College of Business and Economics Annual Report 2017 72 LOOKING TOWARDS 2018 — 2020 Establishing good international networks has been key to developing an international perspective, hence the SPMGP built strong ties in Africa, and other countries globally. International partnerships of the SPMGP include a total of 28 MoAs. The intention of the three units in the SPMGP is to focus on supporting the current and future narratives that impact on governance and management within a Pan-African context. In order for this to materialise more resources, especially for the School of Leadership, will have to be leveraged to promote this initiative in view of the forth coming articulation of the PGDip to a master’s degree. These MoAs include knowledge generation and activities hence, three research and co-publication workshops are planned for 2018 in Africa. It also includes the promotion of international doctorates. In addition to the existing 10 international doctorates, four more doctorates and several African research associates will be recruited in 2018. The master’s online programme will be expanded by opening up admission to a wider set of prior degrees as for a MBA degree. The MA coursework will be expanded to provide admission for the PGDip in Public Policy and African Studies to further strengthen an African footprint. The advent of technology across the global world has prompted the move to an online mode of delivery. In addition to the master’s online programme the Centre for PMG developed curricula focusing on local governance in South Africa and Africa for two new distance education programmes to be offered online - the Higher Certificate in Local Governance and Management at NQF Level 5 and the Advanced Certificate in Local Governance at NQF Level 6. These programmes have been approved by the HEQC and are integrated academic and professional programmes aimed at transferring relevant scholarly knowledge and practical, professional skills to students, about both the principles and theories of good public management and governance, and about the professional practice in these fields at all government levels. The most important challenges to be addressed are related to the SPMGP numbers of CEPs and formal undergraduate and postgraduate students that have grown at a rapid rate, however, the investment of the College/UJ in keeping with the growing numbers in terms of modular enrolment does not correlate. The issue of permanent administrators and senior lecturers is seen as urgent. Additionally, with online teaching being piloted by the SPMGP, computer equipment for tutors to support this initiative is crucial (laptops, e-learning boards, boardroom equipped with a data projector, 3G cards for e-tutors, etc.). CONCLUSION The SPMGP initiatives through the training of government officials and politicians for better service delivery is not the only solution to poor service delivery, lack of state capacity in all spheres of government, corruption, protests and unrest, though it is believed to be a step in the right direction. It is important to continue with the relatively successful balance between industry recognition and professional training in state management and governance that has characterised the SPMGPs activities so far, in order to cater optimally for the needs of the government sector in this regard. The SPMGP has achieved national recognition as one of the most successful local government training institutions and the aim is to build on the best practices and establish better recognition internationally. Therefore, the application to extend the SPMGP programmes online with distance education to cater for the broader local governance community nationally and in Africa is a step in the right direction.
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