional memory weakens
- Development initiatives lose momentum
In contrast, Orania demonstrated stronger continuity due to ideological cohesion and leadership stability, resulting in a clearer alignment between vision and strategy.
4. Institutional Capacity and Ethical Leadership
- Municipal distress is exacerbated by:
- Weak institutional capacity
- Skills shortages
- Inadequate performance management
- Ethical leadership deficits
- Untapped grants and resource inefficiencies
The study emphasises that strategy requires not only plans, but capable and ethical actors who understand and own the vision.
5. Historical and Structural Constraints
The legacy of apartheid spatial planning, liberation movement politics, and macroeconomic challenges continues to shape municipal realities. These systemic pressures complicate the implementation of a developmental agenda.
Theoretical Contribution
The research reintroduces strategy through its military etymology, emphasising:
- Strategy as intergenerational leadership
- Long-term orientation over short-term compliance
- Systems thinking
- Alignment between structure and purpose
The study broadens municipal strategy beyond planning tools like IDPs and argues for strategy as a dynamic, vision-driven phenomenon.
Proposed Framework: A Holistic Approach to Municipal Strategy
The study proposes a framework built around:
1. Vision Primacy
The developmental vision must precede and shape strategy, not the other way around.
2. Long-Term Growth and Development Strategy (GDS)
Municipalities should adopt long-term strategies aligned with the National Development Plan (NDP), extending beyond political terms.
3. Key Actors in Strategy-Vision Alignment
- Local community
- Political leadership
- Municipal administration
- Economic development stakeholders
4. Structural and Performance Alignment
Strategy must influence:
- Resource allocation
- Organisational design
- Performance management systems
- Learning and adaptation processes
Practical Implications
To strengthen the strategy-vision nexus, municipalities should:
- Institutionalise long-term strategy beyond political cycles
- Strengthen ethical leadership and meritocracy
- Improve performance management systems
- Legislate developmental mandates more robustly
- Focus on local economic development as a core strategy driver
Without structural continuity and leadership alignment, compliance will continue to dominate transformation.
Conclusion
The study concluded that South Africa’s local government crisis is not primarily a failure of policy vision, but a failure of strategic alignment and continuity. The vision of developmental local government remains compelling and constitutionally grounded. However, its realisation depends on:
- Moving beyond reductionist planning
- Reclaiming strategy as long-term leadership
- Embedding continuity across political transitions
- Building institutional capacity with ethical foundations
At the end, developmental local government will only emerge where strategy is not merely a document, but a sustained, intergenerational commitment to transformation.
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